HomeMy WebLinkAboutMINUTES - 10222024 - BOS Complete Min PktMeeting Minutes
CONTRA COSTA COUNTY BOARD OF
SUPERVISORS
Supervisor 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
Clerk of the Board (925) 655-2000
clerkoftheboard@cob.cccounty.us
9:00 AMTuesday, October 22, 2024
1.CALL TO ORDER; ROLL CALL
District I Supervisor John Gioia, District II Supervisor Candace
Andersen, District III Supervisor Diane Burgis, District IV
Supervisor Ken Carlson, and District V Supervisor Federal D.
Glover
Present:
2.PLEDGE OF ALLEGIANCE
3.CLOSED SESSION
Page 1 of 36
BOARD OF SUPERVISORS Meeting Minutes October 22, 2024
A.CONFERENCE WITH LABOR NEGOTIATORS (Gov. Code § 54957.6)
1.Agency Negotiators: Monica Nino.
Employee Organizations: Public Employees Union, Local 1; AFSCME Locals 512 and 2700; California
Nurses Assn.; SEIU Locals 1021 and 2015; District Attorney Investigators’ Assn.; Deputy Sheriffs
Assn.; United Prof. Firefighters I.A.F.F., Local 1230; Physicians’ & Dentists’ Org. of Contra Costa;
Western Council of Engineers; United Chief Officers Assn.; Contra Costa County Defenders Assn.;
Contra Costa County Deputy District Attorneys’ Assn.; Prof. & Tech. Engineers IFPTE, Local 21; and
Teamsters Local 856.
2.Agency Negotiators: Monica Nino.
Unrepresented Employees: All unrepresented employees.
B.CONFERENCE WITH LEGAL COUNSEL--EXISTING LITIGATION (Gov. Code § 54956.9(d)
(1))
1.Carl Somers v. Contra Costa County, WCAB No. ADJ15519496
2.Neila Viernes v. Contra Costa County, WCAB No. ADJ16626283
3.Hinkle, et al. v. Baass, et al., United States District Court, Northern District of California, Case No.
3:18-cv-06430 MMC
C.CONFERENCE WITH LEGAL COUNSEL--ANTICIPATED LITIGATION
Significant exposure to litigation pursuant to Gov . Code, § 54956.9(d)(2): [One potential case.]
D.CONFERENCE WITH LEGAL COUNSEL--ANTICIPATED LITIGATION
Initiation of litigation pursuant to Gov. Code, § 54956.9(d)(4): [One potential case.]
E.CONFERENCE WITH REAL PROPERTY NEGOTIATORS (Gov. Code § 54956.8)
Property: 1020 Ward Street and 1111 Ward Street, Martinez
Agency Negotiator: Eric Angstadt, Chief Assistant County Administrator
Negotiating Parties: County of Contra Costa and Judicial Council of California
Under Negotiation: Price and terms
The Board voted 4-0 to not file an administrative appeal to challenge the Department of Water
Resources October 8, 2024 Certification of Consistency. Supervisor Burgis recused herself and
did not participate in the decision or discussion .
4.Inspirational Thought-
"Hunger is not an issue of charity. It is an issue of justice." ~ Jacques Diouf
5.CONSIDER CONSENT ITEMS (Items listed as C.1 through C.149 on the following
agenda) – Items are subject to removal from Consent Calendar by request of any
Supervisor. Items removed from the Consent Calendar will be considered with the
Discussion Items.
Motion:Carlson
BurgisSecond:
Page 2 of 36
BOARD OF SUPERVISORS Meeting Minutes October 22, 2024
District I Supervisor Gioia, District II Supervisor Andersen,
District III Supervisor Burgis, District IV Supervisor Carlson,
and District V Supervisor Glover
Aye:
Result:Passed
6.PRESENTATIONS
PR.1
PR.2
7.DISCUSSION ITEMS
D.1.RECEIVE the Sheriff's Oversight Report for the quarter ending September
30, 2024. (David Livingston, Sheriff-Coroner)
24-3485
Attachments:Sheriff's Quarterly Report - Q3 2024
Speakers: Patricia Granado; Jan Warren, Walnut Creek; Yehuda; Nicole Arrington;
Zelon Harrison; Sara
Motion:Andersen
BurgisSecond:
District I Supervisor Gioia, District II Supervisor Andersen,
District III Supervisor Burgis, District IV Supervisor Carlson,
and District V Supervisor Glover
Aye:
Result:Passed
D.2.CONSIDER accepting a report from the Department of Human Resources
regarding employee Recruitment and Retention Planning. (Ann Elliott,
Human Resources Director)
24-3486
Attachments:Human Resources Recruitment and Retention Presentation 10.22.2024
`
Motion:Andersen
CarlsonSecond:
District I Supervisor Gioia, District II Supervisor Andersen,
District III Supervisor Burgis, District IV Supervisor Carlson,
and District V Supervisor Glover
Aye:
Result:Passed
D.3.CONSIDER accepting the monthly update on the activities and oversight of
the County's Head Start Program, and provide guidance. (Marla Stuart,
Employment and Human Services Director)
24-3423
Attachments:Head Start Update BOS October 2024 FINAL.pdf
1. 2024-25 Policy Council Roster 10.11.24.pdf
2. FY 2022-2023 Single Audit Corrective Action Plan 10.11.24.pdf
Motion:Carlson
Page 3 of 36
BOARD OF SUPERVISORS Meeting Minutes October 22, 2024
BurgisSecond:
District I Supervisor Gioia, District II Supervisor Andersen,
District III Supervisor Burgis, District IV Supervisor Carlson,
and District V Supervisor Glover
Aye:
Result:Passed
D.4.CONSIDER accepting reports on Guaranteed Income from the Employment
and Human Services Director and the Contra Costa Guaranteed Income
Coalition, and provide direction. (Marla Stuart, Employment and Human
Services Director)
24-3424
Attachments:EHSD Guaranteed Income Presentation 10222024 v5.pdf
CCC EHSD Options to Strengthen the Safety Net 10222024 v2.pdf
CA Public Sector GI Pilots v2.pdf
CC GI Coalition Presentation 10.22.24_.pdf
FINAL_Implementing Guaranteed Income in Contra Costa_BOS
Report_COMPLETE_10.16.2024.pdf
Correspondence Received.pdf
The following provided written commentary (attached); Janette Kennedy; Megan Lundstrom, Dir, The
Resilience Fund, Polaris; Teri Olle, Director, Economic security Project; Jillian de la Torre, MSW,
Healthy Contra Costa Iniative; James A . Becker, President and CEO Richmond Connects; Michelle K .
Nakphong, PhD, Assistant Professor, Division of Prevention Science, School of Medicine, University of
California San Francisco; Ellen McDonnell, Public Defender; Office of Public Defender Contra Costa
County; Douglas Holmes, Resident of Danville; Doug Leich, Mulifaith Action Coalition; Tumani
Drew, Young Women’s Freedom Center; McKayla; Winter Antone; Zimbabwe Davies, TAY Foster
Youth Project Manager; Kevin Scott, Program Director , Just Income by Community Spring; Julia
Quintero, ELEVATE Concord Project Manager; Monument Impact; Sara Naughten, Deputy
Director/Ruth Fernández, Ed.D. Executive Director, First 5 Contra Costa; Rev . Millie Phillips,
Working East Bay; Kelly Zhao, Resident of Pittsburg; Kanwarpal Dhaliwal, Associate Director and
Co-Founder, RYSE; Mohamed Taleb, Rubicon Programs; Virdiana Martinez for Supervisor Holly J .
Mithcell, Los Angeles County Board of Supervisors; Megan Nguyen, East Bay Housing Organizations;
Economic Security Project; Brittany Pope, LISW, Daisy Gomez Palacios, Bread for the City Economic
Security Team; Yehudit Lieberman, Resident of Pleasant Hill; Ryan Fukumori; National Equity Atlas,
Policylink; Debra Ballinger, former Exec Dir of Monument Impact; Laura Nakamura, Concord City
Council, Diana Honig, resident of Orinda; Brian Ibarra, resident of Concord; Barbara Clifton Zarate,
former Dir Economic Opportunity at Marin Community Foundation; Arturo Zaco, resident of
Antioch; Rebeca Rangel, Asset Funders Network, Bay Area Program; Jessica Mark, Bay Area Legal
Aid; Wendy Hershey, resident of Concord .
Speakers: Solomon Belette, East County Community Alliance (ECCA); Eden Rosekind; Claudia
Muralles; Debra Ballinger; Eryn Chavis; Sammone Weaver; Tumani Drew; Nayijah Colher; Janana
Gurdian; Jillian de la Torre; Monument Impact: Kamilah, Judith Ortiz, Regina Berny, Patricia
Granados, Vanessa Chena, Shagoofa Kha, Jennifer Morales; Ms . Garrett, ACCE Antioch; Mehdi
Baramand; Eddie Garums ACCE Antioch .
1. Allocate $1 Million of AB109 Re-Entry Program funds for direct payment
Guaranteed Income. The proposed plan will be developed by the Community
Advisory Board (CAB) for submission to the Community Corrections Partnership
(CCP), to be returned to the Board of Supervisors for final approval
(AYES: Gioia, Andersen, Burgis, Carlson, Glover NOES: None ABSENT: None
ABSTAIN: None)
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BOARD OF SUPERVISORS Meeting Minutes October 22, 2024
2. Allocate $2.5 Million Measure X funds for EHSD Option 2 to fund a three-year
pilot to increase participation in safety net services by developing an “Empowering
Enrollment Program”
(AYES: Gioia, Andersen, Burgis, Carlson, Glover NOES: None ABSENT: None
ABSTAIN: None)
3. Allocate $3.25 Million Measure X funds for a Guaranteed Income Program to be
developed by the Employment and Human Services Department in collaboration with
the community, serving groups to be determined and seniors, and the proposed plan
returned to the Board of Supervisors for final approval
(AYES: Gioia, Burgis, Carlson, Glover NOES: Andersen ABSENT: None
ABSTAIN: None)
Motion:Gioia
CarlsonSecond:
District I Supervisor Gioia, District II Supervisor Andersen,
District III Supervisor Burgis, District IV Supervisor Carlson,
and District V Supervisor Glover
Aye:
Result:Passed
D.5.CONSIDER accepting the 2024 Strategic Plan for the Animal Services
Department. (Ben Winkleblack, Animal Services Director)
24-3425
Attachments:CCAS Strategic Plan Final Report (10-01-24)
CCAS 2024 Strategic Plan Presentation (10-10-24)
Motion:Andersen
CarlsonSecond:
District I Supervisor Gioia, District II Supervisor Andersen,
District III Supervisor Burgis, District IV Supervisor Carlson,
and District V Supervisor Glover
Aye:
Result:Passed
D.6.CONSIDER adopting the proposed 2025 meeting schedule for the Contra
Costa County Board of Supervisors, including the cancellation of those
meetings at which it is anticipated that there will not be a quorum of Board
members present, as well as noting the dates for the specific events planned
for the year. (Monica Nino, County Administrator)
24-3426
Attachments:BOS Schedule 2025 DRAFT.pdf
2025 BOS Schedule .pdf
Page 5 of 36
BOARD OF SUPERVISORS Meeting Minutes October 22, 2024
Motion:Andersen
BurgisSecond:
District I Supervisor Gioia, District II Supervisor Andersen,
District III Supervisor Burgis, District IV Supervisor Carlson,
and District V Supervisor Glover
Aye:
Result:Passed
D.7 CONSIDER consent item previously removed.
There were no consent items removed for discussion .
D.8 PUBLIC COMMENT (2 Minutes/Speaker)
Liz Ritchie read from the cease and desist letter she prepared, that proposes that the County is
unable to conduct the 2024 general election without breaking state or federal laws;
Louisa requests that the County not comply with recently enacted California elections laws and
defer to the State constitution regarding the certification of elections;
Patricia Granados on behalf of Greg Young, President, Juvenile Hall Auxilliary, requested a
meeting with the Board to discuss options to keep the auxilliary open and resolve space
requirements in the execution of the new construction at Juvenile Hall;
Greg Young, president of Juvenile Hall Auxiliary, spoke on the many services the Auxilliary
has provided for incarcerated youth in it’s 70 years of operation;
Caller 9959 asserted that a homeless man is living in the county with a horse and two dogs in
violation of zoning laws;
Anthony said that a disparity of 25 seconds between zoom callers and in person speaking time
exists, and he requests an additional officially designated cooling station in the City of Pinole in
light of recent heatwaves.
D.9 CONSIDER reports of Board members.
8.ADJOURN in memory of Deborah Shess ~ December 14, 1964 – October 6, 2024
Adjourned today's meeting at 6:03 p.m.
9.CONSENT CALENDAR
Airport
CONSIDER CONSENT ITEMS
A motion was made by District IV Supervisor Carlson, seconded by District III
Supervisor Burgis, to approve the Consent Agenda . The motion carried by the
following vote:
Page 6 of 36
BOARD OF SUPERVISORS Meeting Minutes October 22, 2024
District I Supervisor Gioia, District II Supervisor Andersen,
District III Supervisor Burgis, District IV Supervisor Carlson,
and District V Supervisor Glover
Aye:
Result:Passed
C.1.APPROVE and AUTHORIZE the Director of Airports, or designee, to
execute a contract amendment with KSA Engineers, Inc., to extend the term
through June 30, 2025 with no change to the payment limit, to allow the
contractor to complete the grant close out documents for the Buchanan Field
terminal project. (No fiscal impact)
24-3427
approved
Animal Services
C.2.ACCEPT the monetary donation report from the Animal Services
Department, which describes the source and value of each gift received
by Animal Services for FY 2024/25, Quarter 1: July 1, 2024, through
September 30, 2024. (No fiscal impact)
24-3428
Attachments:2024.25_FY Q1
approved
Assessor
C.3.APPROVE and AUTHORIZE the Purchasing Agent, or designee, to
execute, on behalf of the Assessor, a purchase order with CoStar Realty
Information, Inc., in the amount of $57,775 for subscription/license
access to CoStar Suite, a Commercial and Industrial property valuing
subscription service for the period of July 1, 2024 through June 30,
2025. (100% General Fund)
24-3429
approved
Board Standing Committees (referred items)
C.4.ACCEPT an update on the oversight and activities of the Community
Services Bureau (Non-Head Start programs), as recommended by the
Family and Human Services Committee.
24-3483
Attachments:Presentation to FHS on Non-Head Start Programs
approved
C.5.ESTABLISH the Economic Development Committee as a standing
committee of the Board of Supervisors, to supersede the Board of
Supervisors Ad Hoc Committee on the Northern Waterfront Economic
Development Initiative, and APPOINT Supervisors Glover and Burgis to
the Economic Development Committee, as recommended by
Supervisors Glover and Burgis. (No fiscal impact)
24-3484
approved
Clerk of the Board
Page 7 of 36
BOARD OF SUPERVISORS Meeting Minutes October 22, 2024
C.6.ADOPT Resolution No. 2024-367 proclaiming October 20, 2024 as
“Community Media Day” in Contra Costa County, as recommended by
the Director of the Office of Communications & Media.
RES
2024-367
Attachments:2024-10-22 C.6 Corres.pdf
Signed Res 2024-367.pdf
Written commentary provided by Juliet Casey, Los Medanos College and Tom
Asregado, Public Information Officer, District Attorney's Office (attached).
Speaker: Shawn Gilbert, League of Women Voters .
adopted
C.7.ADOPT Resolution No. 2024-360 proclaiming the week of October
19-26, 2024, as “California Flood Preparedness Week” in Contra Costa
County, as recommended by the Public Works Director, Countywide.
(No fiscal impact)
RES
2024-360
Attachments:Signed Resolution 2024-360.pdf
adopted
C.8.ADOPT Resolution No. 2024-361 recognizing Susan Andersen-Berger
as 2024 Orinda Volunteer of the Year, as recommended by Supervisor
Andersen.
RES
2024-361
Attachments:Signed Resolution 2024-361.pdf
adopted
C.9.ADOPT Resolution No. 2024-362 recognizing Dr. Eugene "Gene"
Gottfried as 2024 Orinda Volunteer of the Year, as recommended by
Supervisor Andersen.
RES
2024-362
Attachments:Signed Resolution 2024-362.pdf
adopted
C.10
.
ADOPT Resolution No. 2024-363 recognizing Rich Thompson as
Orinda Citizen of the Year, as recommended by Supervisor Andersen.
RES
2024-363
Attachments:Signed Resolution 2024-363.pdf
adopted
C.11
.
ADOPT Resolution No. 2024-364 congratulating The Town of Moraga
on its 50th Anniversary, as recommended by Supervisor Andersen.
RES
2024-364
Attachments:Signed Resolution 2024-364.pdf
adopted
C.12
.
ADOPT Resolution No. 2024-365 to kick off the 2024 Counties Care –
Holiday Food Fight, as recommended by Supervisor Glover.
RES
2024-365
Attachments:Signed Resolution 2024-365.pdf
Page 8 of 36
BOARD OF SUPERVISORS Meeting Minutes October 22, 2024
adopted
C.13
.
ADOPT Resolution No. 2024-366 in honor of Jacqueline Woods on the
occasion of her retirement from Contra Costa County, as recommended
by the County Counsel.
RES
2024-366
Attachments:Signed Resolution 2024-366.pdf
adopted
C.14
.
APPOINT Alex Khalfin to the District IV Seat on the First 5 Children
and Families Commission, as recommended by Supervisor Carlson .
24-3557
approved
C.15
.
APPOINT Gloria Lopez to the Non-profit Seat 2 on the North Richmond
Municipal Advisory Council for a term ending December 31, 2026, as
recommended by Supervisor Gioia.
24-3558
approved
C.16
.
APPOINT Rojan Mikael Habon and Maxwell Prost to At-Large Youth
seats 1 and 2, and Maren Shahade to At-Large Community
Representative seat 4 on the Juvenile Justice Coordinating Council with
terms ending October 22, 2026 as recommended by the Public Protection
Committee.
24-3559
Attachments:Attachment A_Habon Rojan Mikael (JJCC) 09-09-24_Redacted.pdf
Attachment B_Prost Maxwell (JJCC) 08-25-24 Redacted.pdf
Attachment C_Shahade Maren (JJCC) 09-19-24_Redacted.pdf
approved
C.17
.
APPOINT Jedd Hart to the District 1 Alternate 2 seat for the El Sobrante
Municipal Advisory Council for a term ending on December 31, 2026
24-3476
Attachments:Hart, Jedd (ESMAC) 09-14-24
approved
C.18
.
APPROVE revised Bylaws of Contra Costa County Economic
Opportunity Council (EOC), as recommended by the Employment and
Human Services Director.
24-3477
Attachments:ByLaws Revisions - approved by EOC 8-8-24 clean copy rev 9-25-24
ByLaws Revisions - approved by EOC 8-8-24 with track changes rev
9-25-24
approved
C.19
.
ACCEPT the resignation of Jarrod Bolliger, DECLARE a vacancy in the
At-Large Alternate #2 seat on the Advisory Council on Aging for term
ending on September 30, 2025, and DIRECT the Clerk of the Board to
post the vacancy, as recommended by the Employment and Human
Services Director.
24-3478
Page 9 of 36
BOARD OF SUPERVISORS Meeting Minutes October 22, 2024
Attachments:Vacancy Notice.pdf
approved
Clerk-Recorder/Elections
C.20
.
ACCEPT the canvass of votes for the October 8, 2024 Special Election
for Police Services Measure in the County Service Area P-6, Zone 1519,
Subdivision 9581 - unincorporated area of Walnut Creek, as
recommended by the Clerk-Recorder. (Tax proceeds accrue to the
County Service Area)
24-3430
Attachments:Oct 8_Zone 1519_Election Certification
County Administration
C.21
.
ADOPT Resolution No. 2024-353 approving a side letter of agreement
modifying the Memorandum of Understanding between the County and
the California Nurses Association to update language on the provision of
meal and rest breaks for staff providing direct patient care as a result of
Senate Bill 1334.
Attachments:2024_1004_Side_Letter_SB 1334_Meal & Rest
Breaks_CNA_Executed.pdf
adopted
C.22
.
ADOPT Resolution No. 2024-354 approving the Side Letters between
Contra Costa County and AFSCME, Local 1 and AFSCME, Local 1 Site
Supervisors Unit, amending the current Memorandum of Understanding
by providing for an additional County contribution to employee deferred
compensation accounts.
Attachments:Side Letter Local One DEFERRED COMPENSATION.pdf
Side Letter Local One CSB Site Supervisor DEFERRED
COMPENSATION.pdf
adopted
C.23
.
ADOPT Ordinance No. 2024-19 amending the County Ordinance Code
to exempt from the merit system the new classifications of Labor
Relations Supervisor-Exempt, Senior Labor Relations Analyst-Exempt,
Labor Relations Analyst-Exempt and delete the classifications of
Manager Capital Facilities and Debt Management-Exempt and Director
of the Office of Children’s Services-Exempt. (No fiscal impact)
24-3431
Attachments:Ordinance No. 2024-19
Signed Ordinance No. 2024-19.pdf
approved
C.24
.
AUTHORIZE and APPROVE the County Administrator, or designee, to
execute a change order to increase the payment limit by $2.5 million
dollars, to a new payment limit of $103.5 million dollars with Sletten
Construction Company, a Montana Corporation for the construction of
24-3432
Page 10 of 36
BOARD OF SUPERVISORS Meeting Minutes October 22, 2024
the West County Re-entry, Treatment and Housing project. (68% State
Grant Funds, 32% General Fund Capital Reserves)
approved
County Counsel
C.25
.
APPROVE amended Conflict of Interest Code for the Pittsburg Unified
School District, including the list of designated positions, as
recommended by County Counsel.
24-3433
Attachments:Exhibit A - Conflict of Interest Code for the Pittsburg Unified Schood
District
Exhibit B - Conflict of Interest Code for the Pittsburg Unified School
District - REDLINE
approved
C.26
.
APPROVE amended Conflict of Interest Code for the Liberty Union
High School District, as recommended by County Counsel.
24-3434
Attachments:Exhibit A - Conflict of Interest Code of the Liberty Union High School
District
Exhibit B - Conflict of Interest Code of the Liberty Union High School
District - REDLINE
approved
C.27
.
APPROVE amended list of designated positions for the Conflict of
Interest Code for the San Ramon Valley Fire Protection District, as
recommended by County Counsel.
24-3435
Attachments:Exhibit A - SRVFPD Conflict of Interest Code Designated Positions
Exhibit B - SRVFPD Conflict of Interest Code Designated Positions -
REDLINE
approved
C.28
.
RECEIVE public report of litigation settlement agreements that became
final during the period September 1, 2024, through September 30, 2024.
24-3436
approved
District Attorney
C.29
.
ADOPT Resolution No. 2024-368 to approve and authorize the District
Attorney, or designee, to apply for, accept, and execute a grant award
agreement, including any modifications or extensions thereof, pursuant
to State guidelines, with the California Governor's Office of Emergency
Services (Cal OES), Victim Services & Public Safety Branch, in an
amount not to exceed $147,000, to fund the Human Trafficking
Advocacy Program, for the period January 1, 2025 through December
31, 2025. (100% State)
RES
2024-368
approved
Page 11 of 36
BOARD OF SUPERVISORS Meeting Minutes October 22, 2024
Employment & Human Services
C.30
.
APPROVE and AUTHORIZE the Purchasing Agent, or designee to
execute on behalf of the Employment and Human Services Director a
purchase order with OmniPro LLC to procure approximately 600
Lenovo desktop computers in an amount not to exceed $720,395 for the
period September 1, 2024 through June 30, 2025. (59% Federal, 35%
State, 6% County)
24-3438
approved
C.31
.
APPROVE and AUTHORIZE the Purchasing Agent, or designee, to
execute on behalf of the Employment and Human Services Director, a
purchase order and related agreement with 360Civic in an amount not to
exceed $27,225 for the purchase of IronWall Online Privacy Service, a
web-based service to protect the Personal Identifiable Information of
employees and their families for a period of twelve (12) months from
initial implementation once the County purchase order has been issued .
(59% Federal, 35% State, 6% County)
24-3439
approved
C.32
.
APPROVE and AUTHORIZE the Employment and Human Services
Director, or designee, to execute an agreement with Meals on Wheels of
Contra Costa, Inc. that outlines obligations and responsibilities for the
home delivered meals program for older adults for the period of July 1,
2024 through June 30, 2025. (No Fiscal Impact)
24-3440
approved
C.33
.
APPROVE and AUTHORIZE the Employment and Human Services
Director, or designee, to execute a contract with We Care Services for
Children, in an amount not to exceed $616,402, to provide state
preschool services for the period July 1, 2024, through June 30, 2026.
(100% State)
24-3441
approved
C.34
.
APPROVE and AUTHORIZE the Employment and Human Services
Director, or designee, to execute a contract with Richmond Elementary
School, in an amount not to exceed $1,190,984, to provide state
preschool services for the period July 1, 2024, through June 30, 2026.
(100% State)
24-3442
approved
C.35
.
APPROVE and AUTHORIZE the Employment and Human Services
Director, or designee, to execute a contract with Little Angels Country
School LLC, in an amount not to exceed $612,476, to provide state
preschool services for the period July 1, 2024, through June 30, 2026.
(100% State)
24-3443
approved
Page 12 of 36
BOARD OF SUPERVISORS Meeting Minutes October 22, 2024
Health Services
C.36
.
ADOPT Position Adjustment Resolution No. 26345 to add one (1)
Substance Abuse Counselor, three (3) Mental Health Community
Support Worker II positions and one (1) Mental Health Specialist II
position for the Behavioral Health Bridge Housing Program in Health
Services Department. (100% Behavioral Health Bridge Housing
Program funds)(Represented)
24-3565
Attachments:P300-26345
Signed P300 26345.pdf
approved
C.37
.
ADOPT Position Adjustment Resolution No. 26342 to decrease the
hours of one vacant Pediatrician-Hospitalist-Exempt position in the
Health Services Department. (Cost savings- Hospital Enterprise Fund I)
(Represented)
24-3554
Attachments:P300-26342
Signed P300 26342.pdf
approved
C.38
.
ADOPT Position Adjustment Resolution No. 26349 to add one Buyer II
position and cancel one vacant Information Systems Specialist II
position in the Health Services Department. (100% Hospital Enterprise
Fund I)(Represented)
24-3555
Attachments:P300-26349.docx
Signed P300 26349.pdf
approved
C.39
.
ADOPT Position Adjustment Resolution No. 26344 to add two (2)
Charge Nurse positions to Behavioral Health’s Youth Crisis
Stabilization Unit in the Health Services Department (Cost offset-
Mental Health Realignment)(Represented)
24-3556
Attachments:P300-26344.docx
Signed P300 26344.pdf
approved
C.40
.
ADOPT Position Adjustment Resolution No. 26348 to decrease the
hours of one (1) vacant Nurse Practitioner position in Health Services
Department. (Cost savings- Mental Health Services Act)(Represented)
24-3487
Attachments:P300-26348.docx
Signed P300 26348.pdf
approved
C.41
.
APPROVE and AUTHORIZE the Health Services Director, or designee,
to execute a contract amendment with Forward Advantage Holdings,
Inc, to increase the payment limit by $97,780 to an amount not to exceed
24-3488
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BOARD OF SUPERVISORS Meeting Minutes October 22, 2024
$265,248 and to extend the term through October 29, 2025 for additional
software maintenance and support for Contra Costa Health’s Information
Systems Unit. (100% Hospital Enterprise Fund I)
approved
C.42
.
APPROVE and AUTHORIZE the Health Services Director, or designee,
to execute rental agreements with the Ambrose Recreation and Park
District Foundation, the City of Oakley, the City of Richmond, the City
of San Ramon and the Lafayette Library and Learning Center Foundation
in an amount not to exceed $20,000 for the combined total in rental fees
and facility use for the purpose of conducting public workshops from
January 1, 2025 through December 31, 2025. (100% Environmental
Health Fees)
24-3489
approved
C.43
.
APPROVE and AUTHORIZE the Health Services Director, or designee,
to execute a novation contract with SJBH, LLC (dba San Jose
Behavioral Health Hospital), in an amount not to exceed $300,000 to
provide inpatient psychiatric hospital services to children, adolescent,
and adult Clients referred for the period July 1, 2024 through June 30,
2025, including a six-month automatic extension through December 31,
2025 in an amount not to exceed $150,000. (100% Mental Health
Realignment)
24-3490
approved
C.44
.
APPROVE and AUTHORIZE the Health Services Director, or designee,
to execute a contract with Positive Behavior Supports Corp, in an
amount not to exceed $975,000 to provide behavioral health treatment
and applied behavioral analysis services for Contra Costa Health Plan
members and County recipients for the period October 1, 2024 through
September 30, 2027. (100% Contra Costa Health Plan Enterprise Fund
II)
24-3491
approved
C.45
.
APPROVE and AUTHORIZE the Health Services Director, or designee,
to execute a contract with Tipping Point Community, to pay County an
amount not to exceed $535,985 to implement the Coordinated Outreach,
Referral and Engagement Transitional Aged Youth Education Team and
provide mobile and street outreach to students at risk of or experiencing
homelessness in the Contra Costa Community College District for the
period July 1, 2024 through June 30, 2025. (No County match)
24-3492
approved
C.46
.
APPROVE and AUTHORIZE the Health Services Director, or designee,
to execute a contract with the City of Pleasant Hill, to pay the County an
amount not to exceed $140,733 to provide homeless outreach services
for the Coordinated Outreach, Referral and Engagement Program for the
24-3493
Page 14 of 36
BOARD OF SUPERVISORS Meeting Minutes October 22, 2024
period July 1, 2024 through June 30, 2025. (No County match)
approved
C.47
.
APPROVE and AUTHORIZE the Health Services Director, or designee,
to execute a contract with the City of Pittsburg, to pay the County an
amount not to exceed $880,848 to provide homeless outreach services
for the Coordinated Outreach, Referral and Engagement Program for the
period July 1, 2024 through June 30, 2027. (No County match)
24-3494
approved
C.48
.
APPROVE and AUTHORIZE the Health Services Director, or designee,
to execute a contract with the City of Martinez, to pay County an amount
not to exceed $140,733 for County’s Coordinated Outreach, Referral and
Engagement Program to provide homeless outreach services to the City
of Martinez for the period July 1, 2024 through June 30, 2025. (No
County match)
24-3495
approved
C.49
.
APPROVE and AUTHORIZE the Health Services Director, or designee,
to execute a contract with Manor Care-Tice Valley CA, LLC (dba
ProMedica Skilled Nursing and Rehabilitation (Tice Valley)), in an
amount not to exceed $18,000,000 to provide skilled nursing facility
services for Contra Costa Health Plan members and County recipients
for the period October 1, 2024 through September 30, 2026. (100%
Contra Costa Health Plan Enterprise Fund II)
24-3496
approved
C.50
.
APPROVE and AUTHORIZE the Health Services Director, or designee,
to execute a contract with Lake Merritt Healthcare Center, LLC ., in an
amount not to exceed $1,200,000 to provide skilled nursing facility
services for Contra Costa Health Plan members and County recipients
for the period October 1, 2024 through September 30, 2027. (100%
Contra Costa Health Plan Enterprise Fund II)
24-3497
approved
C.51
.
APPROVE and AUTHORIZE the Health Services Director, or designee,
to execute a contract with Concord/Pleasant Hill Health Care District, to
pay the County an amount not to exceed $13,000 for Coordinated
Outreach, Referral and Engagement Program services for the period
from July 1, 2024 through June 30, 2025. (No County match)
24-3498
approved
C.52
.
APPROVE and AUTHORIZE the Health Services Director, or designee,
to execute a contract with Kaiser Foundation Hospitals, to pay the
County an amount not to exceed $95,000 to support the Health
Ambassador, Career Pathways Program to train young adults for health
careers in West County for the period October 1, 2024 through June 30,
24-3499
Page 15 of 36
BOARD OF SUPERVISORS Meeting Minutes October 22, 2024
2026. (No County match)
approved
C.53
.
APPROVE and AUTHORIZE the Health Services Director, or designee,
to execute a contract with the California Department of Health Care
Services, to pay County an amount not to exceed $2,932,106 in Round 3
Providing Access and Transforming Health funding to continue to
develop and expand California Advancing and Innovating Medi-Cal
services for the period July 1, 2024 through June 30, 2025. (No County
match)
24-3500
approved
C.54
.
APPROVE and AUTHORIZE the Health Services Director, or designee,
to execute a novation contract with BHC Sierra Vista Hospital, Inc ., in
an amount not to exceed $200,000 to provide inpatient psychiatric
hospital services to County-referred adults and adolescents for the period
July 1, 2024 through June 30, 2025, including a six-month automatic
extension through December 31, 2025 in an amount not to exceed
$100,000. (100% Mental Health Realignment)
24-3501
approved
C.55
.
APPROVE and AUTHORIZE the Health Services Director, or designee,
to execute a contract with Quality Assured Services, Inc (dba Acelis
Connected Health Supplies), in an amount not to exceed $500,000 to
provide durable medical equipment services and supplies including
ventricular assist device services to Contra Costa Health Plan members
and County recipients for the period December 1, 2024 through
November 30, 2026. (100% Contra Costa Health Plan Enterprise Fund
II)
24-3502
approved
C.56
.
APPROVE and AUTHORIZE the Health Services Director, or designee,
to execute a contract amendment with Jackson & Coker Locumtenens,
LLC, to increase the payment limit by $500,000 to an amount not to
exceed $2,500,000 for additional temporary psychiatric medical services
and recruitment services with no change in the term ending December
31, 2024. (100% Mental Health Realignment)
24-3503
approved
C.57
.
APPROVE and AUTHORIZE the Health Services Director, or designee,
to execute a contract with David Gurley, M.D., in an amount not to
exceed $250,000 to provide emergency physician services at Contra
Costa Regional Medical Center and Health Centers for the period
October 1, 2024 through September 30, 2025. (100% Hospital Enterprise
Fund I)
24-3504
approved
Page 16 of 36
BOARD OF SUPERVISORS Meeting Minutes October 22, 2024
C.58
.
APPROVE and AUTHORIZE the Health Services Director, or designee,
to execute a contract with Hayward Healthcare & Wellness Center, LLC,
in an amount not to exceed $900,000 to provide skilled nursing facility
services for Contra Costa Health Plan members and County recipients
for the period November 1, 2024 through October 31, 2027. (100%
Contra Costa Health Plan Enterprise Fund II)
24-3505
approved
C.59
.
APPROVE and AUTHORIZE the Health Services Director, or designee,
to execute a contract with Oakland Healthcare & Wellness Center, LLC
(dba Oakland Healthcare & Wellness Center), in an amount not to
exceed $900,000 to provide skilled nursing facility services for Contra
Costa Health Plan members and County recipients for the period
November 1, 2024 through October 31, 2027. (100% Contra Costa
Health Plan Enterprise Fund II)
24-3506
approved
C.60
.
APPROVE and AUTHORIZE the Health Services Director, or designee,
to execute a contract with Samuel Cho, MD, INC. in an amount not to
exceed $2,150,000 to provide cardiology services at Contra Costa
Regional Medical Center and Health Center patients for the period
September 1, 2024 through August 31, 2027. (100% Hospital Enterprise
Fund I)
24-3507
approved
C.61
.
APPROVE and AUTHORIZE the Health Services Director, or designee,
to execute a contract amendment with Michael C . Gynn, M.D., for
additional general surgery services including department head duties at
Contra Costa Regional Medical Center and Health Centers with no
change to the payment limit of $1,650,000 or term ending December 31,
2025. (100% Hospital Enterprise Fund I)
24-3508
approved
C.62
.
APPROVE and AUTHORIZE the Health Services Director, or designee,
to execute a contract with Encore Textile Services, LLC (dba Emerald
Textiles Services, Northern California, LLC), in an amount not to exceed
$4,500,000 to provide linen rental, cleaning and distribution services at
Contra Costa Regional Medical Center and Health Centers for the period
July 1, 2024 through June 30, 2027. (100% Hospital Enterprise Fund I)
24-3509
approved
C.63
.
APPROVE and AUTHORIZE the Health Services Director, or designee,
to execute a contract with Aaron K. Hayashi, M.D., Inc., in an amount
not to exceed $750,000 to provide radiology services at Contra Costa
Regional Medical Center and Health Centers for the period October 1,
2024 through September 30, 2025. (100% Hospital Enterprise Fund I)
24-3510
Page 17 of 36
BOARD OF SUPERVISORS Meeting Minutes October 22, 2024
approved
C.64
.
APPROVE and AUTHORIZE the Health Services Director, or designee,
to execute a contract with MedicalOne, LLC, in an amount not to exceed
$450,000 to provide home health care and hospice services for Contra
Costa Health Plan members and County recipients for the period
October 1, 2024 through September 30, 2027. (100% Contra Costa
Health Plan Enterprise Fund II)
24-3511
approved
C.65
.
APPROVE and AUTHORIZE the Health Services Director, or designee,
to execute a contract with the California Board of State and Community
Corrections, to pay the County in an amount not to exceed $1,500,000
for the Residential Substance Abuse Treatment Grant Program for
implementation of substance use disorder treatment at the West County
Detention Facility for the period July 1, 2024 through December 31,
2027. (75% State, 13% County Board of Education, 12% Realignment
2011/County General Fund)
24-3512
approved
C.66
.
APPROVE and AUTHORIZE the Health Services Director, or designee,
to execute a contract with Esther Kwon, M.D., in an amount not to
exceed $630,000 to provide podiatry services at Contra Costa Regional
Medical Center and Health Centers for the period October 1, 2024
through September 30, 2027. (100% Hospital Enterprise Fund I)
24-3513
approved
C.67
.
APPROVE and AUTHORIZE the Health Services Director, or designee,
to execute a contract with Michelle Shahrzad Davis, M .D., in an amount
not to exceed $250,000 to provide emergency medicine physician
services in the emergency room at Contra Costa Regional Medical
Center for the period October 1, 2024 through September 30, 2025.
(100% Hospital Enterprise Fund I)
24-3514
approved
C.68
.
APPROVE and AUTHORIZE the Health Services Director, or designee,
to execute a contract with Basma Al Bast, M.D., in an amount not to
exceed $1,530,000 to provide cardiology services at Contra Costa
Regional Medical Center and Health Centers for the period October 1,
2024 through September 30, 2027. (100% Hospital Enterprise Fund I)
24-3515
approved
C.69
.
APPROVE and AUTHORIZE the Health Services Director, or designee,
to execute a contract amendment with ECG Management Consultants,
LLC, to increase the payment limit by $133,500 to an amount not to
exceed $408,500 for additional consultation and technical assistance in
reviewing compensation, benefits, productivity levels and performance
24-3516
Page 18 of 36
BOARD OF SUPERVISORS Meeting Minutes October 22, 2024
for physicians at Contra Costa Regional Medical Center and Health
Centers with no change in the term ending June 14, 2027. (100%
Hospital Enterprise Fund I)
approved
C.70
.
APPROVE and AUTHORIZE the Health Services Director, or designee,
to execute a contract with CreDentals Services, Inc. (dba VPoint), in an
amount not to exceed $600,000 to provide credentialing services for
healthcare providers contracted in the Contra Costa Health Plan Provider
Network for the period October 1, 2024 through September 30, 2027.
(100% Contra Costa Health Plan Enterprise Fund II)
24-3517
approved
C.71
.
APPROVE and AUTHORIZE the Health Services Director, or designee,
to execute a contract with Goals for Autism, Inc., in an amount not to
exceed $1,500,000 to provide behavioral health treatment and applied
behavioral analysis services to Contra Costa Health Plan members and
County recipients for the period October 1, 2024 through September 30,
2027. (100% Contra Costa Health Plan Enterprise Fund II)
24-3518
approved
C.72
.
APPROVE and AUTHORIZE the Health Services Director, or designee,
to execute a contract with Amavi Home Health and Hospice Care
Services, Inc., in an amount not to exceed $1,200,000 to provide home
health care and hospice services for Contra Costa Health Plan members
and County recipients for the period October 1, 2024 through September
30, 2027. (100% Contra Costa Health Plan Enterprise Fund II)
24-3519
approved
C.73
.
APPROVE and AUTHORIZE the Health Services Director, or designee,
to execute a contract with Erik Grasso (dba Analytical Behavior
Consultants), in an amount not to exceed $4,500,000 to provide
behavioral health treatment and applied behavioral analysis services to
Contra Costa Health Plan members and County recipients for the period
October 1, 2024 through September 30, 2027. (100% Contra Costa
Health Plan Enterprise Fund II)
24-3520
approved
C.74
.
APPROVE and AUTHORIZE the Health Services Director, or designee,
to execute a contract with HKAN Inc., in an amount not to exceed
$250,000 to provide medical consultation services to the Contra Costa
Health Plan Medical Management Team for the period October 1, 2024
through September 30, 2025. (100% Contra Costa Health Plan
Enterprise Fund II)
24-3521
approved
Page 19 of 36
BOARD OF SUPERVISORS Meeting Minutes October 22, 2024
C.75
.
APPROVE and AUTHORIZE the Health Services Director, or designee,
to execute a contract amendment with California Mental Health Services
Authority, to increase the payment limit by $158,026 to an amount not to
exceed $497,286 for additional fiscal intermediary services with no
change in the term ending June 30, 2025. (100% Behavioral Health
Services Act)
24-3522
approved
C.76
.
APPROVE and AUTHORIZE the Health Services Director, or designee,
to execute a contract with Neil Sachs, M.D., in an amount not to exceed
$250,000 to provide outpatient psychiatric care services to mentally ill
adults in West Contra Costa County for the period October 1, 2024
through September 30, 2025. (100% Mental Health Realignment)
24-3523
approved
C.77
.
APPROVE and AUTHORIZE the Health Services Director, or designee,
to execute a contract with Amitabh Kant Bharadwaj, M .D. (dba Retina
Specialists of Northern California), in an amount not to exceed
$2,700,000 to provide ophthalmology services for Contra Costa Health
Plan members and County recipients for the period November 1, 2024
through October 31, 2027. (100% Contra Costa Health Plan Enterprise
Fund II)
24-3524
approved
C.78
.
APPROVE and AUTHORIZE the Health Services Director, or designee,
to execute a contract amendment with Matthew Aronson (dba Matthew
Aronson Consulting), to increase the payment limit by $55,134 to an
amount not to exceed $214,359 for additional consultation and technical
assistance for the youth needs assessment and Youth Homelessness
Demonstration Project with no change in the term ending December 31,
2024. (47% Tipping Point Grant; 53% Homeless Housing and
Assistance Program Grant)
24-3525
approved
C.79
.
APPROVE and AUTHORIZE the Health Services Director, or designee,
to execute a contract with Alameda Healthcare & Wellness Center, LLC
(dba Alameda Healthcare & Wellness Center), in an amount not to
exceed $900,000 to provide skilled nursing facility services for Contra
Costa Health Plan members and County recipients for the period
November 1, 2024 through October 31, 2027. (100% Contra Costa
Health Plan Enterprise Fund II)
24-3526
approved
C.80
.
APPROVE and AUTHORIZE the Health Services Director, or designee,
to execute a contract with Joan Marlene Arieta (dba Alhambra Valley
Physical Therapy), in an amount not to exceed $750,000 to provide
physical therapy and aquatic physical therapy services to Contra Costa
24-3527
Page 20 of 36
BOARD OF SUPERVISORS Meeting Minutes October 22, 2024
Health Plan members and County recipients for the period December 1,
2024 through November 30, 2027. (100% Contra Costa Health Plan
Enterprise Fund II)
approved
C.81
.
APPROVE and AUTHORIZE the Health Services Director, or designee,
to execute a contract with Serramonte Pulmonary Asthma Sleep Clinic
Inc., in an amount not to exceed $1,800,000 to provide pulmonary and
sleep study services to Contra Costa Health Plan members for the period
December 1, 2024 through November 30, 2027. (100% Contra Costa
Health Plan Enterprise Fund II)
24-3528
approved
C.82
.
APPROVE and AUTHORIZE the Health Services Director, or designee,
to execute a contract with A. Scott Cohen, D.D.S. and Florence K, Au,
DMD, A Professional Corporation, in an amount not to exceed $330,000
to provide endodontic services to Contra Costa Health Plan members
and County recipients who are part of the In-Home Support Services
program for the period December 1, 2024 through November 30, 2027.
(100% Contra Costa Health Plan Enterprise Fund III)
24-3529
approved
C.83
.
APPROVE and AUTHORIZE the Health Services Director, or designee,
to execute an amendment with the State of California Department of
Food and Agriculture, to extend the term through May 31, 2025 with no
change in the amount payable to the County of $106,819 to continue the
County's Healthy Refrigeration Grant Program. (No County match)
24-3530
approved
C.84
.
APPROVE and AUTHORIZE the Health Services Director, or designee,
to execute a contract with Donor Network West to provide coordinated
organ procurement services for Contra Costa Regional Medical Center
for the period November 1, 2024 through October 31, 2029.
(Non-financial agreement)
24-3531
approved
C.85
.
APPROVE and AUTHORIZE the Health Services Director, or designee,
to execute a contract with Windsor Country Drive Care Center, LLC
(dba Windsor Country Drive Center), in an amount not to exceed
$3,000,000 to provide skilled nursing facility services for Contra Costa
Health Plan members and County recipients for the period September 1,
2024 through August 31, 2027. (100% Contra Costa Health Plan
Enterprise Fund II)
24-3532
approved
C.86
.
APPROVE and AUTHORIZE the Health Services Director, or designee,
to execute a contract amendment with Behavior Treatment & Analysis,
24-3533
Page 21 of 36
BOARD OF SUPERVISORS Meeting Minutes October 22, 2024
Inc., to increase the payment limit by $8,000,000 to an amount not to
exceed $18,400,000 to provide additional behavioral health treatment
and applied behavioral analysis services with no change in the term
ending June 30, 2025. (100% Contra Costa Health Plan Enterprise Fund
II)
approved
C.87
.
APPROVE and AUTHORIZE the Health Services Director, or designee,
to execute a contract with Quest Analytics L.L.C., in an amount not to
exceed $195,000 for mandated health plan mapping software for the
Contra Costa Health Plan for the period October 31, 2024 through
October 30, 2027. (100% Contra Costa Health Plan Enterprise Fund II)
24-3534
approved
C.88
.
APPROVE and AUTHORIZE the Health Services Director, or designee,
to execute a contract with AbleNet, Inc., in an amount not to exceed
$400,000 to provide durable medical equipment services and supplies
including speech generating services to Contra Costa Health Plan
members and County recipients for the period December 1, 2024
through November 30, 2026. (100% Contra Costa Health Plan
Enterprise Fund II)
24-3535
approved
C.89
.
APPROVE and AUTHORIZE the Health Services Director, or designee,
to execute a contract with Windsor Vallejo Care Center, LLC (dba
Windsor Vallejo Care Center), in an amount not to exceed $3,000,000 to
provide skilled nursing facility services for Contra Costa Health Plan
members and County recipients for the period September 1, 2024
through August 31, 2027. (100% Contra Costa Health Plan Enterprise
Fund II)
24-3536
approved
C.90
.
APPROVE and AUTHORIZE the Health Services Director, or designee,
to execute a contract with Acid Remap LLC, in an amount not to exceed
$20,250 for a mobile application for distribution of emergency medical
technician procedures and manuals to paramedics for County’s
Emergency Medical Services the period July 1, 2024, through June 31,
2027. (100% Contra Costa Emergency Medical Services funds)
24-3537
approved
C.91
.
APPROVE and AUTHORIZE the Health Services Director, or designee,
to execute a contract amendment with Medvision, Inc., to increase the
payment limit by $150,000 to a new payment limit of $258,216 and
clarify that the contract will automatically renew for successive one year
periods until terminated for additional for patient medical necessity
review criteria and guidance software for the Contra Costa Health Plan .
(100% Contra Costa Health Plan Enterprise Fund II)
24-3538
Page 22 of 36
BOARD OF SUPERVISORS Meeting Minutes October 22, 2024
approved
C.92
.
APPROVE and AUTHORIZE the Health Services Director, or designee,
to execute a contract with Windsor Hampton Care Center, LLC (dba
Windsor Hampton Care Center) in an amount not to exceed $3,000,000
to provide skilled nursing facility services for Contra Costa Health Plan
members and County recipients for the period September 1, 2024
through August 31, 2027. (100% Contra Costa Health Plan Enterprise
Fund II)
24-3539
approved
C.93
.
APPROVE and AUTHORIZE the Health Services Director, or designee,
to execute a contract amendment with Ride Roundtrip, Inc ., to increase
the payment limit by $4,000,000 to an amount not to exceed
$14,500,000 for a hosted software portal for transportation coordination,
scheduling, and dispatch for Medi-Cal patients with no change in the
term; successive 1-year period renewals until terminated. (69% Contra
Costa Health Plan Enterprise Fund II;16% Hospital Enterprise Fund
I;15% Health Care for the Homeless/HRSA)
24-3540
approved
C.94
.
APPROVE and AUTHORIZE the Health Services Director, or designee,
to execute a contract with Windsor Elmhaven Care Center, LLC (dba
Windsor Elmhaven Care Center), in an amount not to exceed $3,000,000
to provide skilled nursing facility and sub-acute adult facility services for
Contra Costa Health Plan members and County recipients for the period
September 1, 2024 through August 31, 2027. (100% Contra Costa
Health Plan Enterprise Fund II)
24-3541
approved
C.95
.
APPROVE and AUTHORIZE the Purchasing Agent, or designee, to
execute on behalf of the Health Services Director, a purchase order
amendment with Med One Capital Funding, LLC to increase the
payment limit by $20,000 to an amount not to exceed $551,827 for fees
and payments to complete lease agreement for the Omnicell automated
medication packagers at the Martinez and West County Detention
Facilities, and to extend the term through June 30, 2025. (100% County
General Fund)
24-3542
approved
C.96
.
APPROVE and AUTHORIZE the Purchasing Agent, or designee, to
execute on behalf of the Health Services Director, a purchase order
amendment with Linde Gas & Equipment Inc. to increase the payment
limit by $65,973 to an amount not to exceed $290,974 for the purchase
of bulk medical oxygen for use at the Contra Costa Regional Medical
Center and Health Centers with no change in the term ending August 31,
2025. (100% Hospital Enterprise Fund I)
24-3543
Page 23 of 36
BOARD OF SUPERVISORS Meeting Minutes October 22, 2024
approved
C.97
.
APPROVE and AUTHORIZE the Purchasing Agent, or designee, to
execute on behalf of the Health Services Director, a purchase order
amendment with Linde Gas & Equipment Inc. to increase the payment
limit by $160,000 to an amount not to exceed $492,572 for the purchase
of cylinder gas for the Contra Costa Regional Medical Center and Health
Centers, and extend the term through August 31, 2025. (100% Hospital
Enterprise Fund I)
24-3544
approved
C.98
.
APPROVE and AUTHORIZE the Purchasing Agent, or designee, to
execute on behalf of the Health Services Director, a purchase order
amendment with Abbott Laboratories to increase the payment amount by
$150,000 to an amount not to exceed $300,000 and Third Amendment to
the Abbott Point of Care Agreement to purchase reagents and supplies
needed for the I-Stat and I-Stat Alinity Handheld Analyzers for the
Clinical Laboratory at the Contra Costa Regional Medical Center, and
extend the term through November 18, 2027. (100% Hospital Enterprise
Fund I)
24-3545
approved
C.99
.
APPROVE and AUTHORIZE the Purchasing Agent, or designee, to
execute on behalf of the Health Services Director, a blanket purchase
order with Bayer HealthCare LLC in an amount not to exceed $250,000
for the purchase of contrast injection, computed tomography syringes,
and other items needed for Contra Costa Health for the period August 1,
2024 through September 30, 2026. (100% Hospital Enterprise Fund I)
24-3546
approved
C.10
0.
APPROVE and AUTHORIZE the Purchasing Agent, or designee, to
execute on behalf of the Health Services Director, a purchase order
amendment with Med One Capital Funding, LLC to extend the term
from June 30, 2024 to January 31, 2025 with no change to the payment
limit of $371,165 for the Omnicell medication automated dispensing
cabinets at the Martinez and West County Detention Facilities. (100%
County General Fund)
24-3547
approved
C.10
1.
APPROVE and AUTHORIZE the Purchasing Agent, or designee, to
execute on behalf of the Health Services Director, a purchase order with
IntelliSite, LLC (dba EPIC iO Technologies, Inc.), an amount not to
exceed $8,000 for the purchase of wireless networking subscription
services for the period from May 1, 2024 through April 30, 2027. (100%
Future of Public Health Grant funds)
24-3548
approved
Page 24 of 36
BOARD OF SUPERVISORS Meeting Minutes October 22, 2024
C.10
2.
APPROVE and AUTHORIZE the Purchasing Agent, or designee, to
purchase on behalf of the Health Services Director, 300 Target gift cards
totaling an amount not to exceed $1,500 for community members who
actively engage in Tobacco Prevention Coalition meetings, workgroups,
and related efforts for the period from October 1, 2024 through June 30,
2025. (100% California Department of Public Health, Local Lead
Agencies Grant)
24-3549
approved
C.10
3.
APPROVE and AUTHORIZE the Auditor-Controller, or designee, to
pay an amount not to exceed $5,641 to WASH Multifamily Acquisition
Inc. (dba WASH Multifamily Laundry Systems, LLC), for laundry
machine rentals during the period of June 1, 2024 through September 30,
2024, as recommended by the Health Services Director. (100% Mental
Health Services Act)
24-3550
approved
C.10
4.
APPROVE clarification of Board action of September 24, 2024, (C.98)
to reflect the correct contractor name of Chris E . Esguerra, M.D., P.C.
(dba Esteem Health PSC) with no change in the payment limit of
$400,000 or term ending September 30, 2026. (100% Contra Costa
Health Plan Enterprise Fund II)
24-3551
approved
C.10
5.
ACCEPT an update about Measure X-Funded Capital Projects on the
campus of the Contra Costa Regional Medical Center in Martinez, and
APPROVE Public Works to initiate Requests for Qualifications for
contractors for four projects, and APPROVE Public Works to use any
combination of design-bid-build, design-build, progressive design-build,
and/or Job Order Contracting for project delivery. (100% Measure X
funds)
24-3566
approved
Human Resources
C.10
6.
ADOPT Position Adjustment Resolution No. 26350 to establish the
classification of Board of Supervisors – Chief of Staff; retitle and
reallocate the salary scales of the Board of Supervisors Assistant –
General Secretary, Board of Supervisors Assistant - Specialist, Board of
Supervisors Assistant - Chief Assistant. Abolish the current Board of
Supervisors Assistant – General Office classification and reclassify
incumbents and all vacant positions into the revised and newly created
classifications. (100% General Fund)
24-3561
Attachments:Position Resolution No. 26350
Position assignments
Signed P300 26350.pdf
Page 25 of 36
BOARD OF SUPERVISORS Meeting Minutes October 22, 2024
approved
C.10
7.
ADOPT Position Adjustment Resolution No. 26299 to establish the
classification of Mental Health Clinical Specialist – Per Diem in the
Health Services Department. (Represented)
24-3562
Attachments:P300-26299
Signed P300 26299.pdf
approved
C.10
8.
ADOPT Position Adjustment Resolution No. 26332 to add one Quality
Assurance Monitor (represented) position and cancel one Social Service
Program Assistant I (represented) position in the Employment and
Human Services Department. (12% County, 40% Federal, 48% State)
24-3563
Attachments:P300_26332
Signed P300 26332.pdf
approved
C.10
9.
ADOPT Position Adjustment Resolution No. 26341 for additional
vacation accruals for the Employment and Human Services Chief
Deputy Director - Exempt (XAB1) at a rate equal to 199.92 hours per
year with a maximum accrual of 400 hours effective November 4, 2024,
as recommended by the Employment and Human Services Director.
24-3564
Attachments:P300 Chief Deputy 10.11.2024.docx
Signed P300 26341.pdf
approved
Information and Technology
C.11
0.
APPROVE and AUTHORIZE the Purchasing Agent, on behalf of the
Chief Information Officer, to execute a purchase order with GoTo
Technologies USA, Inc. in an amount not to exceed $79,200 for the
renewal of LogMeIn Rescue + Mobile support for the period of
September 24, 2024, through March 23, 2027. (100% User Departments)
24-3479
approved
C.11
1.
APPROVE and AUTHORIZE the Purchasing Agent, on behalf of the
Chief Information Officer, to execute a purchase order with Maxrun
Corp dba Apex Industry Service in an amount not to exceed $250,000
for the purchase of radio parts, equipment and tools for the period of
November 1, 2024 through October 31, 2027. (100% User Departments
or Partner Agencies.)
24-3480
approved
C.11
2.
APPROVE and AUTHORIZE the Purchasing Agent, on behalf of the
Chief Information Officer, to execute a purchase order with Runner
Enterprise Data Quality in an amount not to exceed $17,000 for the
renewal of annual software licenses to update PeopleSoft address tables
24-3481
Page 26 of 36
BOARD OF SUPERVISORS Meeting Minutes October 22, 2024
for the period of November 1, 2024, through October 31, 2025. (100%
General Fund)
approved
C.11
3.
APPROVE and AUTHORIZE the Chief Information Officer, or
designee, to execute a contract with Robert Half International, Inc ., in an
amount not to exceed $4,500,000 to provide temporary staffing to the
Department of Information Technology and other County departments
for the period of November 1, 2024, through October 31, 2027. (100%
User Departments)
24-3482
approved
Library
C.11
4.
APPROVE and AUTHORIZE the Purchasing Agent to execute, on
behalf of the County Librarian, a purchase order with Global Online
Language Services, Inc., in an amount not to exceed $6,000 for the
renewal of Off2Class English literacy subscriptions, for the period
September 1, 2024 through August 31, 2025. (100% Library Fund)
24-3446
approved
C.11
5.
APPROVE and AUTHORIZE the Purchasing Agent to execute, on
behalf of the County Librarian, a purchase order with OCLC, Inc., in an
amount not to exceed $425,807 for the renewal of CONTENTdm,
EZproxy, Cataloging and Metadata, and Webdewey subscriptions for the
period January 1, 2025 through December 31, 2029. (100% Library
Fund)
24-3447
approved
Probation/Reentry and Justice
C.11
6.
RATIFY the County Probation Officer’s termination of Contract No .
48735-00 with Diablo Paper Shredding, Inc. to discontinue its
confidential on-site shredding services to the department, effective
October 12, 2024. (100% General Fund)
24-3448
approved
Public Defender
C.11
7.
APPROVE and AUTHORIZE the Purchasing Agent to execute, on
behalf of the Public Defender's Office, a purchase order amendment with
Rev.com to increase the payment limit by $20,000 to a new payment
limit of $60,000 for additional online transcription services, for the
period April 1, 2024 through March 31, 2025. (100% General Fund)
24-3449
approved
Public Works
Page 27 of 36
BOARD OF SUPERVISORS Meeting Minutes October 22, 2024
C.11
8.
ADOPT Resolution No. 2024-355 accepting as complete the contracted
work performed by DC Electric Group, Inc. for the San Pablo Dam Road
and Bailey Road Signal Hardware Upgrades Project, as recommended by
the Public Works Director, Bay Point and El Sobrante areas. (92%
Highway Safety Improvement Program Funds, 8% Local Road Funds)
Attachments:Recordable Resolution_4139
Signed Resolution 2024_355.pdf
adopted
C.11
9.
ADOPT Resolution No. 2024-356 approving and authorizing the Public
Works Director, or designee, to fully close a portion of Wildcat Canyon
Road, approximately 450 feet north of South Park Drive to Nimitz Way,
on November 12, 2024, from 7:30 a.m. through 5:30 p.m., for the
purpose of a utility pole replacement, Kensington area. (No fiscal
impact)
RES
2024-356
adopted
C.12
0.
ADOPT Resolution No. 2024-357 approving and authorizing the Public
Works Director, or designee, to fully close a portion of Coventry Road,
between Berkeley Park Boulevard and Valley Road, on November 1,
2024, from 7:00 a.m. through 5:00 p.m., for the purpose of a utility pole
replacement, Kensington area. (No fiscal impact)
RES
2024-357
adopted
C.12
1.
ADOPT Traffic Resolution No. 2024/4539 to establish time limited (2
hour) parking between the hours of 7:00 AM and 5:00 PM daily on both
sides of Third Street, beginning at the intersection of Parker Avenue and
extending westerly to Rodeo Avenue, as recommended by the Public
Works Director, Rodeo Area. (No fiscal impact)
24-3450
Attachments:Reso 4539 Third Street, Rodeo
Signed Traffic Res 2024_4539.pdf
approved
C.12
2.
APPROVE and AUTHORIZE the Public Works Director, or designee,
to execute eight individual contracts with the following consultants :
Consor PMCM, Inc., Dynamic Dzyne Associates, Inc. (dba Substrate,
Inc.), Ghirardelli Associates, Inc., KCM Engineering, Inc. (dba Knight
CM Group), Mark Thomas and Company, Inc., MNS Engineers, Inc.,
Park Engineering, Inc., and Unico Engineering, Inc. in an amount not to
exceed $725,000 each, to provide on-call construction management
services for various projects for the period from October 1, 2024 through
September 30, 2027, Countywide. (100% Various Funds)
24-3451
approved
C.12
3.
APPROVE and AUTHORIZE the Public Works Director, or designee,
to execute a License Agreement with CoStar in an amount not to exceed
24-3452
Page 28 of 36
BOARD OF SUPERVISORS Meeting Minutes October 22, 2024
$107,500 for right-of-way and leasing services during the period from
January 1, 2025, through December 31, 2026, Countywide. (100%
Various Funds)
Attachments:CoStar License Agreement
approved
C.12
4.
APPROVE and AUTHORIZE the Public Works Director, or designee,
to execute a contract amendment with ATI Restoration, LLC, to extend
the term through August 31, 2025, with no change to the payment limit,
for on-call restoration services at various County sites and facilities,
Countywide. (No fiscal impact)
24-3453
approved
C.12
5.
APPROVE and AUTHORIZE the Public Works Director, or designee,
to execute a License Agreement with Cratus Inc., to store construction
materials and equipment on a portion of the Iron Horse Corridor near
Danville Boulevard, for the period of November 1, 2024, through
October 31, 2026, in the amount of $4,000 per month, San Ramon area.
(100% Licensee Funds)
24-3454
Attachments:Exhibit A - Cratus Inc
IHC License Agreement
approved
C.12
6.
APPROVE and AUTHORIZE the Public Works Director, or designee,
to execute a license agreement with The Watershed Project, to allow it to
use a portion of a County-owned parcel located on Kirker Pass Road for
the purpose of conducting water quality monitoring from October 22,
2024 through October 31, 2025, Concord area. (No fiscal impact)
24-3455
Attachments:Temporary License to Use County Property
CP#24-20 NOE Temporary License to Use County Property WQ
Monitoring
approved
C.12
7.
APPROVE and AUTHORIZE the Public Works Director, or designee,
to execute a contract amendment with Valley Air Conditioning &
Repair, Inc., to extend the term through September 30, 2025, with no
change to the payment limit, for cogeneration plant maintenance and
repair services at various County sites and facilities, Countywide. (No
fiscal impact)
24-3456
approved
C.12
8.
APPROVE and AUTHORIZE the Public Works director, or designee, to
execute a contract with Vanir Construction Management, Inc., in an
amount not to exceed $5,000,000 to provide on-call project management
and construction management services for various County mental and
behavioral healthcare facilities projects, for the period October 1, 2024
24-3457
Page 29 of 36
BOARD OF SUPERVISORS Meeting Minutes October 22, 2024
through September 30, 2029, Countywide. (20% MHSA, 80% State
Grant Funds)
Attachments:Vanir Contract.pdf
approved
C.12
9.
APPROVE and AUTHORIZE the Purchasing Agent, or designee, to
execute, on behalf of the County, an amendment to the Participating
Addendum and blanket purchase order with Bob J . Barker Company,
Inc., to increase the payment limit to $700,000 and extend the term
through April 4, 2025, for detention related goods and supplies for use
by the Sheriff’s Office, the Probation Department, and Health Services,
under the terms of the Master Agreement awarded by the County of
Sacramento, Countywide. (100% User Departments)
24-3458
Attachments:Contract_WA34777_Bob_Inmate_Supplies
Amend 1 to Participating Addendum - Bob Barker 100124
WA00034777_VENDOR_BOB_BARKER_CO - valid thru 4 4 25
approved
C.13
0.
APPROVE and AUTHORIZE the Purchasing Agent, or designee, to
execute on behalf of the Public Works Director, a lease agreement with
Canon Solutions America in an amount not to exceed $5,000,000, to
lease Canon printers for the period November 1, 2024 through October
31, 2031, Countywide. (100% User Departments)
24-3459
Attachments:2024-10 All Addendums Exhibit Z PPS MasterAgreement for Contra
Costa - CORRECTED
Contra Costa CFS 1534 Schedue to Master 494282-1
County of Contra Costa California - Master Lease
Muni Fiscal Funding Addendum - County of Contra Costa California
2024- 05 County of Contra Costa - Print & Mail - Complete Proposal
No Contract number - sole source signed 6 12 24
approved
C.13
1.
APPROVE and AUTHORIZE the Purchasing Agent, or designee, to
execute, on behalf of the County, a Participating Addendum with
KI/Krueger International, Inc., in an amount not to exceed $800,000, for
the distribution of various furniture, design and installation services for
use by all County Departments, during the period of October 22, 2024
through April 30, 2025, under the terms of the Master Contract awarded
by the Region 4 Education Service Center, Countywide. (100% User
Departments)
24-3460
Attachments:R191808_Krueger_RL2_2023.10.26. - valid thru 4 30 25
KI_Contract_01 dated 5 1 2020
Participating Addendum - Krueger - FINAL 10 22 2024
approved
Page 30 of 36
BOARD OF SUPERVISORS Meeting Minutes October 22, 2024
C.13
2.
APPROVE and AUTHORIZE the Purchasing Agent, or designee, to
execute, on behalf of the County, a Participating Addendum with
Mythics, LLC, in an amount not to exceed $700,000, for Oracle Products
and Services for use by Employment and Human Services during the
period of October 22, 2024 through November 30, 2028, under the terms
of a Master Contract awarded by Maricopa County, Arizona. (59%
Federal, 35% State, 6% County)
24-3461
Attachments:180233-Current_Contract-Mythics__LLC_11-06-23
Participating Addendum - Mythics LLC Final 10 22 24
approved
C.13
3.
APPROVE the Capital Road Improvement and Preservation Program
for fiscal year 2024/2025 through 2030/2031, as recommended by the
Transportation, Water, and Infrastructure Committee, and the Public
Works Director, Countywide. (No fiscal impact)
24-3462
Attachments:CRIPP 2024 Final - Part 1.pdf
CRIPP 2024 Final - Part 2.pdf
approved
Risk Management
C.13
4.
DENY claims filed by George Joseph Arsenith; Eugene Bordegaray;
CSAA a subrogee of Richard C. Camara; Patricia Gleason; Edison
Learson; Melissa Menez; John Putt (4); Ricky Dwayne Redd; Kamani
Stelly; Subroclaims o/b/o Geico a/s/o Thupten Dharab; and Latrell White
Jr. DENY amended claims filed by Praveen Gupta; and Coral Michel .
24-3463
approved
C.13
5.
Acting as the governing board of the Contra Costa Fire Protection
District, DENY claims filed by Justin Cesarin; Rose Mary Bolan-Cesarin
and Estate of Gabriel Gaspar (Jami Bruno).
24-3464
approved
C.13
6.
RECEIVE report concerning the final settlement of Pamela Kirk-Veasey
vs. Costa County; and AUTHORIZE payment from the Workers'
Compensation Internal Service Fund in an amount not to exceed
$125,000, as recommended by the Director of Risk Management. (100%
Workers' Compensation Internal Service Fund)
24-3465
approved
C.13
7.
RECEIVE report concerning the final settlement of Anita Wright vs .
Contra Costa County; and AUTHORIZE payment from the Workers'
Compensation Internal Service Fund in an amount not to exceed
$110,000, as recommended by the Director of Risk Management. (100%
Workers' Compensation Internal Service Fund)
24-3466
approved
Page 31 of 36
BOARD OF SUPERVISORS Meeting Minutes October 22, 2024
C.13
8.
RECEIVE report concerning the final settlement of Kevin Dotts vs.
Contra Costa County; and AUTHORIZE payment from the Workers'
Compensation Internal Service Fund in an amount not to exceed
$96,560, as recommended by the Director of Risk Management. (100%
Workers' Compensation Internal Service Fund)
24-3467
approved
C.13
9.
RECEIVE report concerning the final settlement of Clintonia Walker vs .
Contra Costa County; and AUTHORIZE payment from the Workers'
Compensation Internal Service Fund in an amount not to exceed
$65,000, as recommended by the Director of Risk Management. (100%
Workers' Compensation Internal Service Fund)
24-3468
approved
C.14
0.
RECEIVE report concerning the final settlement of Erik Steele vs .
Contra Costa County; and AUTHORIZE payment from the Workers'
Compensation Internal Service Fund in an amount not to exceed
$65,000, as recommended by the Director of Risk Management. (100%
Workers' Compensation Internal Service Fund)
24-3469
approved
C.14
1.
RECEIVE report concerning the final settlement of Patrice Newell vs .
Contra Costa County; and AUTHORIZE payment from the Workers'
Compensation Internal Service Fund in an amount not to exceed
$95,000, as recommended by the Director of Risk Management. (100%
Workers' Compensation Internal Service Fund)
24-3470
Sheriff
C.14
2.
ADOPT Resolution No. 2024-358 authorizing the Sheriff-Coroner, or
designee, to apply for and accept the U.S. Department of Justice,
FY2024 Edward Byrne Memorial Justice Assistance Grant (JAG) in an
initial amount of $181,670 for support of countywide law enforcement
programming for the initial period of October 1, 2024 through
September 30, 2028. (100% Federal)
RES
2024-358
adopted
C.14
3.
ADOPT Resolution No. 2024-359 approving and authorizing the
Sheriff-Coroner, or designee, to apply for and accept a grant from the
California Department of Alcoholic Beverage Control, in an initial
amount of $38,400 to fund proactive enforcement targeting the
unauthorized sale of alcoholic beverages within the County for the
period October 1, 2024 through August 31, 2025. (100% State)
RES
2024-359
adopted
C.14
4.
APPROVE and AUTHORIZE the Sheriff-Coroner, or designee, to
execute a contract with VertiQ Software, LLC, in an amount not to
exceed $96,922, for the use of an all-inclusive coroner and medical
24-3471
Page 32 of 36
BOARD OF SUPERVISORS Meeting Minutes October 22, 2024
examiner case management hosted software, for the period November 1,
2024 through October 31, 2029. (100% General Fund)
approved
C.14
5.
APPROVE and AUTHORIZE the Purchasing Agent to execute, on
behalf of the Office of the Sheriff, a purchase order with SPACEWORX,
in an amount not to exceed $9,009, for a correctional facility privacy
modular communication booth, for the period November 1, 2024
through October 31, 2025. (100% General Fund)
24-3472
approved
C.14
6.
APPROVE and AUTHORIZE the Sheriff-Coroner, or designee, to
execute a contract with Comcast Cable Communications Management,
LLC dba Effectv, in an amount not to exceed $65,500 for targeted
Community Warning System outreach campaigns, for the period
November 1, 2024 through April 30, 2025. (100% General Fund)
24-3473
approved
Successor Agency
C.14
7.
RATIFY a license agreement dated September 21, 2024 between
Alexandria Tucker, the owner of the real property located at 1202
Hookston Road in Concord (Property) and, the County, Union Pacific
Railroad, Mary Lou Helix, Karen Hook, Debbie Hook, and Blake Pucell
(Hookston Parties), allowing the Hookston Parties to enter the Property
for the purpose of collecting indoor air samples pursuant to an order by
the Regional Water Quality Control Board. (100% Successor Agency
funds)
24-3552
approved
C.14
8.
APPROVE and AUTHORIZE the Conservation and Development
Director to enter into a Holding Escrow Agreement between the County,
First American Trust FSB, Union Pacific Railroad Company (UPRR),
the Helix Family Trust dated December 15, 1992, the Karen S. Hook
Trust dated March 15, 2009, and the Blake Pucell Living Trust dated
July 2, 2018, for the purpose of implementing the remediation and
monitoring of the Hookston Station contamination site. (50% UPRR,
25% Hookston Parties, and 25% Contra Costa County Successor Agency
funds)
24-3553
Attachments:Holding Escrow Agreement V2
approved
Treasurer - Tax Collector
C.14
9.
APPROVE and AUTHORIZE the Treasurer-Tax Collector or designee
to execute a contract with LiveHelpNow, in an amount not to exceed
$2,268 to enhance communication with the public through live chat
24-3474
Page 33 of 36
BOARD OF SUPERVISORS Meeting Minutes October 22, 2024
software on the County website for the period of December 1, 2024,
through November 30, 2025, and for successive one (1) year renewal
terms thereafter until terminated. (100% General Fund)
Attachments:LiveChatNow Quote and License Agreement_2024
approved
Page 34 of 36
BOARD OF SUPERVISORS Meeting Minutes October 22, 2024
GENERAL INFORMATION
The Board meets in all its capacities pursuant to Ordinance Code Section 24-2.402.
Any disclosable public records related to an open session item on a regular meeting agenda and
distributed by the Clerk of the Board to a majority of the members of the Board of Supervisors less than
96 hours prior to that meeting are available for public inspection at 1025 Escobar Street, First Floor,
Martinez, CA 94553, during normal business hours.
All matters listed under CONSENT ITEMS are considered by the Board to be routine and will be
enacted by one motion. There will be no separate discussion of these items unless requested by a
member of the Board before the Board votes on the motion to adopt. Each member of the public will be
allowed two minutes to comment on the entire consent agenda .
Persons who wish to speak on matters set for PUBLIC HEARINGS will be heard when the Chair calls
for public testimony. Each speaker during public testimony will be limited to two minutes. After public
testimony, the hearing is closed and the matter is subject to discussion and action by the Board .
Comments on matters listed on the agenda or otherwise within the purview of the Board of Supervisors
can be submitted to the office of the Clerk of the Board via mail: Board of Supervisors, 1025 Escobar
Street, First Floor, Martinez, CA 94553 or to clerkoftheboard@cob.cccounty.us.
In the interest of facilitating the business of the Board, the total amount of time that a member of the
public may use in addressing the Board on all agenda items is 10 minutes.
Time limits for public speakers may be adjusted at the discretion of the Chair .
The County will provide reasonable accommodations for persons with disabilities planning to attend
Board meetings who contact the Clerk of the Board at least 24 hours before the meeting, at (925)
655-2000.
Anyone desiring to submit an inspirational thought nomination for inclusion on the Board Agenda may
contact the Office of the County Administrator or Office of the Clerk of the Board, 1025 Escobar Street,
Martinez, California.
Subscribe to receive to the weekly Board Agenda by calling the Office of the Clerk of the Board, (925)
655-2000 or using the County's on line subscription feature at the County’s Internet Web Page, where
agendas and supporting information may also be viewed:
www.contracosta.ca.gov
DISCLOSURE OF CAMPAIGN CONTRIBUTIONS
Pursuant to Government Code section 84308, members of the Board of Supervisors are disqualified and
not able to participate in any agenda item involving contracts (other than competitively bid, labor, or
personal employment contracts), franchises, discretionary land use permits and other entitlements if the
Board member received, since January 1, 2023, more than $250 in campaign contributions from the
applicant or contractor, an agent of the applicant or contractor, or any financially interested participant
who actively supports or opposes the County’s decision on the agenda item. Members of the Board of
Page 35 of 36
BOARD OF SUPERVISORS Meeting Minutes October 22, 2024
Supervisors who have received, and applicants, contractors or their agents who have made, campaign
contributions totaling more than $250 to a Board member since January 1, 2023, are required to disclose
that fact for the official record of the subject proceeding. Disclosures must include the amount of the
campaign contribution and identify the recipient Board member, and may be made either in writing to
the Clerk of the Board of Supervisors before the subject hearing or by verbal disclosure at the time of the
hearing.
BOARD OF SUPERVISORS STANDING COMMITTEES
For more information please visit the Board of Supervisors Standing Committees page here :
https://www.contracosta.ca.gov/8633/Board-of-Supervisors-Standing-Committees
Airport Committee: December 5, 2024 at 10:00 a.m.
Equity Committee: November 25, 2024 at 10:30 a.m.
Family and Human Services Committee: October 28, 2024 at 10:30 a.m.
Finance Committee: November 4, 2024 at 9:30 a.m.
Head Start Advisory Committee: November 4, 2024 at 11:00 a.m.
Internal Operations Committee: November 14, 2024 at 2:30 p.m.
Legislation Committee: December 9, 2024 at 2:30p.m.
Los Medanos Healthcare Operations Committee: December 9, 2024 at 1:00 p.m.
Public Protection Committee: November 4, 2024 at 1:00 p.m.
Resilient Shoreline Committee: October 31, 2024 at 10:00 a.m.
Sustainability Committee: December 12, 2024 at 1:00 p.m.
Transportation, Water and Infrastructure Committee : November 20, 2024 at 12:30 p.m.
AGENDA DEADLINE: Thursday, 12 noon, 12 days before the Tuesday Board meetings.
Glossary of Acronyms, Abbreviations, and other Terms
Contra Costa County has a policy of making limited use of acronyms, abbreviations, and
industry-specific language in its Board of Supervisors meetings and written materials. For a list of
commonly used language that may appear in oral presentations and written materials associated with
Board meetings, please visit https://www.contracosta.ca.gov/8464/Glossary-of-Agenda-Acronyms.
Page 36 of 36
1025 ESCOBAR STREET
MARTINEZ, CA 94553CONTRA COSTA COUNTY
Legislation Details (With Text)
File #: Version:124-3485 Name:
Status:Type:Discussion Item Passed
File created:In control:9/30/2024 BOARD OF SUPERVISORS
On agenda:Final action:10/22/2024 10/22/2024
Title:RECEIVE the Sheriff's Oversight Report for the quarter ending September 30, 2024. (David
Livingston, Sheriff-Coroner)
Attachments:1. Sheriff's Quarterly Report - Q3 2024
Action ByDate Action ResultVer.Tally
approvedBOARD OF SUPERVISORS10/22/2024 1 Pass 5:0
To:Board of Supervisors
From:David O. Livingston, Sheriff-Coroner
Report Title:RECEIVE the Sheriff's Oversight Report for the quarter ending September 30, 2024.
☒Recommendation of the County Administrator ☐ Recommendation of Board Committee
RECOMMENDATIONS:
RECEIVE the Sheriff's Oversight Report for the quarter ending September 30, 2024.
FISCAL IMPACT:
No fiscal impact.
BACKGROUND:
On August 9, 2022, the Board of Supervisors approved the implementation of a quarterly Oversight Report as
recommended and outlined by the Public Protection Committee. The proposed quarterly reports will improve
communication between the Sheriff’s Office, the Board of Supervisors, and the community while providing
greater transparency. The quarterly reports will provide an update regarding the activities of the Sheriff’s Office
and allow for questions and public discussion of operational issues.
CONSEQUENCE OF NEGATIVE ACTION:
The Board of Supervisors will not receive the report.
CONTRA COSTA COUNTY Printed on 10/25/2024Page 1 of 2
powered by Legistar™
File #:24-3485,Version:1
CONTRA COSTA COUNTY Printed on 10/25/2024Page 2 of 2
powered by Legistar™
2023 2024
January to March 3,224 3,506
April to June 3,716 3,607
July to September 3,602 3,876
YTD Total 10,542 10,989
2
2023 2024
January to March 315 402
April to June 387 489
July to September 458 462
YTD Total 1,160 1,353
3
*Sheriff’s Office bookings include Court Remands and
Removal Orders from State Prison
American Indian
1
0%Asian
13
2%
Black
211
30%
Hispanic
235
34%
Unknown
38
6%
White
195
28%
CCCSO Booking by Race
Total Bookings 693
Census Data:
https://www.contracosta.ca.gov/DocumentCenter/View/72110/
Contra-Costa-County-Places-Data-Profiles---2020-Redistricting-
Data-PDF
Criminals Arrested/Booked & Census Data
4
American Indian
0
0%
Asian
2
4%
Black
3
6%
Hispanic
14
30%
Unknown
6
13%
White
22
47%
Danville PD Booking by Race
Total Bookings 47
American Indian
0
0%
Asian
2
3%
Black
10
17%
Hispanic
11
19%
Unknown
4
7%
White
31
54%
Lafaye�e PD Booking by Race
Total Bookings 58
Criminals Arrested/Booked & Census Data
5
American Indian
0
0%
Asian
0
0%
Black
8
25%
Hispanic
3
9%
Unknown
1
3%
White
20
63%
Orinda PD Booking by Race
Total Bookings 32
Criminals Arrested/Booked & Census Data
6
American Indian
0
0%
Asian
3
1%
Black
127
48%
Hispanic
59
22%
Unknown
12
5%
White
64
24%
An�och PD Booking by Race
Total Bookings 265
American Indian
1
0%Asian
8
4%
Black
63
29%
Hispanic
71
32%
Unknown
9
4%
White
68
31%
Brentwood PD Booking by Race
Total Bookings 220
Criminals Arrested/Booked & Census Data
7
American Indian
0
0%
Asian
1
7%Black
1
7%
Hispanic
2
14%
Unknown
0
0%
White
10
72%
Clayton PD Booking by Race
Total Bookings 14
American Indian
1
0%Asian
7
2%Black
79
20%
Hispanic
156
39%
Unknown
19
5%
White
137
34%
Concord PD Booking by Race
Total Bookings 399
Criminals Arrested/Booked & Census Data
8
American Indian
0
0%
Asian
3
4%
Black
34
43%
Hispanic
19
24%
Unknown
5
6%
White
18
23%
El Cerrito PD Booking by Race
Total Bookings 79
American Indian
1
1%Asian
4
6%
Black
31
47%Hispanic
14
21%
Unknown
3
5%
White
13
20%
Hercules PD Booking by Race
Total Bookings 66
Criminals Arrested/Booked & Census Data
9
American Indian
0
0%
Asian
3
3%Black
14
16%
Hispanic
25
28%
Unknown
6
7%
White
41
46%
Mar�nez PD Booking by Race
Total Bookings 89
American Indian
0
0%
Asian
3
3%
Black
27
31%
Hispanic
27
31%
Unknown
3
3%
White
28
32%
Oakley PD Booking by Race
Total Bookings 88
Criminals Arrested/Booked & Census Data
10
American Indian
0
0%
Asian
3
5%
Black
27
44%
Hispanic
12
20%
Unknown
3
5%
White
16
26%
Pinole PD Booking by Race
Total Bookings 61
American Indian
0
0%
Asian
5
2%
Black
90
45%
Hispanic
75
38%
Unknown
7
4%
White
22
11%
Pi�sburg PD Booking by Race
Total Bookings 199
Criminals Arrested/Booked & Census Data
11
American Indian
0
0%
Asian
7
8%
Black
22
26%
Hispanic
22
25%
Unknown
8
9%
White
28
32%
Pleasant Hill PD Booking by Race
Total Bookings 87
American Indian
0
0%
Asian
9
3%
Black
162
48%Hispanic
127
38%
Unknown
13
4%
White
25
7%
Richmond PD Booking by Race
Total Bookings 336
Criminals Arrested/Booked & Census Data
12
American Indian
0
0%Asian
17
5%
Black
108
29%
Hispanic
164
45%
Unknown
15
4%
White
61
17%
San Pablo PD Booking by Race
Total Bookings 365
American Indian
0
0%Asian
6
7%Black
18
21%
Hispanic
11
13%Unknown
8
9%
White
42
50%
San Ramon PD Booking by Race
Total Bookings 85
Criminals Arrested/Booked & Census Data
13
American Indian
1
0%Asian
10
4%
Black
61
22%
Hispanic
59
21%
Unknown
19
7%
White
128
46%
Walnut Creek PD Booking by Race
Total Bookings 278
*Agencies with less than 10 arrests are not listed in the pie charts*
Criminals Arrested/Booked & Census Data
14
American Indian
1
1%Asian
2
2%
Black
42
41%
Hispanic
16
16%
Unknown
4
4%
White
36
36%
Bart PD Booking by Race
Total Bookings 101
American Indian
0
0%
Asian
8
4%
Black
61
27%
Hispanic
101
45%
Unknown
15
7%
White
38
17%
CHP Booking by Race
Total Bookings 223
*These agencies do not have corresponding census data*
American Indian
0
0%
Asian
0
0%Black
14
45%
Hispanic
10
32%
Unknown
0
0%
White
7
23%
CCC Proba�on Booking by Race
Total Bookings 31
American Indian
0
0%
Asian
0
0%
Black
3
27%
Hispanic
2
18%Unknown
2
18%
White
4
37%
EBRP PD Booking by Race
Total Bookings 11
Criminals Arrested/Booked & Census Data
15
American Indian
0
0%
Asian
1
7%
Black
4
27%
Hispanic
6
40%
Unknown
2
13%
White
2
13%
Other Agency Booking by Race
Total Bookings 15
*These agencies do not have corresponding census data*
American Indian
0
0%Asian
1
8%
Black
6
46%Hispanic
2
15%
Unknown
0
0%
White
4
31%
Parole Booking by Race
Total Bookings 13
Criminals Arrested/Booked & Census Data
16
Prior Felony by Race & Percentage of Jail Population
American Indian
0
0%
Asian
9
1%
Black
243
42%
Hispanic
178
31%
Unknown
22
4%
White
128
22%
American Indian
Asian
Black
Hispanic
Unknown
White
Total ADP 932
Total Prior Felony 580
(62%of Total ADP)
Custody Alternative Facility
17
Asian
26
6%Black
104
22%
Hispanic
216
45%
White
101
21%
Other
29
6%
Average Popula�on by Race
Successful
Program
Comple�on
355
66%
Court -PO
No�fied /
Return to
Custody
179
34%
Program Outcome
Comple�on
No�fied
FY 23/24 CAF Detention
Incarcerated Person Average
Daily Cost
$36 $268
*CAF operated with a $4,986,885 budget for fiscal year 23-34*
Agency January to March 2024 April to June 2024 July to Sept 2024 YTD 2024
Office of the Sheriff 583 672 693 1,948
Office of the Sheriff – CAF 402 489 461 1,352
Antioch PD 201 192 265 658
BART PD 161 111 101 373
Brentwood PD 244 258 220 722
CHP Martinez 217 207 187 608
Clayton PD 10 12 14 36
Concord PD 322 328 399 1,049
Danville PD 45 28 47 120
East Bay Regional Park Police 18 17 11 46
El Cerrito PD 56 72 79 207
Hercules PD 74 64 66 204
Kensington PD 5 2 3 10
18
Agency January to March 2024 April to June 2024 July to September 2024 YTD 2024
Lafayette PD 51 58 58 167
Martinez PD 88 81 89 259
Moraga PD 11 5 6 23
Oakley PD 65 82 88 235
Orinda PD 32 20 32 84
Pinole PD 62 69 61 192
Pittsburg PD 168 187 199 556
Pleasant Hill PD 90 89 87 266
Richmond PD 336 311 336 983
San Pablo PD 291 336 365 994
San Ramon PD 84 66 85 235
Walnut Creek PD 211 232 278 721
19
Agency January to March 2024 April to June 2024 July to September 2024 YTD 2024
Amtrak Police 0 2 0 2
CCC College Police 5 1 3 7
Contra Costa DA 0 1 3 7
Contra Costa Probation 20 28 31 79
CHP Oakland and Solano 22 36 36 97
Fire Inspector 1 3 3 7
Other (Non-county)13 14 15 35
State Agencies (Other)2 5 1 8
State Parole 16 15 13 44
US Marshal 2 3 3 8
Total 3,506 3,585 4,338 12,342
20
January to March
2024
April to June
2024
July to September
2024
YTD 2024
Custody Alternative Facility 467 480 494 480
Marsh Creek Detention Facility 40 44 41 42
Martinez Detention Facility 400 408 423 410
West County Detention Facility 445 454 467 455
*Other 105 107 98 103
21
*Other population numbers include hospitals, those held in other counties, temporary releases, State
Hospitals, and State Prison.
The number shown is an average of the daily population added together divided by the days in a month.
Pre-Trial July to September
2024
Post-Trial July to September
2024
Custody Alternative Facility 117 377
Marsh Creek Detention Facility 19 22
Martinez Detention Facility 383 40
West County Detention Facility 368 100
*Other 86 12
22
*Other population numbers include hospitals, those held in other counties, temporary releases, State
Hospitals, and State Prison.
The number shown is an average of the daily population added together divided by the days in a month.
2023 2024
January to March 1 0
April to June 0 0
July to September 0 1
YTD Total 1 1
23
2023 2024
January to March 5 8
April to June 6 14
July to September 8 15
YTD Total 19 37
2023 2024
January to March 15 15
April to June 13 14
July to September 28 21
YTD Total 56 50
24
2023 2024
January to March 105 127
April to June 133 147
July to September 118 155
YTD Total 356 429
2023 2024
January to March 30 36
April to June 39 34
July to September 44 33
YTD Total 113 103
25
2023 2024
January to March 5 3
April to June 5 2
July to September 2 1
YTD Total 12 6
2023 2024
January to March 25 33
April to June 34 32
July to September 42 32
YTD Total 101 97
26
•July 22nd to 23rd – Mental Health Monitor Audit
•September 9th to 10th – Prison Law Office – Interviewed
all inmates on F – Module
•August 6th to 7th – California Board of State and
Community Corrections inspected Martinez Detention
Facility, West County Detention Facility, and Marsh
Creek Detention Facility –no areas of non-compliance
27
28
2023 2024
January to March 71,755 65,910
April to June 74,318 71,988
July to September 75,514 76,965
January to September Total 221,587 214,863
2023 2024
January to March 38,566 35,281
April to June 39,650 38,088
July to September 40,356 41,570
January to September Total 117,572 114,939
29
2023 2024
January to March 4 13
April to June 12 8
July to September 8 10
January to September Total 24 31
30
2023 2024
January to March 231 236
April to June 240 259
July to September 178 309
January to September Total 649 804
2023 2024
January to March 6 74
April to June 38 111
July to September 32 139
January to September Total 76 324
31
87 2023 2024
January to March 72 97
April to June 137 108
July to September 118 87
January to September Total 327 292
32
2023 2024
January to March 295 269
April to June 318 256
July to September 317 263
January to September Total 930 788
693 2023 2024
January to March 271 228
April to June 278 231
July to September 285 234
January to September Total 834 693
2023 2024
January to March 24 41
April to June 40 25
July to September 32 29
January to September Total 96 95
33
2023 2024
January to March 1 1
April to June 0 2
July to September 0 2
January to September Total 1 5
2023 2024
January to March 89 88
April to June 96 72
July to September 88 90
January to September Total 273 250
34
35
326 Total Evictions in Q3
July Evictions – 126
August Evictions – 99
September Evictions - 101
2023 2024
January to March 233 203
April to June 210 168
July to September 203 212
January to September Total 646 583
2023 2024
January to March 119 122
April to June 118 96
July to September 126 114
January to September Total 363 332
36
2023 2024
January to March 2 1
April to June 1 2
July to September 0 0
January to September Total 3 3
37
2024
January to March 38
April to June 24
July to September 25
January to September Total 87
38
2024
January to March 31
April to June 22
July to September 9
January to September Total 62
2024
January to March 3
April to June 11
July to September 9
January to September Total 23
39
Professional Employees Sworn Employees Total Sheriff’s Office
Number of Filled Positions 303 665 968
Number of Unfilled Positions 86 119 205
Total Authorized 389 784 1173
40
2023 2024
January to March 4 6
April to June 2 3
July to September 3 5
January to September Total 9 14
2023 2024
January to March 0 0
April to June 0 0
July to September 0 0
January to September Total 0 0
* Government Code 12525.2 requires every law enforcement agency to furnish a monthly report to the Department of Justice, for all instances when a peace officer is involved in any of the following:
o An incident involving the shooting of a civilian by a peace officer
o An incident involving the shooting of a peace officer by a civilian
o An incident in which the use of force by a peace officer against a civilian results in serious bodily injury or death
o An incident in which use of force by a civilian against a peace officer results in serious bodily injury or death 41
# of Employees on Admin Leave Total Number of Days of Admin Leave
January to March 1 53
April to June 4 227
July to September 7 669
January to September Total 12 949
42
Forensic Services Division
National Assessment
The 2024 ANAB Surveillance Assessment consisted of a 4-person
team that evaluated conformance with accreditation requirements
within the Drug and DNA/Biology Units.
The ANAB Assessment Team evaluated 92 requirements.
There were no findings.
An FBI Quality Assurance Audit was conducted in DNA/Biology Unit.
There were no findings.
44
Recovered catalytic converters
Recovered copper wire
On September 10th, Sheriff’s
Office Detectives arrested 3
subjects and recovered over
700 catalytic convertors and
1100 pounds of copper wire
45
Delta Station Stuff-a-Cruiser
National Night Out
46
1025 ESCOBAR STREET
MARTINEZ, CA 94553CONTRA COSTA COUNTY
Legislation Details (With Text)
File #: Version:124-3486 Name:
Status:Type:Discussion Item Agenda Ready
File created:In control:10/11/2024 BOARD OF SUPERVISORS
On agenda:Final action:10/22/2024
Title:CONSIDER accepting a report from the Department of Human Resources regarding employee
Recruitment and Retention Planning. (Ann Elliott, Human Resources Director)
Attachments:1. Human Resources Recruitment and Retention Presentation 10.22.2024
Action ByDate Action ResultVer.Tally
accepted the reportBOARD OF SUPERVISORS10/22/2024 1 Pass 5:0
RECOMMENDATIONS:
ACCEPT a report from the Human Resources Department on Recruitment and Retention Planning.
FISCAL IMPACT:
There is no fiscal impact. This is an informational report. Implementation plans may have future financial
impacts.
BACKGROUND:
During the County budget hearings in May 2024, the Board of Supervisors directed a report back from the
County Administrator and the Human Resources Department on opportunities to streamline policies and
procedures to improve County recruitment and retention of employees.
The Human Resources Department is committed to analyzing recruitment timelines and utilizing data to
modernize County hiring practices. Each department faces unique challenges in filling vacant positions based
on the nature of the specific staffing necessary to serve our community. HR partners with departments to
develop recruitment plans customized to meet these needs.
The Personnel Management Regulations, which originated in 1982, reflected the needs of the County in that
era. Through data analysis and work groups, revisions will be developed to address current and future priorities
and support retention of existing employees.
CONSEQUENCE OF NEGATIVE ACTION:
None.
CONTRA COSTA COUNTY Printed on 10/25/2024Page 1 of 1
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Human Resources
Recruitment and
Retention
Ann Elliott, Director of Human Resources
October 22, 2024
Human Resources Department
4 Divisions
Administration Benefits HR Systems
Management Personnel
Personnel Division – Recruitment, Classification and CompensationResorces
Department Personnel Services Division
Human Resources
Manager
Human Resources Supervisor
Principal HR Analyst
Professional &
Organizational
Development
HR Analyst
As of 10/15/2024
Principal HR Analyst
HR Analyst
Blue Team
Agriculture; BOS, CAO; Communications;
County Counsel; DoIT; District Attorney;
Human Resources; Library; ORESJ; Public
Defender: Risk Management
HR Analyst
HR Technician
Principal HR Analyst
HR AnalystHR Analyst
HR Technician
Yellow Team
Animal Services; Assessor; Auditor-
Controller; Child Support Services; Clerk-
Recorder; HSD; Treasurer-Tax; Veteran
Services
Purple Team
EHSD; Fire; Public Works; Probation; Sheriff,
DCD
HR Analyst HR Technician
Principal HR Analyst
HR Analyst - EHSD
HR Analyst - EHSD
Recruitment, Classification &
Compensation
HR Analyst
HR Technician -
EHSD HR Technician
HR Analyst
8 HR Analysts and 5 HR Techs
Hiring 2020 - 2024
On average over 100 jobs posted at all times
Year 2020 2021 2022 2023 2024
Hires 1214 1610 1625 1760 1568*
Avg/Mon 101 134 135 147 156
* YTD as of 10/24
Time to Hire
Year 2020 2021 2022 2023 2024
Hires 217 199 158 134 131*
Average Days to Hire
* YTD as of 10/24
Collaborative
Hiring
Process
Departments
and HR as
Partners
Revising the Job Analysis process to simplify and reduce time to complete
Reorganizing the team responsibilities to increase utilization of HR Techs to free up HR Analysts for
focused recruiting
Increasing use of online recorded initial interviews providing greater candidate and reviewer
flexibility
Decreasing use of lengthy multi-choice exams which were time consuming to build, score and
schedule
Analyzing continuous recruitment plan to apply where most appropriate
Plan to shorten the appeals period based on data that most appeals are received in the first 2 days
Expanding to new job boards for posting and additional use of LinkedIn postings
Reviewing MQs to determine if less restrictive requirements are possible, expanding candidate pool
Updating Recruiting Policies and Practices
Hiring
Initiatives
❖Implementation of the I-9 Anywhere program allowing greater flexibility and ease of use for candidates
❖Dedicated Resource model allows larger departments to work with specific HR Team members 100% assigned to their recruitments
❖Expand outreach to new job boards for posting and increase presence on LinkedIn to attract a wider candidate pool
❖Rebuild partnerships with colleges and workforce organizations for job postings, job fairs and career fairs
Separations 2020 - 2024
In years 2020 – 2022 separations exceeded hires
Year 2020 2021 2022 2023 2024
Separations 1408 1799 1908 1481 1115*
Avg/Mon 117 150 159 123 111
* YTD as of 10/24
HR Professional and Organization Development (POD)
Team
Leadership Launchpad
Managers’ Retreat
Coaching
Departmental Organizational Structure Reviews
Department Specific Challenges
Training Leadership for Greater Retention
Valuing
Employees
Celebrating County Service
❖New countywide Performance
Management System to recognize
employee contributions, support
growth, and plan for success
❖Return of the Service
Award Program
❖Develop an
Exit Interview
Process
Thank you
1025 ESCOBAR STREET
MARTINEZ, CA 94553CONTRA COSTA COUNTY
Legislation Details (With Text)
File #: Version:124-3423 Name:
Status:Type:Discussion Item Passed
File created:In control:10/3/2024 BOARD OF SUPERVISORS
On agenda:Final action:10/22/2024 10/22/2024
Title:CONSIDER accepting the monthly update on the activities and oversight of the County's Head Start
Program, and provide guidance. (Marla Stuart, Employment and Human Services Director)
Attachments:1. Head Start Update BOS October 2024 FINAL.pdf, 2. 1. 2024-25 Policy Council Roster
10.11.24.pdf, 3. 2. FY 2022-2023 Single Audit Corrective Action Plan 10.11.24.pdf
Action ByDate Action ResultVer.Tally
approvedBOARD OF SUPERVISORS10/22/2024 1 Pass 5:0
To:Board of Supervisors
From:Marla Stuart, Employment and Human Services Director
Report Title:Update on Head Start Programs and Oversight
☒Recommendation of the County Administrator ☐ Recommendation of Board Committee
RECOMMENDATIONS:
CONSIDER accepting the monthly update on the activities and oversight of the County's Head Start Program,
as recommended by the Employment and Human Services Director, and provide guidance.
FISCAL IMPACT:
There is no fiscal impact.
BACKGROUND:
Per Board Resolution No. 2023/274, the Board receives monthly updates on and provides guidance related to
the activities of the Head Start program. This is the September 2024 update.
CONSEQUENCE OF NEGATIVE ACTION:
The County will not be in compliance with Head Start program requirements, which may jeopardize funding
and successful 2024-2029 grant implementation.
CHILDREN’S IMPACT STATEMENT:
The services provided under this contract support all five of Contra Costa County's community outcomes:
(1)"Children Ready for and Succeeding in School"; (2) "Children and Youth Healthy and Preparing for
Productive Adulthood"; (3) "Families that are Economically Self-Sufficient"; (4) "Families that are Safe, Stable
and Nurturing"; and (5) "Communities that are Safe and Provide a High Quality of Life for Children and
CONTRA COSTA COUNTY Printed on 10/25/2024Page 1 of 2
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File #:24-3423,Version:1
Families".
CONTRA COSTA COUNTY Printed on 10/25/2024Page 2 of 2
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1
October 22, 2024
Marla Stuart, MSW, PhD, EHSD Director and Head Start Executive Director
Scott Thompson, Head Start Director, Community Services Bureau
info@ehsd.cccounty.us | (925) 608 -4800
Early Childhood Education
Program Update
2
Outline
CCC EHSD ECE Program Update 10/22/24
•Childcare Center Services
•Policy Council Activities
•Budget
•Monitoring
•Region IX Communication
•Recommendation
33
Placeholder – Insert CSB -specific
photo here
3
•Childcare Center Services
•Policy Council Activities
•Budget
•Monitoring
•Region IX Communication
•Recommendation
4
Enrollment
CCC EHSD ECE Program Update 10/22/24
5
Attendance
CCC EHSD ECE Program Update 10/22/24
6
Meals Per Day
Line = Average Meals per Day of Operation
Circles = Days of Operation
CCC EHSD ECE Program Update 10/22/24
7
Teacher and Site Supervisor Vacancies
Lines = Vacancy Rate
CCC EHSD ECE Program Update 10/22/24
88
Placeholder – Insert CSB -specific
photo here
8
•Childcare Center Services
•Policy Council Activities
•Budget
•Monitoring
•Region IX Communication
•Recommendation
9
September Policy Council Activities
CCC EHSD ECE Program Update 10/22/2024
•Annual Policy Council Orientation: September 21, 2024
•First Policy Council Meeting of the Newly Seated Members: September 24,2024
•Elected Policy Council Executive Team:
•Chair: Norma Chayrez from Los Arboles
•Vice Chair: Gabriela Gomar Sandoval of Marsh Creek
•Secretary: Tulissa Miller, Past Head Start Parent
•Parliamentarian: Janelle Lafrades, Past Head Start Parent
•Heard the Desired Results Developmental Profile results for the 2023-24 Program
Year.
2024-25 Policy Council Roster
1010
Placeholder – Insert CSB -specific
photo here
10
•Childcare Center Services
•Budget
•Monitoring
•Region IX Communication
•Recommendation
11
Head Start
CCC EHSD ECE Program Update 10/22/24
Total FY 2024 Budget - $20,356,394
FY 2024 Expenditures – $1,803,285
Budget Year Completed - 10%
Actual Budget YTD Expenditures – 9%
12
Head Start Credit Card Expenditures
CCC EHSD ECE Program Update 10/22/24
1313
•Childcare Center Services
•Budget
•Monitoring
•Region IX Communication
•Recommendation
14
Health and Safety Compliance
Indicators with non-
compliances over 10% in
September 2024:
1. CSB Child Transition & Safety
Monitoring: Classroom head
count white board accurately
reflects the number of children
and staff currently in room. (1/2
= 50% non-compliance)
CCC EHSD ECE Program Update 10/22/24
15
Unusual Incidents
CCC EHSD ECE Program Update 10/22/24
16
FY 2022/2023 Single Audit
CCC EHSD ECE Program Update 10/22/24
•Category of Finding: Activities Allowed or Unallowed and Allowable Costs/Costs
Principles
•Type of Finding: Significant Deficiency in Internal Control Over Compliance
•Summary: In August 2022, the Head Start programs were inappropriately charged with
costs related to the Pandemic Relief Payments (PSRP).These disallowed costs have been
corrected in the January 2024 Head Start drawdown.
•Received by Finance Committee: June 3, 2024
•Status of Correction: Completed before audit conclusion
FY 2022-2023 Single Audit Corrective Action Plan
1717
•Childcare Center Services
•Budget
•Monitoring
•Region IX Communication
•Recommendation
18
Head Start Performance Standards Update
Program Instruction ACF-OHS-PI-24-05 issued: August 21, 2024
Subject: Final Rule on Supporting the Head Start Workforce and Consistent Quality
Programming
Full analysis is in progress.
CCC EHSD ECE Program Update 10/22/24
1919
•Childcare Center Services
•Budget
•Monitoring
•Region IX Communication
•Recommendation
20
Recommendation
CONSIDER accepting the monthly update on the activities and oversight
of the County's Head Start Program, as recommended by the
Employment and Human Services Director, and provide guidance.
CCC EHSD ECE Program Update 10/22/24
2024-2025 HEAD START POLICY COUNCIL MEMBERS
Site Representatives
Ambrose - Maria Sanchez
Balboa - Sinthia Montano, Yessica Calderon Gonzalez
Bayo Vista - Michelly Mendanha
Crescent Park- Raquel Magana
George Miller Concord - Vilma Linares Amaya, Yesica Hernandez, Alexia Arpero
George Miller III- Maria Garcia, Courtney Sanders
Lavonia Allen - Diana Nunez Ocaranza
Los Arboles - Norma Chayrez
Los Nogales -Iris Romero
Marsh Creek - Gabriela Gomar Sandoval
Riverview - Kimberly Nieve
Verde - Vacant
Aspiranet - Vacant
Crossroads - Nathalia Hernandez
Tiny Toes- Vacant
Kinder Care - Shanell Murphy
Community Representatives
Karent Coleman, Economic Opportunity Council
Deanna Carmona First 5
Amy Mockoski, Contra Costa County Library
Past Parents
Erika Garcia,
Janelle Lafrades
Tuliisa Miller
1025 ESCOBAR STREET
MARTINEZ, CA 94553CONTRA COSTA COUNTY
Legislation Details (With Text)
File #: Version:124-3424 Name:
Status:Type:Discussion Item Passed
File created:In control:7/25/2024 BOARD OF SUPERVISORS
On agenda:Final action:10/22/2024 10/22/2024
Title:CONSIDER accepting reports on Guaranteed Income from the Employment and Human Services
Director and the Contra Costa Guaranteed Income Coalition, and provide direction. (Marla Stuart,
Employment and Human Services Director)
Attachments:1. EHSD Guaranteed Income Presentation 10222024 v5.pdf, 2. CCC EHSD Options to Strengthen
the Safety Net 10222024 v2.pdf, 3. CA Public Sector GI Pilots v2.pdf, 4. CC GI Coalition Presentation
10.22.24_.pdf, 5. FINAL_Implementing Guaranteed Income in Contra Costa_BOS
Report_COMPLETE_10.16.2024.pdf, 6. Correspondence Received.pdf
Action ByDate Action ResultVer.Tally
approvedBOARD OF SUPERVISORS10/22/2024 1 Pass 5:0
To:Board of Supervisors
From:Marla Stuart, Employment and Human Services Director
Report Title:CONSIDER reports from the Employment and Human Services Director and the Contra Costa
Guaranteed Income Coalition and PROVIDE direction.
☒Recommendation of the County Administrator ☐ Recommendation of Board Committee
RECOMMENDATIONS:
CONSIDER accepting reports from the Employment and Human Services Director and the Contra Costa
Guaranteed Income Coalition and PROVIDE direction.
FISCAL IMPACT:
Should the Board approve any recommendations, the fiscal impact will be as recommended and approved.
BACKGROUND:
On August 15, 2023 (D.4), the Employment & Human Services Department made a presentation to the Board
of Supervisors titled “Universal Basic Income and Guaranteed Income Pilots”. The Board accepted the report
and directed staff to seek income waivers for Guaranteed Income Pilot payment for individuals residing in
Contra Costa County and applying for CalFresh.
On April 22, 2024 (D.1), the Board conducted a hearing on the Fiscal Year 2024-2025 Recommended Contra
Costa County and Special District Budgets. During this hearing, the Measure X Community Advisory Board
(MXCAB) recommended guaranteed income pilots as a funding priority. The Board directed that the
Employment and Human Services Department and the Contra Costa Guaranteed Income Coalition report back
CONTRA COSTA COUNTY Printed on 10/25/2024Page 1 of 2
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File #:24-3424,Version:1
to the Board as follows:
Answer the following questions about Guaranteed Income Pilots:
1.How do we use these limited resources to serve the most people?
2.What is or should be the role of required or optional supportive services?
3.What is the evidence of long-term outcomes
4.What about the benefits cliff (abrupt ending of a safety net benefit)?
Present a Plan to potentially allocate $5m for a Measure X Funded Guaranteed Income Pilot, including the
following:
1.Intended population(s)
2.Expected outcomes
3.How much in stipends for how long
4.Overhead costs
5.Evaluation
6.Opportunities for matching (non-governmental) funding
The Employment and Human Services Department and the Contra Costa Guaranteed Income Coalition are
jointly presenting this item.
CONSEQUENCE OF NEGATIVE ACTION:
Should the presentation not be considered by the Board of Supervisors, the Board will not receive a report on
Guaranteed Income as requested.
CHILDREN’S IMPACT STATEMENT:
This action relates to the third of Contra Costa County’s community outcomes of the Children’s Report Card”,
(3) "Families that are Economically Self-Sufficient."
CONTRA COSTA COUNTY Printed on 10/25/2024Page 2 of 2
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CCC EHSD Guaranteed Income Presentation, 10/22/24, Slide 1
October 22, 2024
Marla Stuart, MSW PhD, Director
info@ehsd.cccounty.us | (925) 608-4800
Guaranteed Income – Part 2
CCC EHSD Guaranteed Income Presentation, 10/22/24, Slide 2
Outline
1.Prior Board Actions
•August 15, 2023
•April 22, 2024
2. The American Safety Net
•Programs
•Funding
•Outcomes
•Participation
•Challenges
3.CCC Safety Net Participation
•Medi-Cal
•CalFresh
•CalWORKs
4.Guaranteed Income
•Outcomes
•CA Public Sector Participation
5. Policy Options
•Enrollment Support
•GI Pilot Criteria
•MX Subsidy
6. Appendices
•Bibliography
•Contributors
CCC EHSD Guaranteed Income Presentation, 10/22/24, Slide 3
Prior Board Action
CCC EHSD Guaranteed Income Presentation, 10/22/24, Slide 3
CCC EHSD Guaranteed Income Presentation, 10/22/24, Slide 4
August 15, 2023 Presentation
1.Nationally (100+)
2.California (45)
3.4 CCC Initiatives
UBI Features
1.Periodic
2.Cash
3.Universal
4.Individual
5.Unconditional
GI Pilots
1.Ongoing income
2.Education | Employment
3.Basic Needs
4.Health
5.Food Security
Expected Outcomes
Board approved Guaranteed
Income Waivers for Public
Assistance joining 9 other
counties
Action
UBI – Universal Basic Income
CCC EHSD Guaranteed Income Presentation, 10/22/24, Slide 5
April 22, 2024 FY24/25 Budget Hearing
Answer Questions about Guaranteed Income EHSD CCGIC
1.How do we use these limited resources to serve the most people? ✓ ✓
2.What is or should be the role of required or optional supportive services? ✓ ✓
3.What is the evidence of long-term outcomes? ✓ ✓
4.What about the benefits cliff (abrupt ending of a safety net benefit)? ✓
Present a Plan to potentially allocate $5m for a MX Funded GI Pilot Criteria Details
1.Intended population(s) ✓ ✓
2.Expected outcomes ✓ ✓
3.How much in stipends for how long ✓
4.Overhead costs ✓
5.Evaluation ✓ ✓
6.Opportunities for matching (non-governmental) funding ✓
CCGIC = Contra Costa Guaranteed Income Coalition
CCC EHSD Guaranteed Income Presentation, 10/22/24, Slide 6
The American Safety Net
CCC EHSD Guaranteed Income Presentation, 10/22/24, Slide 6
CCC EHSD Guaranteed Income Presentation, 10/22/24, Slide 7
Decades of National Solutions to Poverty
DECADE SOCIAL POLICY THEME PROGRAMS TAX CREDITS
UB
I
Ca
s
h
Fo
o
d
Me
d
i
c
a
l
Ed
u
c
a
t
i
o
n
En
e
r
g
y
Se
r
v
i
c
e
s
Jo
b
T
r
a
i
n
i
n
g
Ho
u
s
i
n
g
GI NI
T
EI
T
C
CT
C
1790s ✓
1890s ✓
1930s The New Deal (Roosevelt)✓✓✓✓
1940s Fair Deal (Truman)✓
1960s War on Poverty (Johnson)✓✓✓✓✓✓✓
1970s Family Assistance Plan (Nixon)✓✓✓✓✓✓
1980s Reaganomics (Reagan)✓✓
1990s Welfare Reform (Clinton)✓✓✓
2010s The Affordable Care Act (Obama)✓✓✓✓
2020s Build Back Better (Biden) ✓✓✓
✓ = major legislation, black passed, grey introduced but not passed; UBI – Universal Basic Income; GI = Guaranteed Income; NIT =
Negative Income Tax; EITC = Earned Income Tax Credit; CTC = Child Tax Credit
CCC EHSD Guaranteed Income Presentation, 10/22/24, Slide 8
Major Safety Net Programs
CATEGORY PROGRAMS EHSD Administered, Administered by another county Department,
Not administered by county
FUNDING SOURCE
FEDERAL + STATE COUNTY GF
Cash Social Security
Supplemental Security Income (SSI)
General Assistance (EHSD)
Temporary Assistance to Needy Families, aka TANF, aka CalWORKs (EHSD)
$0
$142,592,495
$4,088,706
$4,733,065
Food School nutrition programs
Supplemental Nutrition Program, aka SNAP, aka CalFresh (EHSD)
Women, Infants and Children, aka WIC (HSD)
$300,430,549 $6,284,562
Medical Medicare
Medicaid, aka Medi-Cal (EHSD)
In Home Supportive Services (EHSD)
$1,341,377,154
$82,041,500
$0
$675,081
Education Head Start and various state-funded Early Childhood Education programs (EHSD)
K-12 Public Education
Pell Grants
$94,730,420 $0
Energy Low-Income Home Energy Assistance Program, aka LIHEAP (EHSD)$3,534,567 $0
Services Welfare to Work, part of CalWORKs (EHSD) See CalWORKs above
Job Training Workforce Innovation and Opportunity Act, aka WIOA (EHSD)
Welfare to Work, part of CalWORKs (EHSD)
$12,899,635
See CalWORKs above
$0
Housing Housing programs for recipients of CalWORKs, foster care, adult protective services (EHSD)
Other housing programs (HSD, DCD, Housing Authority)$9,274,715 $0
TOTAL $1,986,881,035 $15,781,414 (<1%)
Programs described on slides 19-21, 29-30. Federal + State + County = total cost of programs inclusive of administrative costs and benefits to recipients. CalFresh in cludes Public Assistance (part of
CalWORKs) and Non-Assistance benefits. The CalFresh $6,284,562 county share is an overmatch because the State does not sufficiently fund CalFresh administration. EHSD Medi-Cal administrative allocation
is $71,722, 634. $1,269,654,520 is the projected cost of providing Medi-Cal services to CCC recipients in 2024-2025 from Medi-Cal November 2023 Local Assistance Estimate for Fiscal Years 2023-2024 and
2024-2025, California Department of Health Care Services. Medi-Cal County county cost of $0 from FY24-25 Contra Costa Health slide presentation, slide 14. GF = County General Fund.
CCC EHSD Guaranteed Income Presentation, 10/22/24, Slide 9
The Safety Net Is Effective
Census.gov, Historical Poverty Tables 1959 – 2022 (Ref #13)
CCC EHSD Guaranteed Income Presentation, 10/22/24, Slide 10
And long-term outcomes do improve
SNAP
1.Lower risk of heart disease
and obesity among adults
who had access to SNAP as
children (Ref #3)
2.Greater medication
adherence among older SNAP
participants (Ref #3)
3.And, for women, an increase
in economic self-sufficiency
(Ref #5)
Medicaid
1.Among African American children, Medicaid
eligibility during early childhood reduced
mortality rates in their later teenage years by 13-
20%. (Ref #9)
2.Children eligible for Medicaid for more of their
childhood earn more as adults and are likelier to
attend and complete college. (Ref #9)
3.Although beneficiaries typically have low
incomes, they are much less likely to have
trouble paying for care out of pocket or to have
financial problems due to medical costs, than
people with private coverage or those who are
uninsured. (Ref #9)
Head Start
1.Early Head Start children have
greater access to health care,
are more likely to receive
timely immunizations and less
likely to be hospitalized for
accident or injury. (Ref #12 )
2.Greater cognitive
development and better
social skills are exhibited by
Early Head Start children. (Ref
#12)
3.Head Start children are 93%
less likely to be removed from
their homes and placed in
foster care than those with no
early education services. (Ref
#12)
Cited References on Slide 33
CCC EHSD Guaranteed Income Presentation, 10/22/24, Slide 11
Local data suggests positive outcomes
California Department of Social Services (CDSS) California Outcomes and Accountability Review (CalOAR) Dashboard 7.11.2024 – Wage
Progression.
Median post-exit earnings of CalWORKs Recipients
CCC EHSD Guaranteed Income Presentation, 10/22/24, Slide 12
Most eligible receive some benefits
“How Many People Participate in the Social Safety Net?” Assistant Secretary for Planning and Evaluation (ASPE), Department of Health
and Human Services, Data Point – January 20, 2023 (Ref #10)
CCC EHSD Guaranteed Income Presentation, 10/22/24, Slide 13
But participation rates by program are low
Urban Institute, Analysis of Transfers, Taxes and Income Security model applied to 2018 American Community Survey projected to
2022 (Ref #7). The potential benefit dollars are assessed for each program with 100% participation in that program and no changes in
other program. CCDF = Child Care and Development Fund. LIHEAP = Low Income Home Energy Assistance Program. SNAP =
Supplemental Nutrition Assistance program.
CCC EHSD Guaranteed Income Presentation, 10/22/24, Slide 14
46%
44%
41%
32%
29%
28%
28%
Unemployment insurance
TANF/Cash assistance
SNAP
Rental assistance
SSDI
Medicaid/CHIP
SSI
Many experience challenges applying
Urban Institute well-Being and Basic Needs Survey, December 2021 (Ref #11). PA = Public Assistance; SSI = Supplemental Security
Income; CHIP = Children’s Health Insurance Program; SSDI = Social Security Disability Insurance, TANF = Temporary Assistance for
Needy Families. Difficulties include figuring out eligibility, providing required documentation and paperwork, and getting benefits as
soon as needed.
CCC EHSD Guaranteed Income Presentation, 10/22/24, Slide 15
35%
27%
23%
49%
40%
32%
Hispanic/Latinx
White
Black/African American
Share reporting enrollment difficulties in SNAP
Share reporting enrollment difficulties in Medicaid/CHIP
Challenges disparate by Ethnicity/Race
Urban Institute Well-Being and Basic Needs Survey, December 2021 (Ref #11). SNAP = Supplemental Nutrition Assistance Program =
CalFresh; Medicaid = Medi-Cal; CHIP = Children’s Health Insurance Program. Difficulties include figuring out eligibility, providing
required documentation or paperwork, or not getting benefits as soon as needed.
CCC EHSD Guaranteed Income Presentation, 10/22/24, Slide 16
One cause of challenges may be employment
Government Accountability Office (GAO) analysis of 2019 current population survey annual social and economic supplemental data
(GAO-21-45) (Ref #14). Medi-Caid in California is Medi-Cal. SNAP in California is CalFresh.
Percent of wage-earning adults enrolled in Medicaid and/or living in
a household that participated in SNAP in 2018.
Medicaid
SNAP
CCC EHSD Guaranteed Income Presentation, 10/22/24, Slide 17
Locally, challenges likely result in denials
CalSAWS, and eXemplar reports
CalWORKs, CalFresh, and Medi-Cal Applications
March 2024 – August 2024 (6 months)
Average Denial Rate for all programs: 46%
DENIAL REASONS #%
Possible Challenges (15,433 | 55%)
Failed to complete application process 11,131 40%
Missed interview 4,302 15%
Not eligible (10,069 | 36%)
No eligible household member 6,751 24%
Over income 3,318 12%
Other 2,557 9%
Total denials in 6 months 28,059 100%
CCC EHSD Guaranteed Income Presentation, 10/22/24, Slide 18
CCC Safety Net Participation
CCC EHSD Guaranteed Income Presentation, 10/22/24, Slide 18
CCC EHSD Guaranteed Income Presentation, 10/22/24, Slide 19 CalWIN and CalSAWS
Applications (households)
Medi-CalCalWORKsCalFreshMedi-Cal
CCC EHSD Guaranteed Income Presentation, 10/22/24, Slide 20 CalWIN and CalSAWS
Recipients (Individuals)
CalWORKs CalFresh Medi-Cal
CCC EHSD Guaranteed Income Presentation, 10/22/24, Slide 21
FY24-25 Value of Benefits
CalSAWS for CalWORKs and CalFresh; MC Medi-Cal November 2023 Local Assistance Estimate for Fiscal Years 2023-2024 and 2024-
2025, California Department of Health Care Services.
CalWORKs
$101,917,755
CalFresh
$239,946,312
Medi-Cal
~$1,341,377,154
Total ~ $1,683,241,221
CCC EHSD Guaranteed Income Presentation, 10/22/24, Slide 22
Guaranteed Income
CCC EHSD Guaranteed Income Presentation, 10/22/24, Slide 22
CCC EHSD Guaranteed Income Presentation, 10/22/24, Slide 23
GI Pilots Outcomes to Date
Short Term Long Term
1.Income volatility reduced, better able to
cover unexpected expenses (Ref #2,4)
2.Positive effects on educational attainment
(Ref #2,15)
3.Improved physical and mental health, brain
development in children, and access to
medical care (Ref #1,2,4)
4.Increased financial resilience (Ref #2)
5.Decreased anxiety and stress (Ref #2)
6.Feeling less isolated from others (Ref #15)
7.Spending more time with family (Ref #4,15)
The report card on guaranteed income is still
incomplete. Full effects of the cash transfers on
the recipients might not be clear for years. (Ref
#8)
CCC EHSD Guaranteed Income Presentation, 10/22/24, Slide 24
Summary of California Public Sector GI Pilots
Detailed Information Provided in Attachment
Jurisdictions
13 City (9 unique)
15 County (8 unique)
7 State (9 counties,
1 statewide)
Public Funding Sources
10 City -- 4 with private
and 7 include ARPA
9 County -- 7 with
private)
7 State -- 7 with private)
Populations
16 Parents with dependent
children or pregnant
8 Current or former foster youth
5 Specific geographic location
(zip codes or cities)
4 Unhoused or at risk of
3 Age criteria (teen, young adult,
older adult)
1 CalWORKs recipients
1 Negatively impacted by COVID
1 Race/ethnicity specific
1 Justice-involved
1 Open child welfare case
1 Artists
1 Transgender
1 Medical condition (diabetes)
Income Requirements
4 100% FPL
2 low or extremely low
income
1 185% FPL
1 200% FPL
1 $41,000
1 30% AMI
1 50% AMI
1 100% AMI
1 Have 1 income earner
in household
Range of Number of Participants
City 25 – 3,200 individuals
County 50 – 2,000 individuals
and 150-485 households
State 150-650 individuals
Funding Range
City $45,000 to $38mil
County $2mil to $12mil
State $1.5mil to 5mil
CCC EHSD Guaranteed Income Presentation, 10/22/24, Slide 25
Policy Options
CCC EHSD Guaranteed Income Presentation, 10/22/24, Slide 25
CCC EHSD Guaranteed Income Presentation, 10/22/24, Slide 26
1.Fund Public Assistance Enrollment Support
• Board question: How do we leverage funding to serve the most people?
• Option: Provide $100 incentives to CalWORKs recipients to complete renewals.
• Problem: In the 12 months after enrolling in CalWORKs, an estimated 24% dis-enroll for failure to complete a renewal or
income verification. Often, they then reapply. This is called churn.
• Solution: Over three years, invest $2,000,130 in CalWORKs renewal completion stipends
• Desired outcome: Over 3-year years, an estimated total of 6,612 CalWORKs renewals will be completed that otherwise
would have not been.
• Benefits that will be received by these individuals: Over three years, the total amount in retained benefits to CalWORKs
households as a result of these 6,612 renewals is estimated to be $253,434,328.
• Benefits to EHSD: A reduction of 6,612 CalWORKs renewals equates to approximately 6,612 hours of work (3.18 Social
Services Program Assistant FTE)
• Return on investment: For every $1 in MX funds investment, county residents will receive $127 in
retained CalWORKs benefits.
Incentivize CalWORKs continued enrollment
Details in attachment.
CCC EHSD Guaranteed Income Presentation, 10/22/24, Slide 27
1.Fund Public Assistance Enrollmehport
• Board question: How do we leverage funding to serve the most people?
• Option: Partner with Community Based Organizations (CBOs) to increase participation in CalWORKs and CalFresh.
• Problem: There are many Contra Costa County individuals and families that are eligible for safety net services who are not
engaged. For CalWORKs only 28% of those eligible are enrolled. For CalFresh only 65% of those eligible are enrolled.
• Solution: Invest $3,000,000 in funding community-based organizations (CBOs) to support individuals and families in applying
for and renewing CalWORKs and CalFresh. Support CBOs with monthly convenings to identify and solve problems, provide
training, share information, etc.
• Desired outcome: Over 3-year years, reach the California average participation rates (35% for CalWORKs and 68% for
CalFresh) by enrolling ~1,494 new households to CalWORKS and ~11,385 new households to CalFresh.
• Benefits that will be received by these individuals: Over 3 years, an increase of $125,196,468 in these new households.
• Return on investment: For every $1 in MX funds investment, county residents will receive $42 in
safety net benefits.
Increase CalWORKs | CalFresh Enrollment
Details in attachment. Costs to EHSD to process these applications will be reimbursed as the methodology for the CDSS allocation is
based on caseload.
CCC EHSD Guaranteed Income Presentation, 10/22/24, Slide 28
Appendices
CCC EHSD Guaranteed Income Presentation, 10/22/24, Slide 28
CCC EHSD Guaranteed Income Presentation, 10/22/24, Slide 29
Program Summaries: MC, CW
Medi-Cal
Eligibility
•Income – disregards <= 138% FPL
($35,632 for a household of 3)
Full scope health care for all enrollees
•Outpatient
•Emergency
•Hospitalization
•Maternity and newborn
•Mental health and substance use
•Prescription medications
•Physical and occupational therapy
•Devices
•Laboratory services
•Dental
Renewal Frequency
•Annually
Benefits for undocumented persons
•Same
This information summarizes these program characteristics for the large majority of recipients. Each of these programs has a large
variety of exceptions that apply to a small number of cases. HH = Household.
CalWORKs
Eligibility
•Income – disregards <- 130% FPL ($33,566 for a household of 3)
•Dependent child ages 0-18
Cash Benefits
•Cash (monthly max $1,175 for HH of 3)
•CalFresh (monthly max of $768 for HH of 3)
•Summer SunBucks for students in California schools ($120 for 3 summer months)
•Restaurant Meal Program (RMP) ability to use EBT card for unhoused and seniors at 57 participating restaurants
•Childcare (as many hours as needed at provider of choice including family, monthly average of $958)
Full-scope Medi-Cal
Supportive Services based on need
•Housing supports (up to 16 days annually of hotel vouchers, up to 2 years and up to 100% of rent, moving expenses, furnishing , eviction prevention)
•Mental Health and Substance Abuse treatment
•Home Visiting Services including up to $1,000 for material goods/lifetime
•Diapers ($30/child/month/under 36mo old)
•Transportation up to $100/month for bus pass or gas
•Education ($500/semester for books and supplies, one-time $800 for computer with peripherals, internet $79/month for 2 years)
•Employment (uniforms, union dues, tools, business license, car repairs, etc. with no maximum)
•Referrals to STAND for addressing interpersonal violence (no limit)
•Performance incentives ($50 for orientation, $350 for completing college, $75 to cure a sanction, etc.)
•Low-interest automobile loan
Renewal Frequency
•Annual renewal and annual income verification – spaced every 6 month
Benefits for undocumented persons
•None
CCC EHSD Guaranteed Income Presentation, 10/22/24, Slide 30
Program Summaries: CF, GA
General Assistance
Eligibility
•No more than $500 in property with exception for first car valued no more than $4,500
and second car valued no more than $500
•No more than $50
•No regular income
•Must exhaust all other resources first (e.g. RCA, see below)
•No citizenship requirement
Benefits
•Cash (monthly max $375 if housing need, $158 if no housing need, duration based on
disability)
Supportive Services
•Housing based on need and available resources (shelter, shared room, furniture)
•Wrap around services based on need including job search, mental health and
substance use treatment
•Return to home – bus ticket to location with family members
•SSD advocacy for individuals with 12+ months of disability
Benefits for undocumented persons
•State funded Refugee Cash Assistance (RCA)
-12 months of cash assistance for single adult refugees from date of entrance to
the country
-Monthly max $734
•State funded Cash Assistance Program for Immigrants (CAPI)
-SSI equivalent for income-eligible non-citizens
CalFresh
Eligibility
•Income – disregards <- 130% FPL ($33,566 for a household of 3)
Cash Benefits
•Cash for food (monthly max for HH of 3 = $768)
•Summer SunBucks for students in California schools ($120 total for 3 summer months)
•Restaurant Meal Program (RMP) ability to use EBT card for unhoused and seniors at 57 participating
restaurants in CCC
Employment & Training Services
•Voluntary
•Services and supports as needed including job readiness, resume writing, soft skills, job placement,
employment support, transportation, licenses, union dues, supplies, shoes, etc.
•Local providers: Rubicon, Opportunity Junction, and iFoster
Renewal Frequency
•Annual renewal and annual income verification (spaced every 6 months)
•Renewal/income verification (one step) every 2 years for elderly and disable
Benefits for undocumented persons
•California Food Assistance Program (CFAP)
•Criteria same as CalFresh for non-citizens ages 0-54
•Will expand to non-citizens aged 55 and older in October 2027.
This information summarizes these program characteristics for the large majority of recipients. Each of these programs has a large
variety of exceptions that apply to a small number of cases. HH = Household.
CCC EHSD Guaranteed Income Presentation, 10/22/24, Slide 31
Cited References
1.Baby’s First Years. Cash Support for Low-Income Families Impacts Infant Brain
Activity. January 24, 2022.
2.Baker, A. C., PhD and Martin-West, S., PhD. Learning Agenda, Center for Guaranteed
Income Research Social Policy & Practice, University of Pennsylvania. Date not
specified.
3.Carlson, S., and Llobrera, J. SNAP Is Linked with Improved Health Outcomes and Lower
Health Care Costs. Center on Budget and Policy Priorities (CBPP). December 14, 2022.
4.Childs, E., Heneghan, M., and Neighly, M. An Examination of Cash Transfers in the U.S.
and Canada. Guaranteed Income Community of Practice/Economic Security Project.
November 2022.
5.Cook, C., Norris, S., Sanchez, A., and Scavette, A. Understanding SNAP’s Role. Econ
Focus, Federal Reserve Bank of Richmond. First/Second Quarter 2024.
6.Unused
7.Giannarelli, L., Minton, S., Wheaton L., and Knowles, S. A Safety Net with 100 Percent
Participation: How Much Would Benefits Increase and Poverty Decline? Urban
Institute, August 2023.
8.Goldberg, E. The Report Card on Guaranteed Income Is Still Incomplete. New York
Times. August 30, 2024.
9.Katch, H. Medicaid Works: Millions Benefit from Medicaid’s Effective, Efficient
Coverage. Center on Budget and Policy Priorities (CBPP). June 2, 2017.
10.Macartney, S., and Ghertner, R. Data Point: How Many People Participate in the Social
Safety Net? Assistant Secretary for Planning and Evaluation (ASPE), Department of
Health and Human Services. January 20, 2023.
11.McDaniel, M., Karpman, M., Kenney G., Hahn, H., and Pratt, E. Customer Service
Experiences and Enrollment Difficulties Vary Widely Across Safety Net Programs. Urban
Institute. January 2023.
12.National Head Start Association. The Head Start Advantage, Success in Early Head Start.
December 15, 2021; The Head Start Advantage, Success in Child Welfare. January 12,
2022.
13.U.S. Census. Poverty Status of People and Distribution of the Poor by Age, Race and
Hispanic Origin, Historical Poverty Tables: People and Families 1959 – 2022.
14.United States Government Accountability Office (GAO). Federal Social Safety Net
Programs: Millions of Full-Time Workers Rely on Federal Health Care and Food
Assistance Programs. October 2020.
15.Zarate, B. C. and Johnson, H. Momentum, Marin Guaranteed Income Demonstration
Project: Evaluation Findings. February 2024.
CCC EHSD Guaranteed Income Presentation, 10/22/24, Slide 32
CDSS Funded Pilots
1.Boyer, J., Combe, S., Mayer, J. and Ward, J. VC (Ventura County) Thrive, A
Guaranteed Income Pilot Design Model. Presentation to California Welfare
Directors Annual Conference. October 9, 2024.
2.California Department of Social Services Web Site. Guaranteed Income
Pilot Program (ca.gov)
3.Clarkin, K. California Department of Social Services (CDSS), Guaranteed
Income Pilot Program PowerPoint presentation delivered at Asset Funders
Network webinar, Guaranteed Income: A Roadmap to Policy Solutions for
California. April 26, 2023.
4.Gaarde, J., California Abundant Birth Project Senior Manager. August 28,
2024.
5.iFoster Web Site. Join California’s Guaranteed Income Project & Age Out
With Money In Your Pocket. Accessed October 9, 2024.
6.San Francisco Human Services Agency. The City Launches New Guaranteed
Income Pilot Program for Foster Youth (News Release). October 16, 2023.
7.United Way of California. Inland SoCal United Way Launches $10 Million
Guaranteed Income Pilot (Press Release). January 25, 2024.
8.Wear, K. Guaranteed Income, McKinleyville’s pilot program aims to change
lives with dignity. North Coast Journal. February 8, 2024.
County Pilots
1.Anderson, C. How cash payments are helping Yolo County families reduce
depression and improve childhoods. The Sacramento Bee. October 20,
2023.
2.Guaranteedincomesv.org. Guaranteed Income in Santa Clara. Accessed
October 14, 2024.
3.County of San Mateo. A Lift for Life After Foster Care (Press Release). July
11, 2023.
4.County of Santa Clara. County of Santa Clara Expands Guaranteed Basic
Income Pilot Program to Additional Vulnerable Populations (Press Release).
August 15, 2023.
References: Public Sector GI Pilots
5.County of Sonoma. Guaranteed income pilot program begins $500 monthly
payments to 305 Sonoma County families (Press Release). February 22,
2023.
6.Jewish Family Service of San Diego. Jewish Family Service Releases Vital
Data Related to Economic Security and Mobility (Press Release). February
12, 2024.
7.Jewish Family Service of San Diego, Economic Mobility & Opportunity
Division. 2024 Programs Report. August 2024.
8.Joint Venture Silicon Valley/Institute for Regional Studies. Modeling
Guaranteed Basic Income & Household Income Adequacy in Santa Clara
County. October 2023.
9.Kim, B-K. E. PhD, Castro, A., PhD, West, S., PhD, Tandon, N., MPhil, Ho, L.,
BA, Nguyen, V.T. MPH, Sharif, K., MSSP. The American Guaranteed Income
Studies: City of Lost Angeles BIG: LEAP. Center for Guaranteed Income
Research, Social Policy & Practice, University of Pennsylvania. July 2024.
10.L.A. County. LA County to Expand Breathe Guaranteed Income Program,
Chief Executive Office. August 8, 2024.
11.Lewis, K. Los Angeles County Announces Major Milestone in Guaranteed
Income Program, LA County Chief Executive Office. August 30, 2022.
12.Love, M. Assistant Agency Director, Alameda County Social Services Agency.
Net Growth Movement Guaranteed Income Pilot, Presentation to Alameda
County Board of Supervisors, Social Services Committee. March 25, 2024.
13.Popescu, R. San Diego County researchers gave out cash to low-income
people. Here’s what they learned, San Diego Union-Tribune. August 16,
2024.
14.Sacramento County web site, Department of Child, Family and Adult
Services. Family First Economic Support Pilot (FFESP). And FFESP.org. As of
October 2024.
15.Stanford Basic Income Lab. The Guaranteed Income Pilots Dashboard. As of
October 1, 2024.
16.Yolo County. Yolo County Basic Income Program Encourages Growth and
Self-Determination for Vulnerable Families (Press Release). March 25, 2022.
City Pilots
1.Bradshaw, K. Mountain View council greenlights basic income pilot
program, Mountain View Voice. February 23, 2022.
2.City Council of West Hollywood. City Council Consent Calendar. May 16,
2022.
3.City of Alameda. RFP for Implementing Partner for Guaranteed Income
Pilot. August 8, 2022.
4.City of El Monte. Guaranteed Income Program – Program Materials. March
27, 2023.
5.City of Long Beach. Long Beach Pledge – Guaranteed Income Pilot
Application Now Open (Press Release). November 18, 2022.
6.City of Mountain View. Guaranteed Basic Income Pilot Program – “Elevate
MV,” City of Mountain View Council Report. February 22, 2022.
7.Forward Platform. City of Pomona Household Universal Grants Pilot
Program. As of July 8, 2024.
8.Long Beach Pledge.org.
9.Orona, J. El Monte guaranteed basic income pilot program shows signs of
success, Basic Income Today. March 26, 2024.
10.riseupalameda.org. City of Alameda Guaranteed Income Pilot Program.
Accessed October 14, 2024.
11.SF.Gov News. San Francisco launches new guaranteed income program for
trans community. November 16, 2022.
12.SF.Gov. Mayor London Breed Announces the Launch of the Trust Youth
Initiative. March 22, 2023.
13.Stanford Basic Income Lab. The Guaranteed Income Pilots Dashboard. As of
October 1, 2024.
CCC EHSD Guaranteed Income Presentation, 10/22/24, Slide 33
Additional Useful References
1.Aizer, A., Hoynes, H. and Llerias, A. Children and the US Social Safety Net: Balancing
Disincentives for Adults and Benefits for Children. Journal of Economic Perspectives,
Spring 2022. Children and the US Social Safety Net: Balancing Disincentives for Adults
and Benefits for Children (aeaweb.org)
2.Anderson, A. and Kimberlin, S. Understanding Guaranteed Income & Safety Net
Support for Californians, California Budget & Policy Center. October 2021.
3.Anderson, A. and Kimberlin. S. Implementing Guaranteed Income Through Cash and a
Strong Safety Net. March 2022.
4.Anderson, A., Kitson, K., Pryor, L., Ramos-Yamamoto, A. and Saucedo, M. California’s
Poverty Rate Soars to Alarmingly High Levels in 2023, California Budget & Policy
Center. September 2024.
5.Besharov, D. J., Burkhauser, R.V., Call, D.M., Capretta, J. C., Corinth, K.C., Corrigan, M.,
Daly, M.C., Doar, R., Haskins, R., Meyer, B.D., Olsen, E.O., Rachidi, A., Stevens, K.B. and
Sykes, R. A Safety Net That Works, Improving Federal Programs for Low-Income
Americans. American Enterprise Institute. 2017. A Safety Net That Works: Improving
Federal Programs for Low-Income Americans | American Enterprise Institute - AEI
6.Center on Budget and Policy Priorities. Examining the Safety Net. Testimony of Robert
Greenstein, President, Center on Budget and Policy Priorities, Before the Human
Resources Subcommittee of the House Committee on Ways and Means. November 3,
2015. Examining the Safety Net | Center on Budget and Policy Priorities (cbpp.org)
7.Cohen, R.M. The federal government’s new plan to (maybe) give renters straight cash.
A bold experiment to help tenants is advancing. Vox. June 13, 2024.
8.Executive Office of the President of the United States. Study to Identify Methods to
Assess Equity: Report to the President. July 2021.
9.Executive Office of the President of the United States. "Tackling the Time Tax: How
the Federal Government Is Reducing Burdens to Accessing Critical Benefits and
Services." July 2023.
11.Jefferson, A., Juras, R., Kappil, T., Thomas, H., and Yang, H. Data Analysis Plan, Mayors
for a Guaranteed Income Pilot Evaluations. Abt Associates in partnership with Center for
Guaranteed Income Research, University of Pennsylvania. November 16, 2023.
12.Kendall, M. The feds want to study giving cash to renters. Will Californians be included?
CalMatters. March 22, 2024.
13.Moffitt, R.A. and Ziliak, J.P., Edited by McFarlane, M. Making the U.S. Safety Net More
Responsive to Economic Downturns. Institute for Research on Poverty, University of
Wisconsin – Madison. April 2021. Making the U.S. Safety Net More Responsive to
Economic Downturns – INSTITUTE FOR RESEARCH ON POVERTY – UW–Madison
(wisc.edu)
14.Popham, L., and Silberman, S. New Study Finds Positive Impacts of Public Benefits on
Older Adults’ Wellbeing and Food Insecurity. National Council on Aging (NCOA). August
20, 2021.
15.Stanford Basic Income Lab. Guaranteed Income Pilots Dashboard. Guaranteed Income
Pilots Dashboard | The Stanford Basic Income Lab
16.Stanford Research, Center on Poverty and Inequality. Safety Net Use - Stanford Center
on Poverty and Inequality
17.The Center for Guaranteed Income Research, Social Policy & Practice. University of
Pennsylvania. Center for Guaranteed Income Research (penncgir.org)
18.Urban Institute Web Site: Social Safety Net Research Area. Social safety net | Urban
Institute
19.Unrath, M. Pushed Out by Paperwork: Why Eligible Californians Leave CalFresh.
California Policy Lab, January 2021.
20.Walters, D. Once again, our state ranks first in poverty level. East Bay Times. September
13, 2024.
CCC EHSD Guaranteed Income Presentation, 10/22/24, Slide 34
EHSD Contributors
And all EHSD employees, who all contribute in one way or another,
with excellent customer service and attention to diversity,
to ensuring that all Contra Costa County households have access to resources that
support, protect, and empower individuals and families to achieve self-sufficiency.
Tamina Alon
Lloyd Amog
Ann Barrett
Erik Brown
Angela Bullock-Hayes
Maura Connell
Lisa Epps
Rosalyn Guillory
Anita Luu
Tracy Murray
Patricia Perez
Nanci Powers
Luz Raygoza-Gonzalez
John Rees
Navdeep Singh
Aisha Teal
Erick Untal
Angela Verarde
Victoria Virgen
Aging & Adult Services • Children & Family Services • Workforce Services • Community Services • Workforce Development Board
Employment & Human Services partners with the community to deliver quality services to ensure access to resources that suppor t,
protect, and empower individuals and families to achieve self-sufficiency.
40 Douglas Drive, Martinez, CA 94553 • Phone: (925) 608-5000 • Fax (925) 313-9748 • www.ehsd.org
Options to Strengthen the Safety Net
Marla Stuart, MSW PhD, Director
October 22, 2024
INTRODUCTION
On April 22, 2024, the Board of Supervisors directed the Employment & Human Services Department
(EHSD) to engage with community advocates to return to the Board with the following:
Answer Questions related to the MX recommendation for Guaranteed Income
1. How do we use these limited resources to serve the most people?
2. What is or should be the role of required or optional supportive services?
3. What is the evidence of long-term outcomes?
4. What about the benefits cliff (abrupt ending of a safety net benefit)?
Present a Plan to potentially allocate $5m for a MX Funded GI Pilot
a. Intended population(s)
b. Expected outcomes
c. How much in stipends for how long
d. Overhead costs
e. Evaluation
f. Opportunities for matching (non-governmental) funding
These two options respond to Question #1
PURPOSE
To serve the most county residents and receive a high return on investment, the Board of Supervisor
could 1) fund a pilot to incentivize continued eligible enrollment in CalWORKs, and/or 2) fund a pilot to
increase participation in safety net services.
AMERICAN SAFETY NET
The American Safety Net, driven primarily by federal legislation and funding, and supplemented by state
regulation and funding, provides a number of programs to mitigate the negative impacts of poverty.
These programs include the following:
County Administered Safety Net Programs
• Temporary Assistance to Needy Families (TANF, and CalWORKs in California)
• Supplemental Nutrition Program (SNAP, and CalFresh in California)
• Medicaid (Medi-Cal in California)
• Women, Infants and Children (WIC)
Marla Stuart, Director
Options to Strengthen the Safety Net
Contra Costa County Employment & Human Services Department
October 22, 2024, Page 2
• Head Start (and additional state funded child care)
• Low-Income Home Energy Assistance Program (LIHEAP)
• Workforce Innovation and Opportunity Act (WIOA)
• In Home Supportive Services
• Various housing programs
In California, these county-administered programs are largely funded by federal and state funds. For
example, In FY24/25, the total benefits to Contra Costa County program recipients for CalWORKs,
CalFresh, and Medi-Cal is projected to be approximately $1,683,241,221. This does not include the
other safety net programs listed above. Nor does it include administrative allocations received by
the county to administer these three programs. In FY24/25, the County share-of-cost for these three
programs is $11,017,321. ($4,733,065 for CalWORKs, $6,284,526 for CalFresh, and $0 for Medi-Cal).
Local Safety Net Programs Administered by Other Jurisdictions
• K-12 public education
• Pell grants
• Social Security
• Supplemental Security Income (SSI)
PROBLEM STATEMENTS
1. Churn: On average, each month, safety net program recipients intentionally end their program
participation for various reasons, including but not limited to moving out of the county, change in
family composition, or increased income (for CalFresh, see blue bars in Chart 1 below). Over the first
12 months after enrollment, approximately 34% dis-enroll. However, when an income verification
(every 6 months) or renewal (every 12 months) is due (for CalFresh, see orange bars below), an
additional approximately 24% dis-enroll. The difference between the number of households
dropping off at these six-month interviews (orange bar) and naturally dropping off monthly (blue
bars) is likely related to churn -- households that are still eligible but for various reasons fail to
complete their renewal and then reapply later. Churn is financially difficult for households that were,
in fact, continuously eligible for benefits, and leads to unnecessary workload for EHSD.
2. Rescinds. When a household fails to complete an annual renewal or financial report by the due date,
they are discontinued from the program. They can “rescind” the disenrollment by submitting their
required documentation within 60 days after the due date. For EHSD, rescinds are processed like a
renewal. But for the household, they have lost one or two months of benefits.
3. Under enrollment: There are many Contra Costa County households eligible for safety net services
but not engaged. For CalWORKs it is estimated that only 28% of eligible households are enrolled,
compared to 35% at the state-level and 18% nationally. For CalFresh it is estimated that only 65% of
eligible households are enrolled compared to 68% at the state level and 56% nationally.
Options to Strengthen the Safety Net
Contra Costa County Employment & Human Services Department
October 22, 2024, Page 3
Chart 1: Percent of CalFresh households that dis-enroll each month for 36 months after enrolling. Blue
bars represent natural disenrollment. Orange bars represent high levels of disenrollment during reporting
months (6 month income report and 12 month renewal) likely reflecting challenges in successfully
submitting these report. Source: “Pushed out by paperwork: Why eligible Californians leave CalFresh
(2021).
OPTION 1: Fund a three year pilot to incentivize continued enrollment in CalWORKs
Implement and evaluate a three-year pilot to provide a $100 renewal incentive to each CalWORKs
household which successfully and timely completes the annual renewal. As described above, churn in
program participation introduces financial difficulties for recipient households and increased workload
for EHSD. This annual renewal completion incentive encourages CalWORKs households, the most
economically impacted households in the county, to complete their annual renewal process. Total
estimated cost for a three-year pilot is $2,000,275. Total return on investment is estimated as $126 in
recipient household benefits for each $1 invested.
Table 1: Option 1 Estimated Costs and Return on Investment
Fiscal Year
Aug
2024
Projected
FY25/26 FY26/27 FY27/28
1. Monthly Households 6,686
2. Plus estimated annual economy driven increase ~1,000 7,686 8,686 9,686
3. Plus annual Option 2 increase ~498 8,184 9,184 10,184
Options to Strengthen the Safety Net
Contra Costa County Employment & Human Services Department
October 22, 2024, Page 4
Table 1: CONTINUED
Fiscal Year
Aug
2024
Projected
FY25/26 FY26/27 FY27/28
4. Maximum estimated annual renewals due (66% due to natural
34% attrition; Row 3 x 66%)
5,401 6,061 6,721
5. Cost of $100 incentive for completed renewals (Row 4 x $100) $540,100 $606,100 $672,100
6. EHSD 10% administrative overhead (Row 5 x 10%)
$54,010 $60,610 $67,210
7. Estimated total annual cost (Row 6 + Row 5)
$594,110 $666,710 $739,310
8. Estimated number of renewals incentivized by this incentive
(Row 3 x 24%)
1,964 2,204 2,444
9. Average monthly benefits as of October 2024* x 12 months
with 4% COLA in FY26/27 and FY27/28.
$36,732 $38,201 $39,729
10. Estimate total annual benefits retained due to incentive (Row 8
X Row 9)
$72,141,648 $84,195,004 $97,097,676
11. Annual return on investment (Row 10 / Row 7) $121 $126 $131
*For a family of three, a typical monthly CalWORKs benefits as of October 2020 totals about $3,061
($1,175 in cash, $768 in CalFresh, $30 in annualized SunBucks, $30 in diapers, $100 in transportation,
and an unknown amount in medical services through Medi-Cal). See 10/22/24 BOS presentation
Guaranteed Income Part 2, slide 29 for details. The largest number of CalWORKs dis-enrollments likely
occurs within the first 12 months after enrollment. An estimated 34% naturally dis-enroll, approximately
24% churn, and approximately 42% successfully renew. This option, incentivizes all active CalWORKs
families to renew, but the return on investment applies only to the 24% that would otherwise likely
churn.
OPTION 2: Fund a three-year pilot to increase participation in safety net services
Through an RFP, EHSD proposes to contract with community-based organizations (CBOs) to support
households in applying for, managing, and renewing CalWORKs, CalFresh, Medi-Cal, and General
Assistance. These CBOs will assist their communities with enrollment and case maintenance tasks that
include but not limited to the following. Community members choosing to accept assistance from a CBO
will sign a Release of Information (ROI) to authorize EHSD to communicate with the CBO on behalf of the
community member.
• Understand the benefits of these safety net programs
• Encourage households to participate
• Understand program rules and participation expectations
• Gather documents required for applications and renewals
• Submit application and renewal documents (online, mail, FAX, or at an office)
• Join households on phone calls with EHSD
• Understand and respond to correspondence received from EHSD
• Communicate in the household’s language of choice. (The California Department of Social Services
sends safety net program documents to households in the language of their choice. EHSD is also
mandated to, and desires to, serve customers in their language of choice. EHSD uses Language Line
for verbal interpretation. In 2023, EHSD used Language Line for 64,236 conversations in 67
languages. However, it can still be beneficial for households to speak to a trusted native speaker in
Options to Strengthen the Safety Net
Contra Costa County Employment & Human Services Department
October 22, 2024, Page 5
their own community and have the opportunity to more fully ask questions, express concerns, and
understand the responses.
To support CBOs in these tasks, and to continually learn about barriers to program participation and
implement improvements, EHSD will host monthly meetings with all contracted CBOs to identify and
solve problems, provide training, share information, etc.
Desired outcomes
1. Over 3-years, improve access to safety net programs by, at a minimum, reaching the California
average participation rates of 35% for CalWORKs and 68% for CalFresh by enrolling ~1,494 more
CalWORKs households and ~11,385 more CalFresh households.
2. Over 3 years, increase the annual amount of CalWORKs and CalFresh benefits provided directly to
households $125,196,468.
3. Increase trust and collaboration between EHSD and residents and CBOs.
4. Increase EHSD understanding of resident barriers to applying for and maintaining enrollment in
CalWORKs and CalFresh. Use this information to implement measures to continually improve access
to services.
Oversight
To quantify achieved outcomes, EHSD will continuously monitor and evaluate program activities and
outcomes. EHSD will also implement standard internal and contractor monitoring provisions and will
provide annual reports to the Family & Human Services Committee and the Board of Supervisors.
Return on Investment
The ~1,494 new CalWORKs households will receive an anticipated annual $18,615,187 in CalWORKs
benefits, and the ~11,385 new CalFresh households will receive an anticipated annual $44,297,611 in
CalFresh benefits, for an anticipated annual total of $62,912,798 in new safety net benefits for our
Contra Costa County households and local economy. If this is actualized as 33% the first year
($20,761,233), plus an additional 33% the second year ($41,522,447), and plus an additional 34% the
third year ($62,912,798), the total return over three years of $125,196,468 for a return on investment of
$41.73 for every $1 invested ($125,196,468 new benefits / $3,000,000 investment).
Table 2: Option 2 Anticipated Costs and Return on Investment
Line Item Amount
1. EHSD Overhead (10%) $300,000
2. CBO Overhead (20%) $540,000
3. CBO reimbursement per submission (goal =
1,493 new CW households and 11,385 new
CF households for a total of 12,878 new
households)
$150 per approved new application
$110 per approved renewal or income verification
$75 per approved rescind
$35 per any denial
$2,160,000
4. Three Year Total cost $3,000,000
5. Three year total increase in benefits (see paragraph above) $125,196,468
6. Return on Investment $41.73
Summary of Known California Guaranteed Income Pilots by Jurisdiction (City, County, State)
Contra Costa County Employment Human Services Department
10/22/24, page 1, Blank cells indicate information unknown
Public Private
1 City of Pomona Household
Universal Grants Pilot
Program (Pomona HUG)
Pomona/Los Angeles $4.5 million 250 Resident of the city of Pomona at time of application, aged 18 years or
older. Parent or legal guardian of a child under 4 years old at time of
application.
ARPA Funds UCLA research study of the pilot will be
supported by the Conrad N. Hilton Foundation.
Applications opened June 17, 2024. Lottery July 10. Benefits counseling
July 12 - August 6, 2024. First payments expected August 26, 2024.
Payments for 18 months, followed by research study.
2 Elevate Mountain View Mountain View/Santa
Clara
$2 million 166 Mountain View residents without regard to immigration documentation
and/or housing status. Households below 30% of the Area Median
Income (AMI). Must have at least one minor child or be pregnant.
ARPA Funds and City General Non-Operating
Fund
Silicon Valley Community Foundation grant December 2022 - 2024. Final payments November 2024. Final report
2026, University of Pennsylvania, Center for Guaranteed Income
Research.
3 Long Beach Pledge Long Beach/Los
Angeles
$2 million 250 Single-headed families with dependent children who live in 90813 zip
code. Gross household income of 100% or less of the federal poverty
level and have one income earner in the household.
Long Beach Recovery Act (federal, state and
county relief funds)
N/A First payments May 2023. 12 months. Followed by independent research
evaluation.
4 Long Beach Pledge - Second
Cohort
Long Beach/Los
Angeles
$1.2 million 200 Second cohort. Households with dependent children and gross
household income of 100% or less of the federal poverty level.
Residents in 90802, 90804, 90805, 90806 and 90810 zip codes.
City of Long Beach Homelessness Emergency
funding.
N/A Application period open January 2024. Payments planned to begin Spring
2024.
5 Rise Up Alameda Alameda/Alameda $4.6 million 150 City residents age 18 or older. Household income at or below 50% of
Area Median Income (AMI).
ARPA Funds - City of Alameda Application period closed September 2023. Research results will be
available 2026.
6 West Hollywood Pilot for
Guaranteed Income
West Hollywood/Los
Angeles
$450,000 25 Adults over 50 years of age, housed or unhoused residents of West
Hollywood, and living on $41,400 or less
Los Angeles County Measure H Innovation
funds for homelessness prevention ($337,500)
Private donor ($112,500)August 2022 - January 2024. Report will be issued by University of
Pennsylvania, Center for Guaranteed Income Research.
7 City of El Monte Guaranteed
Basic Income Program
El Monte/Los Angeles 125 Single female heads of household with no spouse present and
dependents under the age of 18, with income at or below the federal
poverty line. Impacted by COVID pandemic.
ARPA Funds - City of El Monte N/A Applications due April 2023. Payments July 2023 - May 2024. Impact
evaluation study by RAND Corporation and USC Sol Price School of
Public Policy.
8 Trust Youth Initiative San Francisco/San
Francisco
$4.5 million Young adults aged 18-24 who are experiencing homelessness
San Francisco Department of Homelessness
and Supportive Housing (HSH): $2.0 million
Google.org : $2.5 million in grants Program launched March 2023. Chapin Hall at the University of Chicago
will lead the research and analysis.
9 Basic Income Guaranteed:
Los Angeles Economic
Assistance Pilot (BIG:LEAP)
Los Angeles/Los
Angeles
$38 million 3,200 LA residents, age 18 or older with at least one dependent child younger
than 18, or a student younger than 24, or pregnant. Income at or below
the Federal Poverty Level (FPL). Experienced COVID hardship.
LA County ARPA funds and some of the Council
Offices' Reimagining LA funds.
N/A January 2022 - March 2023. Final Report issued July 2024: University of
Pennsylvania, Center for Guaranteed Income Research.
10 Guaranteed Income for
Transgender People (GIFT)
San Francisco/San
Francisco
55 Low-income transgender people Application period: November 15 - December 15, 2022. Program ended
as of June 2024.
City Pilots
#
Pilot Name City/County Amount
Number of
Participants Target Population
Funding Sources
Status
Summary of Known California Guaranteed Income Pilots by Jurisdiction (City, County, State)
Contra Costa County Employment Human Services Department
10/22/24, page 2, Blank cells indicate information unknown
Public Private
1 Yolo Family Poverty
Reduction Program
Yolo $2.3 million Approximately 55
families planned
County CalWORKs recipients with children under age six or pregnant,
enrolled in Housing Stability Program
Yolo County - ARPA funds. Office of Child
Abuse Prevention (OCAP) Grant.
Sutter Health ($250,000). Sierra Health
Foundation ($230,000). First 5 Yolo
($100,000). Kelly, Stuart, and Travis
Foundations (($41,500)
Launched April 2022, to run for 2 years. Evaluation to be conducted by
UC Davis.
2 Breathe: LA County's
Guaranteed Income Program
Los Angeles $3.4 million 1,198 First cohort (1,000) Resident in a neighborhood identified as being at
or below LA County's Area Median Income (AMI). In a single person
household that falls at or below AMI or in a household with two or more
persons that falls below 120% AMI. Have been negatively affected by
COVID-19 pandemic. Second cohort (200) former LA County DCFS
foster youth.
Los Angeles County Conrad N. Hilton Foundation, First 5 LA, The
California Endowment, The California Wellness
Foundation, The James Irvine Foundation, The
Kresge Foundation, and the Weingart
Foundation.
June 2022 - August 2025. Research study to be published by University of
Pennsylvania, planned for 2027.
3 Breathe - Expansion Los Angeles 2,000 Foster youth between the ages of 18 and 21. Youth who are eligible for
this new expansion will be notified by their Department of Children and
Family Services social worker.
Los Angeles County Board of Supervisors
approved this expansion of Breathe in August
2024.
Scheduled to launch Fall 2024, run for 18 months.
4 Family First Economic
Support Pilot (FFESP)
Sacramento 200 Black/African American, American Indian & Alaska Native (Native
American) families with children between zero to five years old living in
95823, 95828, 95815, 95838 and 95821 zip codes. Under 200% FPL.
County of Sacramento Department of Child,
Family and Adult Services [via State Block
Grant (SBG)/CDSS]
Announced 3/14/24. Applications open 9/30/24 - 10/13/24. Partnering
with United Way Capital Region. MEF Associates will partner with
Sacramento for the evaluation.
5 Guaranteed Income Pilot -
Former Foster Youth (2 pilots)
Santa Clara $12 million total 72 first cohort. 50
second cohort.
Former foster youth 2020 first cohort. 2023 second cohort.
6 Guaranteed Basic Income
Pilot for Justice-Involved
Individuals
Santa Clara 100 Justice-Involved Individuals Estimated Fall 2024
7 GBI for Young Parents Santa Clara 100 Young Parents Estimated Winter 2024
8 GBI for Unhoused High
School Students
Santa Clara 75 Unhoused High School Students Estimated Summer 2024
9 Santa Clara provided Grant
for Silicon Valley "Modeling"
Study: Modeling Guaranteed
Basic Income & Household
Income Adequacy in Santa
Clara County
Santa Clara N/A Research modeled how Guaranteed Basic Income (GBI) programs can
help move families out of poverty and into economic security.
Study was supported by a 2022-23 fiscal year
inventory grant from the County of Santa Clara.
Additional support from Silicon Valley
Community Foundation.
2022-2023. Research Brief published October 2023 by Joint Venture
Silicon Valley/Institute for Regional Studies.
10 Santa Clara participating in
The Silicon Valley
Guaranteed Income Project.
Santa Clara 150 families Extremely low-income families in Santa Clara County experiencing or
at risk of homelessness
Supported by funding from private partners,
including Google.org, the David and Lucile
Packard Foundation, Silicon Valley Community
Foundation, and Sobrato Philanthropies.
2022-2024
11 NET Growth Movement
Guaranteed Income for
Foster Youth pilot program
Alameda $2.8 million 67 participants
(Potential cohort
size: 85)
Former Non-Minor Dependents who exited the foster system in 2022
or who would have exited in 2022.
Alameda County Social Services budget Additional philanthropic funds raised for
program: Hellman Foundation ($100,000);
Walter & Elise Haas Foundation ($100,000);
Wells Fargo Foundation ($40,000); Citibank
($5,000). Casey Family Programs has offered
concrete support in the form of assistance to
parenting participants and hosting support
dinners.
Stipends began February 2023; program ends December 2024.
Evaluation by Chapin Hall at the University of Chicago.
County Pilots
#Pilot Name County Amount
Number of
Participants Target Population
Funding Sources
Status
Santa Clara County has allocated a total of $12
million for four basic income pilot programs. In
addition to ARPA funding, the county has
invested more than $5 million from the General
Fund; $3 million in state funding (with the
support of State Senator Dave Cortese); $1
million from AB 109 funding and $1 million
from Destination Home.
Summary of Known California Guaranteed Income Pilots by Jurisdiction (City, County, State)
Contra Costa County Employment Human Services Department
10/22/24, page 3, Blank cells indicate information unknown
12
San Mateo County
Guaranteed Income Pilot
Program for Transitional Age
Foster Youth San Mateo $2 million 70 Current and former foster youth ages 18 - 22
Measure K Funds and pool of funds reserved for
youth-focused services managed by County's
Human Services Agency
Silicon Valley Community Foundation
($100,000)
Summary of Known California Guaranteed Income Pilots by Jurisdiction (City, County, State)
Contra Costa County Employment Human Services Department
10/22/24, page 4, Blank cells indicate information unknown
Public Private
13
Pathway to Income Equity Sonoma $5.4 million 305 families
Families with children under age 6 or pregnant, living on household
incomes of 185% or less of the Federal Poverty Limit. Impacted by
COVID pandemic.
Sonoma County and cities of Santa Rosa,
Petaluma and Healdsburg. More than 90
percent of the pilot project funding is from
ARPA funds.
Corazon Healdsburg and First 5 Sonoma
County Payments began February 2023.
14
Family Income for
Empowerment Program San Diego
408 families as of
July 2024
Pilot is based on referrals from San Diego County Child and Family
Well-Being Department and is not open to the public. Participants
must earn 200 percent of the Federal Poverty Level or less, have at
least one child living with them, and be local.
County partnership with Jewish Family Service of San Diego. Participant
enrollments underway. August 2024: Initial data reported for March 2023
- July 2024.
County Pilots
#Pilot Name County Amount
Number of
Participants Target Population
Funding Sources
Status
Summary of Known California Guaranteed Income Pilots by Jurisdiction (City, County, State)
Contra Costa County Employment Human Services Department
10/22/24, page 5, Blank cells indicate information unknown
Number of Target Population Status
Public Private
1 Inland Southern California
United Way
Riverside, San
Bernardino
$5.0 million 650 Pregnant individuals, former foster youth State Funding - CDSS Required: matching funds of 50% of State
award amount.
Launch announced January 25, 2024.
2 Abundant Birth Project Alameda, Contra
Costa, Los Angeles,
Riverside, San
Francisco
$5.0 million 425 Pregnant individuals State Funding - CDSS Required: matching funds of 50% of State
award amount.
51 enrollees in Contra Costa County as of September 2024. Enrollment
goal of over 100 Contra Costa participants by early 2025.
3 iFoster Statewide $4.8 million 300 Former foster youth State Funding - CDSS Required: matching funds of 50% of State
award amount.
Application period opened November 14, 2023; to close October 31,
2024.
4 Los Angeles Section National
Council of Jewish Women
Los Angeles $3.7 million 150 Pregnant individuals with diabetes State Funding - CDSS Required: matching funds of 50% of State
award amount.
5 San Francisco Human
Services Agency
San Francisco $3.3 million 150 Former foster youth State Funding - CDSS Required: matching funds of 50% of State
award amount.
Enrollment began week of October 16, 2023; with first payments to begin
November 2023.
6 McKinleyville Community
Collaborative
Humboldt $2.3 million 150 Pregnant individuals State Funding - CDSS Required: matching funds of 50% of State
award amount.
First payments January 2024. Final report to be completed in 2026.
7 Ventura County Human
Services Agency
Ventura County $1.5 million 150 Former foster youth State Funding - CDSS Required: matching funds of 50% of State
award amount.
Application period: October 16, 2023 - April 10, 2024. Enrollment &
payments began October 2023. Monthly payments ongoing for 18
months from time of enrollment. Payments end October 2025.
CDSS Funded Pilots
#Pilot Name County Amount
Funding Sources
Implementing Guaranteed
Income in Contra Costa
A Roadmap to Strengthen
Our County’s Safety Net
Contra Costa Guaranteed Income Coalition
October 22, 2024
Report purpose
•Provide members of the Board and the public with a
grounded understanding of guaranteed income (GI) –
how it works, what it achieves, and why it matters
•Honor and reflect the experiences, ideas, and wisdom
shared by residents, guaranteed income practitioners,
GI participants, and other stakeholders
•Inform the County’s policy and funding decisions as County
and community stakeholders move forward to fund,
envision, implement, and evaluate GI pilots
Recommended
Actions
1.Allocate $5.75 million from Measure X one-
time funds
2.Focus on four populations
•Youth transitioning out of foster care
•Unhoused & unstably housed residents
•Residents returning to the community after
incarceration
•Families with young children experiencing
financial hardship
3.Establish that participants will receive up to
$1,000/month for 18 months
Recommended
Actions (cont.)
5.Require that GI participants be Contra Costa
residents & not enrolled in another publicly-
funded pilot
6.Establish guidelines for RPF process to be
jointly designed/executed through
collaboration between EHSD and community
partners to select pilot implementing
organizations
7.Ensure that the County will obtain available
State income exemptions
8.Join Counties for Guaranteed Income
9.Designate the BOS Equity Committee to
oversee pilot implementation
What is guaranteed income?
•Defined population
•Set amount of time
•Often paid monthly
•$300 - $1,800
•6 mos. to 3 years
Direct and
recurring
payments
•Participant chooses
how to spend funds
•No work/service
requirements
•Individual agency
and choice
Unrestricted
&
unconditional
•GI layers onto
other income
•Earned income
•Public benefits
Supplements
(not supplants)
other income
Guaranteed income, then and now
1960s:
Influenced by the
National Welfare Rights
Organization, Dr. King
calls for guaranteed
income as the most
direct solution to
poverty
2018 – 2024
Economic precarity
Racial injustice
Endemic poverty
Global pandemic
Rising income inequality
Growing
momentum for
guaranteed
income
What are we seeing now?
GI promotes agency, dignity, and flexibility
Participants use GI funds to:
✓ meet basic needs (food, housing, health care)
✓ advance self-sufficiency & meet self-directed goals
✓ respond to urgent needs and emergencies
Wraparound works: “No strings” doesn’t mean “no supports”
This Photo by Unknown Author is licensed under CC BY-NC
GI pilots show consistently
positive outcomes
•Improved health (physical, mental, emotional)
•Stronger family relationships
•Increased financial resilience
•Better jobs
•Safer living conditions
•Greater access to educational opportunities
•Breathing room to plan and save for the future
... by creating a stronger, more nimble safety net
This Photo by Unknown Author is licensed under CC BY-NC
What does
the evidence
show?
Greater economic
security and financial
well-being
Increased workforce
participation
Higher educational
attainment and
improved educational
performance
Increased public
safety and lower
public sector costs
Generational impacts Sustained and stable
housing
Improved health
Increased civic
engagement and
social belonging
Elevated quality of
life, including feelings
of hope and agency
Why do we
need GI in
Contra
Costa?
Rising
inequality
Deep
disparities
Health
Wealth
Justice
Education
Housing
Jobs
Top resident
concerns
Income volatility
Housing burden
Rising cost of living
Note: Over the past several years, residents of all races, ethnicities, and from all BOS districts have emphasized
the urgent need to explicitly address harms caused by racial/ethnic inequities and service gaps, whether
through the African American Holistic Wellness Hub, establishment of ORESJ, guaranteed income, or other
intentional solutions.
Why is GI needed
in Contra Costa?
Housing costs are rising…
From 2000 to 2020:
•72% of extremely low-income households
pay more than half their income on
housing
•The county’s median rent increased by 42%
•The share of rent-burdened households
grew from 41% to 50% during the same
period
Sources: CA Housing Partnership’s 2024 Affordable Housing Needs Report; Bay Area Equity Atlas
•A majority (55%) of renter households of
color in Contra Costa County are rent
burdened.
•Black renters are particularly impacted—
nearly two-thirds (64%) of Black renter
households are rent burdened.
• Rent burden disproportionately impacts
younger and older residents of Contra
Costa.
•High housing cost burdens increase the risk
of housing instability and eviction.
This Photo by Unknown Author is licensed under CC BY-NC-ND
… creating extreme hardship,
especially for households of
color…
Source: Bay Area Equity Atlas analysis of ACS data from IPUMS USA & Census Bureau, 2024
•Working full-time does not
guarantee financial security
•More than one-third of local
workers do not make enough
to afford their basic needs.
•That figure increases to 50%
for Black workers and 63%
for Latino workers
Source: Bay Area Equity Atlas
This Photo by Unknown Author is licensed under CC BY-SA
… and incomes are not
keeping pace
The timing is right for
GI in Contra Costa
•In January 2024, Supervisor Federal Glover stated his commitment to
focus on equity, diversity, inclusion, and access during his final year on
the Board
•The new Office of Racial Equity and Social Justice is aligning
County department priorities to address community needs
through the lens of economic and racial equity
•The Measure X Community Advisory Board has
recommended for the past three years that the
Board invest Measure X funds in GI pilots
This Photo by Unknown Author is licensed under CC BY-NC
GI pilots to date in Contra Costa County
Project name &
status
Population Pilot Focus Amount & Duration Notes
Abundant Birth
Project
(implementing)
•8-27 weeks pregnant
•Income below $132,360
•Risk factors for preterm birth
$1,000/month
12 months
Contra Costa had highest
number of applicants of
any expansion site
CoCo Go Big
Comment Studio
(completed)
•20 Antioch adult residents
•10 Antioch former foster youth
Adults: $400/month for 6
months
Youth: $200/month for 6
months
Resident-led and
resident-designed pilot
ELEVATE Concord
Monument Impact
(implementing)
•120 low-income families $2,500 up-front
stabilization payment +
$500/month for
12 months
City of Concord
allocated $1.5 million
in ARPA funds
RYSE
(implementing)
100 youth and young adults ages 16-26
experiencing a crisis that threatens their
housing stability.
Varying amounts,
based on budgeting
plan
Direct Cash Transfer as
Prevention (DCT-P) Pilot
How can guaranteed
income help?
•Expands and strengthens the County’s
social safety net
•Advances and deepens the County’s
commitment to building a more
inclusive and equitable community
•Builds a more resilient and
intergenerationally thriving county
What will a
County
guaranteed
income
program
accomplish in
Contra Costa?
Program goals include:
✓Contribute toward poverty alleviation, housing
security, and mental health
✓Alleviate current financial hardship and economic
volatility by providing an income floor for a
sustained period of time
✓Increase financial assets and opportunities to
build generational wealth
✓Promote pathways for mobility and resilience at
the individual, family, and community level
✓Fill in gaps of existing public assistance programs
Recommended
priority populations
•Youth transitioning out of foster care
•Unhoused & unstably housed residents
•Residents returning to the community
after incarceration
•Families with young children that are
experiencing financial hardship
Youth transitioning out of foster
care are at very high risk
•More than 1 in 4 former foster youth in CA reported
experiencing at least one night of homelessness in the past
two years
•In Contra Costa, 15% of the 2,843 adults experiencing
homelessness represented in the 2024 PIT Count were former
foster youth
•When youth age out, they are abruptly disconnected from
services and supports
This Photo by Unknown Author is licensed under CC BY-SA
Source: Courtney, et al., Chapin Hall at the University of Chicago, 2020
How can guaranteed
income help youth?
•Guaranteed income is a bridge to help guide
them toward greater financial security and,
ultimately, greater self-sufficiency.
•A period of 18 months is enough time to
pursue an apprenticeship, finish college, or
find housing.
This Photo by Unknown Author is licensed under CC BY
What can we learn
from other pilots?
•Participants in Santa Clara’s first cohort increased
enrollment in school, increased engagement in
full-time employment, and reduced their rent
burden
•Based on robust positive outcomes to date, Los
Angeles County, the City of Los Angeles, and the
State of Washington have launched or are
considering launching pilots for this population
This Photo by Unknown Author is licensed under CC BY
Unhoused & unstably
housed residents
•Affordable and stable housing is associated with
positive individual outcomes and numerous
societal benefits
•Homelessness creates significant negative health
outcomes
•During 2023, Contra Costa’s Continuum of Care
served 9,632 households (14,002 individuals),
reflecting a 28% increase from 2019
How can guaranteed
income help prevent
homelessness?
In a statewide survey of 3,200
people experiencing homelessness,
70% of respondents said they could
have avoided homelessness if they
had an additional income of $300-
$500 per month
Source: Kushel, M., and University of California, San Francisco Benioff
Homelessness and Housing Initiative, 2023
What can we learn
from other pilots?
•Pilots focused on unhoused and unstably housed residents are
happening in Austin, Chicago, Denver, San Francisco, San Mateo,
Santa Clara, Somerville, and Vancouver
•“Health Currency” pilot in Alameda, Santa Clara, San Mateo, San
Francisco, and Santa Cruz counties will support 1,100 households
exiting rapid rehousing with monthly cash payments for 12
months.
•Vancouver public sector cost savings: $405,000 over 12 months
•Denver public sector cost savings: $589,214 over 12 months
This Photo by Unknown Author is licensed under CC BY-SA
Residents returning to the
community after incarceration
•Returning individuals experience significant barriers to
financial security, employment, and housing
•This fuels a revolving door between poverty,
homelessness, and incarceration
•With gaps in work experience and education, formerly
incarcerated individuals are often relegated to menial,
dangerous work for predatory wages.
•After incarceration, hourly and annual earnings decrease
by 11% and 40%, respectively (Diekhoff, 2015)
How can
guaranteed
income help?
In 2022-2023, the State of
California invested $52.5 million
in one-time funding to develop
the Helping Justice-Involved
Reenter Employment (HIRE)
initiative, of which 30% can be
used for unrestricted payments
What can we learn
from other pilots?
Gainesville pilot results:
• 43% reduction in financial-related probation
violations
•Increased financial stability, employment, and
food security
•Participants felt more secure and less stressed
Santa Clara invested $4 million in a pilot for its
reentry population, using AB 109 and ARPA funds
Families with young children
are experiencing financial
hardship
•Rising housing, childcare, and other costs of
living significantly affect family stability and
children’s well-being
•Many families receive public benefits, but many
who do not qualify for benefits still struggle to
make ends meet
•ALICE population: Asset Limited Income
Constrained Employed
Photo: Monument Impact
How can
guaranteed
income help?
Research has shown that a
dual-generational approach
to reducing poverty and
increasing financial security
helps both parents and
children to thrive
This Photo by Unknown Author is licensed under CC BY-NC
What can we
learn from other
pilots & initiatives?
Significant and varied benefits as a result of:
•Expanded Child Tax Credit
•Rx Kids
•Baby bonds
•Numerous GI pilots prioritizing families
and pregnant mothers
Budget model for GI implementation in Contra Costa
PROGRAM COMPONENT, QUANTITY, DURATION COST
Direct payments of $1,000/month to approximately 250 residents
for 18 months
$4,500,000
EHSD administration costs at approximately 10% (includes
program oversight, RFP/grants management, evaluation,
community engagement [including language access])
$500,000
Community-based organizations: staffing/administrative costs to
plan, launch, and implement 3-4 different GI pilots over 18
months (3-4 organizations total)
$750,000
TOTAL BUDGET $5,750,000
i Red ces po ert
i Increases eq it
i Ele ates racial j stice
i Alle iates s ffering
i Increases financial and food sec rit
i B ilds health families and comm nities
WHAT DOES WHAT DOES GUARANTEED INCOMEGUARANTEED INCOME
MAKE POSSIBLE?MAKE POSSIBLE?
COMMUNITY INVESTMENT
BELONGING
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EN REPRENE R HIP
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COLLEGE
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PROMO ION
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BRIGH ER F RE
trust
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DIGNI
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“I am now convinced that the simplest approach
will prove to be the most effective – the solution
to poverty is to abolish it directly by a now widely
discussed measure: the guaranteed income.”
- Dr. Martin Luther King, Jr.
This Photo by Unknown Author is licensed under CC BY-SA
Appreciation
•We thank the Board of Supervisors and EHSD for creating this
opportunity for public learning and input about GI
•We appreciate the members of the Contra Costa Guaranteed
Income Coalition, whose contributions as GI practitioners,
advocates, and thought partners have been invaluable
•Gratitude to the Y&H Soda Foundation for funding this report
and local pilots
Potential additional
funding from AB 109
The Community Advisory
Board (CAB) to the Community
Corrections Partnership has
recommended that
$1 million from AB 109
reserves be allocated to fund a
guaranteed income pilot for
the reentry population in
Contra Costa
Funding is needed to pilot a Guaranteed Income
program for justice-involved individuals.
These additional resources provide basic needs
assistance and offer opportunities toward greater
economic security.
Program design and service delivery would be
procured through a competitive bidding process
(RFP).
AB 109 Specific Information
✓Formerly incarcerated people
disproportionately face major financial
hardship, including trouble finding jobs and
housing. This cash can be used to find or keep
stable housing, pay fines and fees to avoid
reincarceration, invest in education, or anything
people need to assist in reentry.
✓Benefits extend to the entire local economy as
money is spent on neighboring businesses.This Photo by Unknown Author is licensed under CC BY-NC
BIG!GOGOcoco
October 22, 2024
Comment Studio’s Guaranteed Income Pilot
CoCo Go BIG:
Loren Dalbert, Program Manager
Focus areas:
Ideation & Design
Implementation
Documented Impacts
Community-Driven Experiences
Pilot ran in Antioch, CA from January to June 2024
CoCo Go BIGCommunity-driven guaranteed income pilot
Pilot Ideation and Design
Community-led initiative by Comment Studio members as
participants and practitioners
$50,000 allocated for community service projects, GI sprang up
out of regular community discussion
Focus on supporting 20 adult resident leaders and 10 transition
age youth (TAY)
Collaborative planning informed by immediate community needs,
lived experience, and research
Multi-generational input shaped pilot structure, implementation,
and ongoing community space
Pilot Implementation and Mechanics
Payments of $400/month for adults, $200/month for TAY
Distributed via debit cards through Community Financial
Resources
Addressed financial needs without complex administrative
burden
Challenges: public benefit restrictions, limited waivers, time
constraints
Enrollment of 30 participants; lean operational structure with
optional supportive services and community space
Documented Impacts from External Evaluation
Majority of funds spent on:
Financial well-being improved: 35% paid bills on time vs. 14% baseline
Reduction in debt and increased savings for participants
Mental health benefits: reduced financial stress and improved sense
of control
Housing (29%) Food (37%) Utilities (67%)
Participant Experiences: Zoe
Retired public worker having done everything right
Resident leader
Used funds for healthier groceries and personal savings
Achieved financial relief and peace of mind
Now a guaranteed income advocate
24-year-old, transition age youth living in
transitional housing
Used funds for job search, clothing, and food
Financial stability helped reduce daily stress
Established emergency savings
Participant Experiences: Juan
Participant Experiences: Jane
Mother of three, resident leader, survived domestic
violence, navigating complex trauma
Guaranteed income provided safety and housing security
Enabled debt repayment, healthier food purchases
“Life-changing” impact on her and her children’s future
Increased awareness of the GI pilot
process, including limitations driven by
civic engagement and policy
Practitioner Experiences
Stronger sense of belonging: increased empathy and
involvement in the resident community
Increased capacity for advocacy and opportunity
Advocating for the well-being of peers of all ages and
backgrounds despite differences
Community-Driven Experiences
Conclusion
The CoCo Go BIG GI pilot showed real impacts on financial
stability and well-being
Community-led design was key to success
Guaranteed income provided immediate relief and long-term hope
for residents of Antioch
Activated lifelong advocates and storytellers to change the
narratives in our community
Potential to scale as a transformative tool for social change
ELEVATE Concord:
Monument Impact’s Family Economic Equity Pilot
Julia Quintero, Project Manager
ELEVATE Concord: Monument Impact’s Family Economic Equity Pilot
In partnership with the City of Concord
1.5M in ARPA funding supported this program
Other fundraising partners: Latino Community Foundation, Y&H Soda
and Community Financial Resources
Financial Partner: UpTogether
$500/month for 12 months + $2500 at the start to help stabilize 120 families
Criteria:
Single parents who are Concord residents
Have at least one child under 12 years old
Earns $55,000 or less annually
ELEVATE Concord: Monument Impact’s Family Economic Equity Pilot
MI saw the need through walk-ins at our Monument office, community
members needed money for rent, food and other basic needs
50+ calls a week
Developed through months of community outreach
Focus groups with the Contra Costa GI Working Group
Public comment from community members during City Council
meetings
ELEVATE Concord: Monument Impact’s Family Economic Equity Pilot
Outreach and Application Process:
Outreach conducted at various elementary schools and local
markets in Concord
Applications were done in person and all criteria documents were
verified by MI Staff
After selection, all participants attended an orientation session to learn
more about the program and MI
ELEVATE Concord: Two Year Evaluation
To see the impacts of the program we are working with Dr. Rosa Maria
Sternberg on a two (2) year evaluation, which includes qualitative and
qualitative data collection
Evaluating data on six (6) categories:
Housing Stability, Finances, Education, Health, Time Spent with Family,
Community Engagement
Stress and Anxiety
Surveys are sent quarterly and storytelling sessions are held at the start and
end of the year
ELEVATE Concord: Application DataMonument Impact’s Family Economic Equity Pilot
Average Rent
73%
$21,444
Live in 94520
Median Income
$1,334*
*Almost 46% of
participants
rent rooms
On average,
participants have
2 children
Over 250 children
96% are mothers
4% are fathers
On average, parents are
35 years old
0 20 40 60 80 100 120
Housing
WIC
MediCal
CalWORKs
CalFresh
SSI
White - Latin American
Other Two or more races
88%
Latinx
How has ELEVATE Concord helped you...
I N V O L V E M E N T W I T H M I
6 8 %
Education:Family Life
Employment Mental Health
87%
58%
75%
Paying rent
Paying bills
Buying Food
Manage Finances
Learning a New Skill
Back to School
54%
34%
16%
66%
Buying Medications
:19%
Pay for
Childcare
Activities
for kids :16%
:82%
Spend
more time
with kids
:39%
Participate
in family
acitivies
Ability to
Change to better paying job
Staying at current job
Get a job
60%5%
2%
Compared to the first quarter,
ELEVATE Concord participants
have seen a reduction in stress levels.
Overall, most participants reported that
ELEVATE met their expectations by providing
them with assistance paying rent & bills, buying
medication, & groceries.
EVALUATION DATA FROM Q2-2024
June 2024
n =98
ELEVATE Concord: Evaluation Findings So Far
9% of survey responses said this money helped them avoid eviction
0 participants were evicted in comparison to the 14% in Q1
75.5% of participants have jobs compared to 69.9% in Q1
13.3% said ELEVATE Concord helped them find medical insurance
MI is partnering with the county in Medi-Cal enrollment outreach
Community Engagement
17 participants attended our Mentes Positivas en Accion Courses
5 participated in our Arts and Culture projects
Slight decrease in reported stress levels
ELEVATE Concord: Participant Stories
BIG!GOGOcoco
Thank you.
Photo credits: Monument Impact, Creative Commons
Implementing Guaranteed Income in Contra Costa
A Primer and Roadmap to
Strengthen Our County’s Safety Net
by Dr. Rachel Rosekind
October 22, 2024
2
TABLE OF CONTENTS
EXECUTIVE SUMMARY ........................................................................................................... 4
INTRODUCTION AND OVERVIEW ......................................................................................... 16
RECOMMENDED BOARD ACTIONS TO IMPLEMENT GUARANTEED INCOME IN
CONTRA COSTA COUNTY ..................................................................................................... 19
WHAT IS GUARANTEED INCOME AND HOW DOES IT BENEFIT PEOPLE AND
COMMUNITIES? .................................................................................................................. 21
Core principles and practices of guaranteed income
Guaranteed income as a path to inclusive prosperity
Prioritization, prevention, and promotion
Breaking intergenerational cycles of poverty: The high costs of low incomes
HISTORICAL PRECEDENTS AND CURRENT MOMENTUM ....................................................... 34
The origins and trajectory of political and public support
Expanding, strengthening, and reimagining the social safety net
THE POWER AND PROMISE OF GUARANTEED INCOME ........................................................ 46
A growing body of research documents the diverse benefits of guaranteed income
Guaranteed Income Pilots Dashboard
Key findings from pilot evaluations
GUARANTEED INCOME PILOTS IN CONTRA COSTA COUNTY AND CALIFORNIA ..................... 55
Guaranteed income in Contra Costa County
Contra Costa County pilots
Comment Studio’s CoCo Go Big pilot
Monument Impact’s ELEVATE Concord pilot
Sampling of publicly-funded pilots in California
WHY DOES CONTRA COSTA COUNTY NEED GUARANTEED INCOME? ................................... 65
Income inequality is a racial equity issue
Income inequality has increased since the start of the pandemic
Residents throughout Contra Costa County struggle with housing and living costs
In Contra Costa County, working full-time does not guarantee financial security
GUARANTEED INCOME PILOT DESIGN ................................................................................. 74
Design elements
Baseline goals and values
Intended outcomes
Pilot administration and evaluation
3
Enhancing participant support and success through resource connections and services
Ensuring a soft landing for participants
RECOMMENDED PILOT ELIGIBILITY REQUIREMENTS AND PRIORITY POPULATIONS FOR
CONTRA COSTA COUNTY ..................................................................................................... 84
Population selection criteria and methodology
Priority population recommendations
Youth transitioning out of foster care
Unhoused or unstably housed residents
Individuals returning home after incarceration
Families experiencing economic vulnerability
FINANCIAL MODELING AND RECOMMENDED BUDGET FOR CONTRA COSTA COUNTY
PILOTS ............................................................................................................................... 107
CONCLUSION AND AKNOWLEDGEMENTS .......................................................................... 109
APPENDIX I: GUARANTEED INCOME PILOT PROFILES…………………………………………………………111
APPENDIX II: GUARANTEED INCOME PILOTS IN THE UNITED STATES…………………………………120
APPENDIX III: GUARANTEED INCOME PILOTS IN CALIFORNIA…………………………………………….147
APPENDIX IV: BIBLIOGRAPHY AND RESOURCES…………………………………………………………………161
4
Implementing Guaranteed Income in Contra Costa:
A Primer and Roadmap to Strengthen Our County’s Safety Net
by Dr. Rachel Rosekind
October 22, 2024
EXECUTIVE SUMMARY
At the April 2024 County budget hearing, the Board asked the Employment & Human Services
Department (EHSD) to work with the community to plan a public workshop on guaranteed
income, which was subsequently scheduled for October 22, 2024. This report is intended to
serve as a companion to that hearing. It is also a stand-alone resource to inspire County and
community leaders and stakeholders to envision and act on this proven and innovative strategy
to lift up local families and communities while addressing persistent economic and racial
inequities.
This report was commissioned by Ensuring Opportunity and prepared by Dr. Rachel Rosekind in
response to growing interest from Contra Costa’s Board of Supervisors, County staff,
community organizations, residents, and other stakeholders in exploring public investment in
guaranteed income (GI) programs in Contra Costa. The purpose of the report is to compile and
share the field’s best practices and emergent evidentiary base. It presents a roadmap and
specific recommendations to help County and community leaders design, implement, and
evaluate effective guaranteed income pilots in our County. It also provides extensive data on
current and completed guaranteed income pilots in Contra Costa, throughout California, and
nationally. The report’s appendices provide information on guaranteed income pilots
throughout the country and an extensive bibliography and resource list.
Recommendations for action
Based on a careful analysis of local needs, gaps, and opportunities, this report recommends
that the Board of Supervisors approves eight specific actions to advance the implementation of
publicly-funded guaranteed income pilots in Contra Costa County:
1. Allocate $5.75 million in Measure X one-time funds to plan and launch guaranteed
income pilots countywide, using the following financial model:
• $4.5 million for direct payments of $1,000/month for 18 months for approximately
250 residents countywide
5
• $500,000 to Employment & Human Services Department for program oversight,
grants selection and management, pilot evaluation, and community engagement
• $750,000 for community-based organizations to plan, launch, administer, and staff
3–4 guaranteed income pilots over 18 months
2. Prioritize the following four populations to participate in the pilots: youth transitioning
out of foster care, residents who are unhoused or unstably housed, residents returning
to the community after incarceration, and families with young children (ages 0–6) who
are experiencing significant financial hardship.
3. Structure the pilots to provide pilot participants with up to $1,000 per month for 18
months, based on local needs and best practices.
4. Establish the following eligibility criteria: participants must be Contra Costa residents
during the pilot, and they cannot concurrently participate in another guaranteed income
program.
5. Create a process for County leaders and residents to collaborate on soliciting and
selecting community organizations to implement the guaranteed income pilots.
6. Obtain available income exemptions from the State to ensure that pilot participants
avoid financial harm to the greatest extent possible during their participation.
7. Join the Counties for Guaranteed Income (CGI) Coalition to access technical support and
resources.
8. Designate the Board of Supervisors’ Equity Committee as the body to oversee and
advise on the planning, implementation, and evaluation of the new pilots.
What is guaranteed income and how does it benefit individuals and communities?
Guaranteed income is rooted in three simple ideas: that every human being has inherent
dignity and worth; that every person deserves to have their basic needs met and the
opportunity to thrive; and that unrestricted and unconditional income empowers people to
decide how to meet these needs and how to leverage the funds to work best in their unique
circumstances.
As the name implies, guaranteed income (GI) provides a direct, stable, and flexible source of
income for participants. It supplies an economic floor, via regular payments, for an individual or
6
family that reduces financial stressors and barriers, and thereby affords them the opportunity
to make deliberate choices, gain breathing room, and move beyond surviving to prioritizing and
thriving.
Pilots are intentionally designed to support individuals and uplift populations that have
experienced systemic harms and inequities and structural barriers to opportunity and
prosperity. Pilots have focused specifically on Black mothers, foster youth, unhoused or
unstably housed individuals and families, students, formerly incarcerated individuals, survivors
of gender-based and domestic violence, and economically marginalized residents in certain zip
codes or income thresholds.
Guaranteed income is defined by the following core principles and practices:
• Direct and recurring payments: Cash payments are distributed to a defined population
for a set amount of time. Monthly payments typically range from $300–$1,800 for
periods that can range from six months to three years.
• Unrestricted: Participants are not restricted in their spending; they can use the funds to
purchase items and pursue opportunities that they believe merit the investment.
• Additive: Guaranteed income funds are intended to supplement, not supplant or
diminish, other income, whether from employment or public benefits.
• Unconditional: There are no work requirements or program/service participation
requirements to receive the payments, although many pilot programs offer optional
services and supports.
A core commitment to individual agency, dignity, and flexibility has been key to guaranteed
income’s success across distinct and diverse populations. While some participants may use the
cash for car repairs, others pay down debt, start a business, or go back to school. Data
consistently show that the majority of participants’ spending is being used to meet their basic
needs, and that most people are using most of the funds to advance their self-sufficiency and
meet their self-directed goals. This junction is where program goals and participant actions
align beautifully, with guaranteed income serving as a bridge to meet baseline needs and forge
a path forward.
Guaranteed income is both a strategy to address acute problems, such as chronic hunger and
severe housing cost burdens, and an intervention to redress crippling structural disadvantages
and inequities, such as the well-documented racial wealth gap, that sustain disproportionate
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harms and negative outcomes for residents of color and their children. By targeting support to
disadvantaged and vulnerable populations and increasing opportunities for all community
members to step into their potential, guaranteed income pilots are building exit ramps out of
poverty and creating roads to opportunity. They are showing us what a society built on
equitable resourcing and opportunities looks and feels like.
A stable and steady source of income enables financially vulnerable residents to respond to
urgent needs and ensure they can be met for a critical period of time. Data from numerous
guaranteed income pilots show that a small amount of money can make all the difference
between housing or no housing, safe environments or unsafe environments, preventive
medical visits or emergency services, childcare or no childcare—and all of these factors directly
affect one’s ability to find and sustain employment and a person’s overall quality of life.
Pilot evaluations show consistently positive outcomes, from improved physical, mental, and
emotional health and family relationships to increased financial resilience, better jobs, safer
living conditions, and greater access to educational opportunities, for participants and their
children. Guaranteed income pilots have generated a solid base of evidence that is
strengthening the case for us to imagine a bigger, bolder safety net that builds individual and
community health and sustains the hope of residents and their communities. Local successes
are spurring deepened commitments, conversations, and investment at the state and federal
levels.
Guaranteed income is gaining momentum and generating evidence of success
The concept of guaranteed income is inspiring long-overdue conversations about who deserves
our public support and what collective responsibility we hold for building communities in which
everyone has the opportunity to thrive and belong. These forms of narrative change and policy
reframes are fundamental to the broader work of equity and repair and are inextricably related
to the ways in which we conceive of and structure public benefits, determine eligibility for
them, and build support for their implementation. In response to guaranteed income’s impact
on housing, food security, and financial well-being, public benefits administrators are
experimenting with integrating more direct cash into existing safety net programs, in
recognition that this is often the most efficient and effective mechanism to provide individuals
and families with the flexibility they need.
Guaranteed income has been a topic of discussion and experimentation for many years. During
the 1960s, the movement leaders of the National Welfare Rights Organization urged Dr. Martin
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Luther King, Jr. to support GI as a crucial strategy for ending poverty, achieving racial equity,
and promoting human dignity. In the past five years, it has become increasingly clear that
endemic poverty, escalating income inequality, and pervasive economic precarity are fraying
our social fabric and placing increasing strain on Americans of all backgrounds and ages. This
same period has propelled renewed reckoning with historical legacies and persistent patterns
of racial discrimination and oppression. These twinned issues and convergent policy domains
have brought us full circle to the centrality of economic justice within the Civil Rights
Movement and have propelled a surge of interest and investment in guaranteed income
programs throughout California and nationwide.
Researchers around the world have long been studying how guaranteed income promotes
economic stability and overall health and well-being. They are evaluating how people are able
to reduce debt, pay rent or mortgage on time, build savings, and gain employment as well as
how guaranteed income impacts parenting and children’s educational achievement, mental and
emotional health, goal-setting, and public services and sectors. The guaranteed income
movement has leveraged these global successes to build a strong case for its relevance in the
United States, particularly given stubbornly pervasive disparities in wealth accumulation and
distribution and health outcomes. Today, more than 150 pilots have been implemented in 35
states. Over 59,000 people have benefited from guaranteed income nationwide; 12,000 of
them are California residents.
The Guaranteed Income Pilots Dashboard provides data on pilots that collectively have served
over 8,495 participants. This interactive tool is being used to document and track the
implementation of pilots throughout the country. The preponderance of research confirms that
most participants are primarily using their payments to pay for basic needs. This is not
surprising, given the rising cost of living, lagging wages, and entrenched structural inequities
that limit economic mobility. However, the data also show that guaranteed income is building
people up in other ways—through self-care; educational advancement; and time off from work
to attend an interview for a better job, chaperone a child’s school field trip, or volunteer in
community. It is providing the gift of time, discernment, and opportunity, allowing people the
freedom and flexibility to resist taking the first job that comes along and instead search for and
find one better suited to provide stability and fulfillment. It is broadening access—access to
excellence, education, equity, and economic thriving.
Years of intensive pilot evaluations and research have yielded compelling convergent findings.
Guaranteed income has proven to be effective in generating positive outcomes for individual
residents, families, and whole communities in the following nine key arenas:
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• Greater economic security and financial well-being
• Increased workforce participation
• Higher educational attainment and improved educational performance
• Increased public safety and lower public sector costs
• Generational impacts related to health, economic security, and education
• Sustained and stable housing
• Improved health, including physical, psychological, and emotional well-being
• Increased civic engagement and social belonging
• Elevated quality of life, including feelings of hope and agency
The stabilizing effects of guaranteed income have evidentially produced immediate benefits
that lead to foundational long-term gains, such as education and employment advancement,
reduced housing insecurity and justice involvement, improved health, and increased asset-
building.
Guaranteed income is a key strategy to expand and strengthen Contra Costa’s safety net
The growing GI movement has inspired several pilots in Contra Costa County. These smaller
demonstration programs are bolstering our county’s safety net and lifting up community
members. But there is an urgent need for more residents to benefit from this type of direct,
flexible, and stable financial support. Escalating inequality and wealth disparities paint a stark
picture of two different Contra Costa Counties, where some residents keep prospering and
others never stop struggling. Over the past few years, Contra Costa residents have spoken up
consistently in various forums about the rising costs of living and the increasing challenges of
making ends meet. Many are living on the edge of an emergency, without a sufficient buffer to
insulate them in times of unexpected crisis, let alone invest in their futures. Local data shows
that many Contra Costa residents struggle to meet their basic needs, even when working full-
time. Hardship is widespread across the county, and yet notable racial and ethnic disparities
impact pathways to opportunity and signal deeper systemic barriers, harms, and gaps.
County residents who attended the Contra Costa Guaranteed Income Working Group 2023
community forums and focus groups relayed that income volatility, housing burden, and
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perennially rising costs of living exacted tolls on their health and their families and prevented
them from making calculated financial decisions. This scenario is commonly expressed by the
tens of thousands of pilot participants to date. Because guaranteed income provides a fixed and
consistent amount of money each month, pilot participants have predictable cash flow with
which to plan and budget. This novel context has opened doors to active goal-setting, savings
opportunities, and much more.
The recommendations for Contra Costa’s pilot design, goals, and intended outcomes utilize a
targeted universalism lens—i.e., honoring that we all deserve abundant resources to help us
lead healthy, fulfilling, and prosperous lives, but recognizing that we are all situated differently
with regard to the opportunities to secure these resources. This conceptual and pragmatic
framework uplifts shared values and aspirations and encourages us to actualize their universal
attainment through strategic, equity-centered investments.
Implementation of a publicly-funded guaranteed income program in our county is built upon
the following universal goal: All Contra Costa residents should have the resources and
opportunities they need to thrive. Many of our residents are struggling to get by, lacking
sufficient and flexible financial resources to sustain themselves and their families and thereby
being forced to hierarchize basic needs and navigate scarcity. This problem warrants a targeted
response. Guaranteed income is a promising policy pathway for local governments to directly
support and invest equitably in their residents so they can tap into more resources and
opportunities.
While this universal goal is ambitious, and cannot be fully achieved through a small-scale pilot,
designing specific implementation strategies in its service moves us closer to universal
realization. These commitments also embed an infrastructure of care and recognition of shared
humanity into public policymaking and funding decisions, paving the way for transformative
changes that fortify our county’s collective well-being and affirm its diversity.
A county-funded guaranteed income program will strengthen our local safety net by amplifying
and supplementing existing services and benefits. It will also advance and deepen the County’s
commitment to building a more inclusive and equitable community. The ripple effect of this
support will impact the circumstances and trajectories of Contra Costa residents and
communities far beyond those 250 households. It has the capacity to transform the futures of
their children and grandchildren, protect their elders from harm, strengthen the fabric of their
communities, and, cumulatively, build a more resilient, intergenerationally thriving, and
inclusive county.
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Given California’s implementation of a statewide pilot and the Legislature’s endorsement of
guaranteed income as a strategy to address economic and social vulnerability, Contra Costa
County has a unique and timely opportunity to influence state policy discussions and decision-
making. This means that the investment of County funds will have a tangible, far-reaching, and
lasting impact locally while simultaneously helping to build the evidentiary and advocacy basis
for further expansion and scaling. This prospect entails shifting from a scarcity lens that focuses
on the limited number of residents who can be supported through a $5.75 million investment,
to regarding this pilot as a platform to institutionalize policy and build support for an
abundance agenda, where everyone has access to ample resources and opportunities to build
healthy futures and families. In this framework, guaranteed income is a critical strategy to
instantiate and institutionalize a more equitable and inclusive vision of social welfare and
intergenerational thriving.
A flexible tool with wraparound supports
Guaranteed income is proving to be a flexible and multi-dimensional tool to attain advanced
education, support entrepreneurship, promote health, and strengthen families. It is helping
people manage unplanned emergencies, moments of crisis, and destabilizing life transitions. It
is working to preserve local diversity by addressing disparities head-on and supporting people
from all backgrounds to live and thrive in their home communities. It is affording a baseline
level of assistance that ensures residents do not have to forgo one basic need to meet another.
It is an essential component of a visionary toolkit for building brighter, more equitable futures.
Thoughtfully-designed pilots wrap opportunities for services and support around participants.
In other words, “no strings” does not mean “no services.” Many pilots report in their
quantitative data and participant stories that the addition of these optional resources boosts
their uptake and effectiveness, providing compelling evidence that individual choice and agency
matter and that people avail themselves of opportunities when aligned with their needs, goals,
and capacities.
Not only is supportive scaffolding a best practice to enhance participants’ self-sufficiency and
connectedness, it also provides additional stability mechanisms that can help advance their
goals long after the pilot ends. Moreover, many pilots offer proactive post-pilot support,
connecting participants with continued services and resources, such as employment assistance,
educational opportunities, and long-term housing programs, to ensure they sustain
the progress and gains made during the pilot. Our goal is to position Contra Costa’s pilot
participants to achieve lasting stability long after pilots conclude.
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Guaranteed income is not a panacea; it is not a singular solution to any social ill or individual
circumstance. Rather, it is a potent strategy and pointed tool within a larger vision of societal
welfare that centers equity, prevention, and security. Its systems-level focus shifts the locus of
attention and intervention from an individual’s actions to systemic obstacles and impacts. This
is in line with two key tenets: (1) poverty is a systemic failure, not a personal one and (2)
guaranteed income is not (nor is it intended to be) a silver bullet; its implementation should
signal and be integrated with simultaneous (and often synergistic) efforts to improve other
public systems and supports.
Guaranteed income disrupts generational harms and lowers barriers to prosperity
Economic insecurity is a pervasive agent of harm threaded through all life phases that manifests
across generations—resulting in not just material deprivation but theft of human potential. A
preponderance of research demonstrates the value and criticality of early intervention in
promoting health and well-being and the present and future costs—both individual and
societal—that accrue with childhood and neighborhood poverty. These related research
areas—individual gains, generational effects, and societal detriment—furnish the basis for
numerous GI pilots that center families and caregivers. They are also at the core of a larger
movement to advance dual-generation policy design, systems reform, and outcomes
evaluation.
Research has documented that the residential zip code where an individual grows up is more
predictive of social mobility and economic fate than any other national metric. Disinvestment in
communities engenders diminished access to resources and supportive infrastructure,
impacting the ability to succeed of the people growing up and living there and perpetuating
generational disadvantages. Further, the notion of meritocracy and narratives of deservedness
belie the reality of pervasive networks of social advantage alongside corrosive and interlocking
systems of disadvantage. Socioeconomic status and neighborhood-level resourcing all too often
fix destinies and preempt mobility; they also limit societal advancements. Guaranteed income is
part of a broader pushback against entrenched and invisible narratives that limit our potential
as individuals and our well-being as a community.
The pandemic-era expanded federal Child Tax Credit (CTC)—essentially the largest guaranteed
income pilot in history—kept 3.8 million children out of poverty and triggered the largest
decline in child poverty on record, especially for Black and brown children. Although the federal
government declined to continue this massively successful intervention, states have stepped up
by expanding existing credits or creating new ones. In all states collectively, these credits
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amount to a multibillion-dollar investment in children and dual-generational approaches to
economic security. Baby bonds programs are another innovative and tractable upstream
investment to promote healthier futures, build intergenerational assets and mobility, redress
racial wealth disparities, and save public sector costs associated with diminished economic
security and financial precarity.
Even with two working parents, Contra Costa’s families are struggling; the high costs of housing,
childcare, and other basic needs renders many of them financially strapped and chronically
stressed. This pervasive insecurity has a spillover effect on their children’s lives, imperiling their
physical health, academic success, and emotional well-being. An equitable and inclusive
economy and society is one where all residents and their families—regardless of their
race/ethnicity, nativity, gender, income, religion, neighborhood of residence, ability, or other
characteristics—are able to participate and benefit from our collective prosperity and connect
to what should be shared resources and assets. Guaranteed income is laying a powerful
foundation and demonstrable springboard for meaningful and measurable change for
individuals, families, and communities.
Recommendations on pilot design, priority populations, eligibility criteria, and evaluation
• Pilot design considerations: All guaranteed income pilots share a common commitment
to prevention, harm reduction, and equity and seek to address the disproportionate
impacts of racism, economic vulnerability, and social marginalization. However, no two
pilots are identical, as each is designed to respond to local needs. Pilots vary in priority
population, disbursement amount, duration, total budget, evaluation type, and
administrative costs. Key design elements include program scale and scope, priority
populations, program duration, payment amount, total budget, funding sources,
participant outreach and recruitment, interaction with existing benefits programs, and
additional services and supports provided to participants.
• Program goals include contributing toward poverty alleviation, housing security, and
mental health; alleviating current financial hardship and economic volatility by providing
an income floor for a sustained period of time; promoting pathways for mobility and
resilience at the individual, family, and community level to ensure diversity does not
mean disparity in Contra Costa; increasing financial assets and opportunities to build
generational wealth; and providing flexible resources that fill in the gaps of existing
public assistance programs.
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• Priority populations: Guaranteed income pilots are intentionally designed to address
pronounced disparities in economic prosperity and wealth-building, the origins and
effects of generational poverty, the lived realities and collateral consequences of racial
discrimination, and the systemic under-resourcing of low-income communities and
communities of color. Many pilots prioritize populations where small investments at
critical life stages or thresholds, particularly those that are potentially destabilizing, can
make large differences in promoting positive outcomes. Our extensive data analysis (see
full report for details) aligns with this approach and grounds our recommendation that
Contra Costa County pilots focus on the following four populations:
1. Youth transitioning out of foster care
2. Residents who are unhoused or unstably housed
3. Residents returning to the community after incarceration (Note: The Community
Advisory Board to the Community Corrections Partnership has recently
recommended the allocation of $1 million in AB 109 excess funds to launch a
guaranteed income pilot for community members returning from incarceration;
we strongly support that recommendation.)
4. Families with children ages 0–6 who are experiencing significant financial
hardship.
• Eligibility criteria: Participants must be Contra Costa residents and cannot be
concurrently participating in another GI program.
• Evaluating pilot outcomes: Pilot evaluations assess the individual outcomes and
collective benefits derived from unrestricted, unconditional cash support. Evaluation
costs vary depending on project scope, types of data collection, and other factors.
Survey instruments capture data on participant- and family-level outcomes and assess
both quantitative effects, e.g., impact on rent burden or ability to pay bills on time, as
well as qualitative and nuanced outcomes, such as increased goal-setting and indicators
of individual agency and family well-being. Our request is presented as part of a larger
initiative to strengthen our social safety net. Accordingly, the evaluation should also
identify strategies for policy and programmatic changes that can sustain and
institutionalize some of the strongest benefits to residents evidenced through the
pilot. Specifically, we hope that evaluation questions and results will help generate ways
to expand accessibility and reduce barriers to public benefits and resources as well as
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suggest opportunities to reimagine and widen our safety net. This expectation is in line
with the recognition that while the number of residents who will be directly impacted
by this pilot is relatively small compared to the number of those who would be eligible
for it, the evaluation should have significant and sustained influence on future program
design, policy decisions, and fiscal allocations.
Conclusion
This report, our guaranteed income pilot funding request, and our presentation to the Board
acknowledge the importance of public assistance (as does the guaranteed income movement as
a whole) while simultaneously exploring how and why our current public benefits landscape
does not work for all and is not sufficient to meet the scale or scope of need. Building a
stronger and wider 21st century safety net means addressing and redressing the harms inflicted
by exclusionary practices and policies and acknowledging the high cost of contemporary living
and the burdens it places on an increasing number of residents, particularly residents of color.
Strengthening the safety net does not mean erasing or replacing it, but rather supplementing
our current slate of benefits for those who are disproportionately impacted by economic
insecurity, racial disparities, and other compounding vulnerabilities and expanding it to provide
a boost and bridge to those who need it most. This reimagined social safety net creates a
bolder, more inclusive, responsive, holistic, and realistic support system to promote thriving
people and communities.
With a wealth of local knowledge, available funding via Measure X, and demonstrated and
growing community support, Contra Costa County is well positioned to expand the number,
reach, and impact of local guaranteed income pilots. This will, in turn, increase positive
economic and well-being outcomes for many more residents and families who are among the
most vulnerable people living in our county—youth transitioning out of foster care, residents
who are unhoused or at risk of becoming unhoused, residents re-entering the community from
incarceration, and families who are experiencing significant financial hardship.
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Implementing Guaranteed Income in Contra Costa:
A Primer and Roadmap to Strengthen Our County’s Safety Net
INTRODUCTION AND OVERVIEW
At the County’s annual budget hearing on April 23, 2024, the Board of Supervisors heard
significant public testimony, including from the Measure X Community Advisory Board
leadership, requesting that the County invest funds to implement guaranteed income (GI) pilots
as a key strategy to address persistent economic insecurity, disparities, and suffering in our
community. On May 21, 2024, at the budget adoption, the Board directed the Employment &
Human Services (EHSD) Director, Dr. Marla Stuart, to work with the community to plan a public
workshop on guaranteed income to be held at a future Board meeting, with the goal of
educating County Supervisors and the public on the definition and purpose of guaranteed
income and how it could be implemented in Contra Costa. That workshop was subsequently
scheduled for October 22, 2024.
This report was prepared by Dr. Rachel Rosekind, PhD, to provide Board members and the
public with baseline information about guaranteed income and help the County and community
plot the path forward to envision, plan, and implement successful new guaranteed income
pilots in Contra Costa. The report reflects Dr. Rosekind’s expertise in the field of guaranteed
income, economic justice, and racial equity and her deep commitment to co-creating a county
where all residents and communities can access the resources and opportunities they need to
thrive. The report was commissioned by Ensuring Opportunity (an initiative of RCF Connects)
and funding was generously provided by the Y&H Soda Foundation.
In addition to the research and data analysis conducted by Dr. Rosekind, the benchmarks and
recommendations contained in this report were informed by a broad variety of input gathered
from local residents, guaranteed income practitioners and participants, and other stakeholders
over the past two years, including:
• The 300+ residents who participated in listening sessions and focus groups hosted by
the Contra Costa Guaranteed Income Working Group and the 200+ residents who
responded to an online survey
• Foster youth who participated in focus groups with resident leaders, community-based
organizations, and advocacy organizations who comprise the membership of the
Collaborative Advocacy & Power Partnership cohort
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• Members of the public who testified at Measure X Community Advisory Board meetings
about the importance of expanding the number of guaranteed income pilots in Contra
Costa
• Members of the Community Advisory Board to the Community Corrections Partnership
and advocates and practitioners who testified about the value of guaranteed income for
formerly incarcerated individuals
• Panelists who presented at the May 20, 2024, community webinar on guaranteed
income, hosted by Ensuring Opportunity, including local guaranteed income pilot
leaders and participants from the California Abundant Birth Project, Comment Studio,
First 5 Contra Costa, Just Income, and Monument Impact
• Conversations with GI pilot evaluators, implementers, participants, and researchers
from across the Bay Area, California, and the nation, with the goal of gleaning best
practices and recommendations to consider in Contra Costa
Overview of report content
This report begins by providing recommendations to the Board on the specific steps necessary
to fund, plan, and implement guaranteed income pilots in Contra Costa.
The subsequent section includes a foundational primer on guaranteed income, including core
principles and practices; guaranteed income as a path to inclusive prosperity; GI’s focus on
prioritization, prevention, and promotion; and the value of guaranteed income and financial
security in breaking intergenerational cycles of poverty.
The next section provides an overview of the historical precedents of guaranteed income; the
origins and trajectory of political and public support; and the current momentum toward
expanding, strengthening, and reimagining the social safety net.
The following sections describe the guaranteed income landscape in Contra Costa, including
information on current GI pilots; an overview of publicly-funded pilots in California; data on
income inequality, racial/ethnic disproportionality, and high costs of living; and how this
growing body of evidence can help to address the persistent economic and racial disparities
that our County is committed to improving.
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The final sections provide recommendations on pilot design, eligibility requirements, priority
populations, and financial modeling for the County’s implementation of a guaranteed income
program.
The appendices contain a wealth of additional information, including profiles of several GI
pilots, documentation on U.S. and California pilots, and an extensive bibliography and resources
list.
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RECOMMENDED BOARD ACTIONS TO IMPLEMENT GUARANTEED INCOME
PILOTS IN CONTRA COSTA
The following recommendations provide a rationale and roadmap for the County to implement
publicly-funded guaranteed income pilots. As noted above, these recommendations
incorporate best practices in the field as well as the ideas and aspirations of numerous
residents and other stakeholders who provided valuable input, feedback, and inspiration.
1. Allocate $5.75 million in Measure X one-time funds to plan and launch guaranteed
income pilots countywide, including $4.5 million for direct payments to residents;
$500,000 to cover administrative costs for EHSD to anchor the program, perform and
coordinate community outreach, administer RFP/grants administration, and conduct
evaluations; and $750,000 to support staffing and administrative costs for community
partners to implement pilots and provide benefits counseling, stipends for survey
completion and programming participation, and additional supports and services in
alignment with their design and focus population.
2. Prioritize four specific populations of Contra Costa residents to participate in the
guaranteed income pilots, based on local, state, and national data:
a. Youth transitioning out of foster care
b. Residents who are unhoused or unstably housed
c. Residents returning to the community after incarceration (Note: The Community
Advisory Board to the Community Corrections Partnership has recommended the
allocation of $1 million in AB 109 excess funds to launch a guaranteed income pilot for
community members returning from incarceration. We strongly support that
recommendation.)
d. Residents with children ages 0-6 (due to the proven importance of early intervention
and emphasis of Measure X) who are experiencing significant financial hardship,
factoring local cost of living into eligibility criteria.
3. Direct EHSD to structure the pilots to provide up to $1,000/month for 18 months,
which has been shown to be a best practice to promote sustained outcomes.
4. Establish baseline eligibility criteria for residents to participate in a County-funded
guaranteed income pilot. Participants:
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a. Must be a Contra Costa resident, regardless of immigration and housing status
b. Must maintain Contra Costa County residency throughout the pilot program
c. Cannot concurrently participate in another guaranteed income program
5. Direct staff to collaborate with community stakeholders to create and implement an
RFP process that includes community members who will provide input on design,
review responses, inform the evaluation criteria and process, and assist with selection.
6. Direct staff to research and apply for income exemptions to be obtained from the
State.
7. Direct the County Administrator to arrange for Contra Costa to officially join the
Counties for Guaranteed Income (CGI) Coalition to enable staff to access technical
support, expertise, and varied resources. Appoint a member of the Board of Supervisors
(or their designee) to represent the County on this body.
8. Designate the Board of Supervisors Equity Committee as the body to oversee and
advise on the planning, implementation, and evaluation of these new guaranteed
income pilots in Contra Costa.
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WHAT IS GUARANTEED INCOME AND HOW DOES IT BENEFIT PEOPLE AND
COMMUNITIES?
Core principles and practices of guaranteed income
Guaranteed income is defined by the following core principles and practices:
• Direct and recurring payments: Cash payments are distributed to a defined population
for a set amount of time. Monthly payments typically range from $300–$1,800 for
periods that can range from six months to three years.
• Unrestricted: Participants are not restricted in their spending; they can use the funds to
purchase items and pursue opportunities that they believe merit the investment.
• Additive: Guaranteed income funds are intended to supplement, not supplant or
diminish, other income, whether from employment or public benefits.
• Unconditional: There are no work requirements or program/service participation
requirements to receive the payments, although many pilot programs offer optional
services and supports.
Guaranteed income1 is distinguished from Universal Basic Income (UBI) by its targeted
approach.2 Whereas a UBI provides an unconditional and unrestricted cash payment to
everyone, GI adopts an equity-based lens that prioritizes people and populations historically
excluded from social and economic well-being, most of whom continue to experience undue
financial hardship. Pilots have focused specifically on Black mothers, foster youth, unhoused or
unstably housed individuals and families, students, formerly incarcerated individuals, survivors
of gender-based and domestic violence, and economically marginalized residents in certain zip
codes or income thresholds.
Guaranteed income is rooted in the simple idea that every human being deserves to have their
basic needs met, no matter what, and that unrestricted and unconditional income empowers
individuals and families to decide how to meet these needs and to leverage the additional
funds to work best in their unique circumstances. This flexibility has been key to guaranteed
1 Guaranteed income is also often called guaranteed basic income.
2 The Alaska Permanent Fund and Eastern Band of Cherokee Indians Casino Experiment are two
examples of universal programs, though the payments provided through each program are too
small to qualify as a “universal basic income.” For more information on UBI, see Bidadanure,
2019; Hoynes & Rothstein, 2019; Universal Income Project, https://www.universalincome.org.
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income’s success across distinct and diverse populations; in practice, whereas some people may
use the cash for car repairs, others may pay down debt, start a business, or go back to
school. The pervasive reality is that the majority of spending is going toward basic needs and
that most people are using most of the money to advance their self-sufficiency and self-
directed goals—as a bridge to get ahead, catch their breath, and forge a path forward.
The concept of guaranteed income is simultaneously fostering long-overdue conversations
about who deserves our public support,3 and what collective responsibility we hold for building
communities where everyone has the opportunity to thrive and belong.4 These forms of
narrative change and policy reframes are fundamental to the broader work of equity and repair
and intimately related to the ways in which we frame public benefits, determine eligibility for
them, and build support for their implementation. powell, Menendian, and Ake (2019) remind
us that “Many of the most marginalized groups are also the least favored in the larger public
imagination. Too often, the prevailing assumption is that the condition of that group lies with
them rather than with society or the means by which benefits are distributed. For that reason,
targeted programs for the elderly are more likely to be well-received and politically sustainable
than targeted benefits for marginalized populations based on race or ethnicity. Means-tested
programs are susceptible to the erosion of political will due to powerful and incorrect
stereotypes as well as the averred unfairness of unequal benefit provision.”
Guaranteed income as a path to inclusive prosperity
As the name implies, guaranteed income (GI) provides a direct, stable, and flexible source of
income for participants. It supplies an economic floor, via regular payments, for an individual or
3 powell, Menendian, and Ake (2019) make the point that, “We can see the distinction between popular support
for strategies that target out-groups versus in-groups—particularly with corporations—when comparing federal
social welfare spending versus corporate subsidies. For example, while $59 billion was spent on social welfare
programs in 2014, $92 billion was spent on corporate subsidies. Social welfare programs were publicly and
consistently attacked, while corporate tax credits were largely left out of any public spending debate. Similarly,
popular housing subsidies that primarily benefit the upper-middle class and affluent, including the mortgage
interest deduction, may cost the treasury hundreds of billions of dollars per year. In contrast, the federal
government spends only a fraction of that amount (estimated at $46 billion per year) on affordable housing.
Moreover, President Obama’s 2017 budget estimated that it would cost only $1 billion more a year over 10 years
to completely eliminate homelessness in the US.” Citations embedded within the quoted passage can be found in
the original source document.
4 The noted philosopher Michael Sandel (2020) writes that “the more we think of ourselves as self-made and self-
sufficient, the harder it is to learn gratitude and humility. And without these sentiments, it is hard to care for the
common good.” Guaranteed income is contributing to broader discussions about the side effects and casualties of
unrealistic and unsupported notions of self-reliance that erode our collective commitments and sense of
community.
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family that reduces financial stressors and barriers, and thereby affords the opportunity to
make deliberate choices, attain breathing room, and move beyond surviving to thriving.
Guaranteed income is part of a larger movement to create an economy that works for everyone
and leaves no one behind. This vision of inclusive economic prosperity entails building upon our
current public benefits structure to create a more flexible, holistic, expansive, and realistic
support system that fosters greater individual and community well-being.
In this dynamic framework, continuums of individual support and success are reflected by a
broadened notion of well-being and mobility. The following graphic, generated by the extensive
and collaborative work done by the US Partnership on Mobility from Poverty, redefines mobility
to encompass three interconnected dimensions.
Figure 1. Our Definition of Mobility. (Source: Restoring the American Dream: What Would It Take to Dramatically
Increase Mobility from Poverty? Ellwood & Patel, 2018.)
Guaranteed income is about the power of access—access to excellence, education, and
economic thriving. Access to dreaming and opportunity. As a participant in the Magnolia
Mother’s Trust pilot reflected, “I would say that it was a great opportunity and I'm happy that I
used it the way that I did because it got me very, very far. Farther than I ever thought I could go.
And I would hope that others really use the opportunity to just dream big and try to go after
something they've been wanting for a long time, but they didn't have the access or freedom or
the finances to do it” (Moore et al., 2023). Guaranteed income is about expanding our moral
imagination to embrace our shared humanity and invest in its future. It is about believing that
24
we all hold value and add value to the communities in which we reside. And it is about
promoting security, belonging, and equity.
A key component of guaranteed income is a systems-level focus, which shifts the locus of
attention and intervention from an individual’s actions to systemic obstacles and impacts. This
is in line with two key tenets: (1) poverty is a systemic failure, not a personal one and (2)
guaranteed income is not (nor is it intended to be) a silver bullet; its implementation should
signal and be integrated with simultaneous (and often synergistic, as in Los Angeles County, for
example) efforts to improve other public systems and supports. These deep changes are an
incremental process—it took decades for these systems to be built and implemented, and it will
take several more to attune them to the lived experiences and material realities of our most
marginalized and vulnerable community members.
Local governments have a responsibility to collaborate, across departments and the aisle, to
build more equitable and responsive systems. This entails a significant amount of front-end
work and targeted policy in the service of a long-term vision. But it is critical to make these
investments in order to repair and prevent systemic harms and elevate equitable pathways to
health, safety, and prosperity.
Guaranteed income is proving to be a flexible and multi-dimensional tool for recipients to attain
advanced education, support entrepreneurship, promote health, and strengthen families. It is
helping people manage unplanned emergencies, moments of crisis, and destabilizing life
transitions. It is working to preserve local diversity by addressing disparities head-on and
supporting people from all backgrounds to thrive. It is affording a baseline level of assistance
that ensures residents do not have to forgo one basic need to meet another. It is an essential
component of a visionary toolkit for building brighter, more equitable futures.
Prioritization, prevention, and promotion
As a tool to foster greater financial resiliency and overall well-being, guaranteed income
prevents downstream consequences caused by prolonged economic insecurity. By creating
opportunities for participants to make strategic investments in their futures and those of their
families (for example, by investing in job training or education), guaranteed income disrupts
generational harms and lowers barriers to prosperity.
Guaranteed income improves participants’ lives in three ways: by giving them resources to
efficiently navigate through a financial crisis (such as when their car breaks down); by
preventing crises from developing in the first place (e.g., by obtaining routine car maintenance
25
to prevent breakdowns); and by creating the conditions for strengthening and sustaining overall
individual and community health. A stable and steady source of income enables financially
vulnerable residents to respond to urgent needs and ensure they can be met for a critical
period of time. Data from numerous guaranteed income pilots show that a small amount of
money can make all the difference between housing or no housing, safe environments or
unsafe environments, preventive medical visits or emergency services, childcare or no
childcare—all of these factors directly affect one’s ability to find and sustain employment and a
person’s overall quality of life.
Guaranteed income is both a strategy to address acute problems, such as chronic hunger and
severe housing cost burdens, and an intervention to redress crippling structural disadvantages
and inequities, such as the well-documented racial wealth gap, that sustain disproportionate
harms and negative outcomes for residents of color and their children. By targeting support to
disadvantaged and vulnerable populations and increasing opportunities for all community
members to step into their potential, guaranteed income pilots are building exit ramps out of
poverty and creating roads to opportunity. They are showing us what a society built on
equitable resourcing and opportunities looks and feels like.
Investing in people’s agency and capacity allows them to show up for who and what they most
care about. Research around the country consistently affirms that participants are using their GI
payments to buy things like new shoes for their children, a warm coat in winter, bedding for a
new baby, and holiday presents for the first time. They’re starting businesses, founding
nonprofits, pursuing education, helping their neighbors, and enrolling their children in
academic, social, and cultural enrichment activities. They’re finding time to discover what
matters to them, explore how they can advance professionally, and care for their families. As
one of the mothers in the Magnolia Mother’s Trust (MMT) pilot’s third cohort shared, “If it
wasn't for MMT, I would not have the great relationship that I have with my kids now. I can now
be the parent I always wanted to be. It's a blessing” (Moore et al., 2023).
A growing body of research demonstrates that guaranteed income programs yield the following
outcomes and benefits:
• Improved economic and food security
• Increased workforce participation
• Increased educational opportunities and achievement
• Public sector cost savings
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• Generational benefits
• Improved health and public safety
• Increased civic engagement and social belonging
• Improved quality of life
Findings will be discussed in greater detail later in this report, and numerous pilot evaluations
documenting these impacts are cited in Appendix I.
Breaking intergenerational cycles of poverty: The high costs of low incomes
The extensive work of Akee et al. (2010) builds a strong case for support for both the sustained
and generational impacts of guaranteed income. Whereas the most recent pilots are
timebound, and thus we have limited data on extensive longitudinal impact, the Eastern Band
of Cherokees casino dividend is a lifetime benefit, and the program began almost three decades
ago. Since its launch in 1996, Akee et al. have published several studies exploring its effects on
numerous life dimensions, all of which link increased economic security to elevated quality of
life, family benefits, and positive youth and young adult outcomes.
The team of researchers began studying 1,420 children, 350 of whom were members of the
Eastern Band of Cherokee Indians. When the study began, about 67% of the latter group lived
below the poverty line. After the casino opened, household income among the Cherokee
families began to rise, eventually lifting 14% of the Cherokee children in the study above the
poverty line, whereas household income for the families who were not Cherokee grew at a
slower rate. Based on these outcomes, the researchers moved to study children’s mental health
and behavioral differences among children who received the payments when they were
younger versus older. For the children whose families’ income rose above the poverty rate,
there was a 40% decrease in behavioral problems. When the youngest cohort reached 21 years
of age, researchers concluded that the younger they were when the payments began, the
better they fared compared to the older Cherokee children and to rural whites. This was true
for emotional and behavioral problems as well as drug and alcohol addiction.
Pilot participants have noted the mounting costs of short-term fixes that result from economic
instability, e.g., paying for an Uber ride to work when they could not afford car repair. Over
time, these emergent and often unsustainable solutions inhibit long-term financial well-being
and asset-building. Opportunities to launch or expand a small business, save for retirement, or
set money aside for a child’s college education are a luxury afforded to far too few, yet they are
27
often the stepping stones to brighter futures for individuals and their families.5 This pathway is
potently illustrated by one of the participants in MMT’s first cohort: “MMT helped me to gain a
financial foundation. I was able to create a savings account that I still have today. I was also
able to pay for my first arm of grad school. I will always be grateful for MMT because it helped
with financial freedom” (Moore et al., 2023).
Child poverty costs the US between $500 billion and $1.03 trillion annually (Lou et al., 2023).
These dollars are funneled through direct cash payments, including tax credits, and in-kind
goods such as child care, education, food subsidies, and health care coverage. Abundant
research shows these investments have significant short- and long-term payoffs for the children
receiving the benefits as well as for society at large.6
The following graphic illustrates the far-ranging and interconnected pathways supported by
direct investment in children and families.
5 These opportunities and future-oriented investments are only possible with sufficient financial means to secure
them. In line with this reality, the Centers for Disease Control (2019) stated that “strengthening economic supports
for families is a multi-generation strategy.” The evidence supports this approach. A recent extensive review of
existing literature on the importance of families' monetary resources in the United States and other high-income
countries assesses how policies that provide more generous income transfers could make a difference to children's
life chances. The researchers found that cash transfers to economically vulnerable families have the potential to
improve children's outcomes (Page, 2024).
6 Substantive evidence points to the social and economic costs of poverty and the potential return on investment
for funding prevention. McLaughlin and Rank (2018) apply cost-measurement analysis to show that the annual
aggregate cost of U.S. child poverty is $1.0298 trillion, representing 5.4% of the gross domestic product. These
costs are clustered around the loss of economic productivity, increased health and crime costs, and increased costs
resulting from child homelessness and maltreatment. In addition, they estimate that for every dollar spent on
reducing childhood poverty, the country would save at least seven dollars with respect to the economic costs of
poverty.
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Figure 2. How do children and society benefit from public investments in children? (Source: Urban Institute, 2024).
Dr. Raj Chetty’s Opportunity Atlas has documented that the residential zip code where an
individual grows up is more predictive of social mobility and economic fate than any other
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national metric (Chetty, (2018; 2019). Disinvestment in communities engenders diminished
access to resources and supportive infrastructure, impacting the ability to succeed of the
people growing up and living there and perpetuating generational disadvantages. Further, the
notion of meritocracy and narratives of deservedness belie the reality of pervasive networks of
social advantage alongside corrosive and interlocking systems of disadvantage. Socioeconomic
status and neighborhood-level resourcing all too often fix destinies and preempt mobility; they
also limit societal advancements.7 Guaranteed income is part of a broader pushback against
entrenched and invisible narratives that limit our potential as individuals and our well-being as
a community.
The pandemic-era expanded federal Child Tax Credit (CTC)—essentially the largest guaranteed
income pilot in history—kept 3.8 million children out of poverty and triggered the largest
decline in child poverty on record, especially for Black and brown children.8 This is because the
expanded tax credit corrected a fundamental design flaw: millions of children do not benefit
from the full credit because their families’ incomes are too low. In total, an estimated 19 million
children under age 17 receive less than the full $2,000-per-child credit, or no credit at all,
because their families’ earnings are too low, or the adults were out of work that year. These
7 Chetty’s work on “Lost Einsteins” is instructive and illuminating here. Given the interconnectedness of rapid
transformations in the employment and technological sectors and the correlation between high-wage jobs and the
tech sector, exposure to innovation during childhood is a critical proxy for future achievement in this domain.
Chetty et al. studied the lives of more than one million inventors in the US to identify the key factors that
determine who becomes an inventor, as measured by filing a patent. They find that children with parents in the
top 1% of the income distribution are ten times more likely to become inventors than children with below median
income parents and that there are analogous gaps by race and gender: white children are three times more likely
to become inventors than black children, and only 18% of inventors are female. Critically, differences in ability, as
measured by test scores in early childhood, explain very little of these disparities, e.g., children at the top of their
3rd grade math class are much more likely to become inventors, but only if they come from high-income families.
The authors state, “Put differently, becoming an inventor relies upon two things in America: excelling in math and
science and having a rich family…Since it is implausible that some neighborhoods or schools prepare children to
innovate in a single field, such as amplifiers, the exposure effects here are more likely to be driven by mechanisms
such as mentoring, transmission of information, and networks. This shows us the often-invisible webs of privilege
and power that shape children’s futures and defy the myth of meritocracy. These matrices leave many children
behind merely based on the ‘birth lottery,’ producing hidden and untapped genius and replicating exclusionary
patterns of social mobility and stagnation…Given our finding that innovation ability does not vary substantially
across these groups, this result implies there are many ‘lost Einsteins—people who would have had high-impact
inventions had they become inventors – among the under-represented groups… If women, minorities, and children
from low-income families were to invent at the same rate as white men from high-income (top 20%) families, the
rate of innovation in America would quadruple… our results suggest that improving opportunities for
disadvantaged children may be valuable not just to reduce disparities but also to spur greater innovation and
growth” (Chetty et al., 2019).
8 Among other changes, the American Rescue Plan Act (ARPA) of 2021 increased the CTC and expanded eligibility
to mixed-immigration status families and families without income. In addition, ARPA changed the CTC to disburse
funds monthly (if desired) from July through December 2021, effectively serving as a federal guaranteed income
for families with children.
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children are disproportionately Black, Latino, and American Indian or Alaska Native (AIAN)—
roughly 45% of Black children, 39% of Latino children, 38% of AIAN children, 17% of white
children, and 16% of Asian children currently cannot receive the full credit because their
families’ incomes are too low (Marr et al., 2022). According to a Center on Budget and Policy
Priorities model, making the credit fully refundable accounted for 80% of the reduction in child
poverty (Sherman et al., 2021).9 The California Policy Lab estimates that one quarter of all
children enrolled in the Supplemental Nutrition Assistance Program (SNAP) or Temporary
Assistance for Needy Families (TANF) in California (about 630,000 children) became newly
eligible for the CTC under the pandemic expansion (Fischer, Hoynes, et al., 2022).
From 2022 to 2023, the Supplemental Poverty Measure (SPM) child poverty rate rose from
12.4% to 13.7%, remaining significantly higher than the 2021 historic low of 5.2 percent.
Approximately 6.2 million more children were living below the poverty line in 2023 than in
2021; had an expanded Child Tax Credit—such as the 2023 American Family Act—been in effect
in 2023, the child poverty rate could have instead been 8.6% (Center on Poverty & Social Policy
at Columbia University, 2024). Notably, the racial gaps that were narrowed by the expanded
credit have widened once again. In a new analysis, the Center on Poverty & Social Policy
estimated that if the expanded CTC had been in place in 2023, it would have moved 818,000
Black children, 1.47 million Latino children, and 838,000 white children out of poverty (Center
on Poverty & Social Policy at Columbia University, 2024).
Although the federal government declined to continue this massively successful intervention,
states have stepped up by expanding existing credits or creating new ones. In all states
collectively, these credits amount to a multibillion-dollar investment in children and dual-
generational approaches to economic security. More local governments are recognizing the
criticality of increased, flexible, and direct financial support to serve the urgent and diverse
needs of their communities and promote healthier families.10
9 This expanded eligibility is particularly critical given findings linking public benefits to reduced poverty in
adulthood and reduction in racial disparities. For example, Benjamin Glasner, Ronald B. Mincy, Zachary Parolin,
and Christopher Wimer (2023) investigate the effects of the Food Stamp Program on racial disparities in the
intergenerational persistence of poverty. They find that the Food Stamp Program expansion reduced the likelihood
of poverty for all adults by 5 percentage points, with the strongest reductions found for Black adults whose parents
did not have a high school degree. The Food Stamp Program reduced deep poverty in adulthood by 9 percentage
points for Black adults with less-educated parents, stronger than the effects for White adults and for Black adults
with more-educated parents. Their findings indicate that income transfers that reduce poverty during childhood
can contribute to decreased poverty in adulthood, and also reduce racial gaps therein.
10 According to the Economic Security Project, in 2023, 36 states and the District of Columbia took action or
considered legislation to expand their state-level tax credits. Eighteen states passed policies that improved,
expanded, or created a Child Tax Credit (CTC) or Earned Income Tax Credit (EITC). An additional $2 billion will be
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Researchers found that the expanded CTC offered 10 times the return on its investment and
that any program offering the same cash value would have similar effects (Garfinkel et al.,
2022). These conclusions are spurring innovative interventions and initiatives. For example, a
groundbreaking program that offers financial support to pregnant women and babies in Flint,
Michigan is expanding across the state. Rx Kids provides $1,500 mid-pregnancy followed by
$500 monthly payments for the first year of the baby’s life, totaling $7,500. It is the first-ever
pilot to be partially funded by TANF dollars.11 Since its launch, Rx Kids has distributed over $2
million to 828 families in Flint, where nearly 78% of children under five live in poverty. A $20
million allocation in the recent state budget will extend the program’s reach to five Upper
Peninsula counties as well as Kalamazoo, Saginaw, Dearborn, Highland Park, River Rouge, and
parts of Detroit. Dr. Mona Hanna, the director of Rx Kids and associate dean of public health at
Michigan State University College of Human Medicine, recently stated, “We started this in Flint,
but the intent was never to end in Flint,” underscoring the broader vision for Rx Kids and the
momentum behind it.
Baby bonds represent another innovative and tractable upstream investment to promote
healthier futures, build intergenerational assets and mobility, redress racial wealth disparities,
and save public sector costs associated with diminished economic security and financial
precarity, including negative health and housing outcomes.12 In 2021, Connecticut became the
first state to pass baby bonds legislation; programmatic funding was secured in 2023.13 Since
then, 7,810 children across the state have been born automatically eligible, the highest
invested in more than 4 million households across 18 states when people file their taxes in 2024 due to expansions
passed in 2023 alone. Comparatively, in 2021, seven states had a permanent state-level Child Tax Credit; now, 14
do: CA, CO, ID, ME, MD, MA, MN, NJ, NM, NY, OK, OR, UT, VT.
https://economicsecurityproject.org/resource/significant-legislative-wins-in-last-two-years-for-state-tax-credit-
programs/
11 A recent brief from the Urban Institute provides direction and resources to encourage states to use TANF funds
more effectively to support family well-being through direct cash transfers (Hahn, Pratt, and Mefferd, 2024).
12 Senator Cory Booker and Congresswoman Ayana Pressley first introduced federal baby bond legislation in 2019,
which inspired elected leaders across the country to consider state-level policy. The American Opportunity
Accounts Act (AOAA) would provide every child born in the U.S. with a government-funded savings account with
seeded and annual deposits based on income. At birth, each child would receive $1,000 with an annual
supplement of up to $2,000, with children from the lowest-income households receiving the maximum amount.
According to Mitchell and Szapiro (2020), If the AOAA had been implemented 25 years ago, Black children today
would have a median account balance of $27,500, Hispanic children would have $19,800, and white children
would have $7,100.
13 Two states and Washington DC have passed similar legislation; 14 have proposed legislation, and two more are
considering. In California, a pilot program exists for children who lost a primary caregiver to COVID-19 or have
long-term stays in the state’s foster care system, but the distribution amount is yet to be determined, and there
are no current use restrictions. Over time, California leaders aim to build out a full baby bonds program. See
California Senate Bill 242: California Hope, Opportunity, Perseverance, and Empowerment (HOPE) for Children
Trust Account Program (2023).
32
proportion of whom live in areas with the most significant economic challenges and racial
disparities. The Connecticut Department of Social Services estimates that about 15,000 babies
will be eligible for Connecticut Baby Bonds annually. Children whose birth is covered by the
state’s Medicaid program are automatically enrolled in the program. Upon birth, $3,200 is
invested on their behalf and subsequently managed by the Office of the Treasurer. The money
can be used when they reach the ages of 18 and 30 for specific purposes intended to help build
individual wealth, e.g., purchasing a home in Connecticut, starting or investing in a Connecticut
business, paying for education or job training, and saving for retirement.
Connecticut Governor Lamont celebrated the program’s promising start, “In just six months, the
first-in-the-nation Connecticut Baby Bonds program has put more than 7,000 working families
on a pathway to the middle class and is transforming the future of our state. This gives our
young people startup capital for their lives and ultimately will help break the cycle of
intergenerational poverty for thousands of families. These funds aren’t just an investment,
they’re a symbol of hope and a promise that everyone can make it right here in Connecticut.”
The Annie E. Casey Foundation recently released its 2024 Kids Count Data Book, a broad
assessment and state comparison of overall child well-being, highlighting some of the health,
economic, family, and community indicators that can support or interfere with learning. The
index ranks California 43rd for children’s economic well-being and 37th for family and
community, both of which underline the need for a dual-generation approach to ending
poverty. Recognizing this critical intervention, California’s statewide guaranteed income pilot
(passed by the legislature in 2021, awards issued in 2022, and first pilots launched in 2023) has
prioritized two populations: youth aging out of the foster system and pregnant moms.
Moreover, in 2022 California began HOPE accounts, which are seeded by the state for children
who lost a primary caregiver to COVID-19 or have long-term stays in the state’s foster care
system. Under this program, approximately 58,500 children will receive access to $4,500 at age
18, and the money will remain available until age twenty-six. Collectively, these initiatives
amplify the recent surge in states that have created new or expanded existing child tax credits,
evidencing the increasing recognition that families are in need of more support and that
financial assistance provided to parents and transitional populations have significant positive
benefits for individuals and the public sector.
Funded by the National Institute of Health (NIH) and private foundations, Baby’s First Years
provides a striking example of how guaranteed income is being taken seriously as a mechanism
to promote generational mobility and enhance positive outcomes based on strong scientific
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evidence of the impact of early interventions.14 The program provides new mothers with a
monthly unconditional cash payment for the first four years of their child’s life. One thousand
mothers are participating across four sites—greater New Orleans, Louisiana; New York City,
New York; the metropolitan area of Omaha, Nebraska; and the Twin Cities in Minnesota.
Results from the first year show a direct impact on brain development for children whose
mothers received the cash transfer, documenting more high-frequency activity. One of the lead
authors said the impact was similar in magnitude to those reported in large scale education
interventions, such as class-size reductions (Duncan, 2022). The Black Economic Equity
Movement project is another NIH-funded program. Initiated in late 2022, this pilot provides
$500 a month for 12 months to 300 Black youth ages 18 to 24 who are unhoused or living in
low-income census tracts in San Francisco and Oakland. Anchored by University of California,
San Francisco and constructed as a randomized controlled trial, the researchers are studying
the payments’ impact on participants’ physical and mental health, financial capability, and
community involvement.
In Oregon, a program called the Oregon Rebate has qualified for the 2024 ballot. The initiative
proposes to increase the minimum corporate tax rate for Oregon-based companies making
more than $25 million per year to 3% tax (the current minimum sits under 1%). The amount
raised would be given to the Oregon's State Department of Revenue for rebate distribution,
which means that every Oregonian—regardless of age or income—would receive a guaranteed
income, estimated at between $1,600 per person per year (or $6,400 for a four-person
household). Any remaining money from the rebate would be used to fund services related to
senior citizens, health care, and public education. Measure 118 is expected to reduce childhood
poverty by about 50 percent.15
14 Research indicates that toxic stress in the earliest stages of life (pregnancy through three years old) can alter
the brain’s architecture, which can lead to lifelong issues, including learning, behavioral, and mental health
problems that are difficult to reverse (National Scientific Council on the Developing Child, 2015).
15 See https://www.yesonmeasure118.com/.
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HISTORICAL PRECEDENTS AND CURRENT MOMENTUM
The origins and trajectory of political and public support
Guaranteed income has been a topic of discussion and experimentation for many years. During
the 1960s, the movement leaders of the National Welfare Rights Organization urged Dr. Martin
Luther King, Jr. to support GI as a crucial strategy for ending poverty, achieving racial equity,
and promoting human dignity. He took heed and incorporated this exhortation in his famous
treatise, Where Do We Go from Here: Chaos or Community? (1967).
Various initiatives were implemented to experiment with direct cash support in different
regions of the country thereafter, but the findings were subject to a limited research agenda,
public dissemination, and policy discussion.16 Given this context, a groundswell of support
16 The most notable of these, the Income Maintenance Experiments, were initiated in the
1960s to assess the potential impact of a guaranteed income on labor force activity through
measuring responses to different levels of benefits and tax rates. They were conducted in the
following states: New Jersey, Pennsylvania, Iowa, North Carolina, Indiana, Washington, and
Colorado. Their goals, design, methodology, and results have been the subject of continued
debate. These studies relied primarily on survey and qualitative interview data (rather than
administrative data) to measure outcomes, and made multiple errors which muddied key
takeaways (Hausman & Wise, 1979; Greenberg & Halsey, 1983). In the case of the
Seattle/Denver Income Maintenance Experiments, self-reporting led to misreported income or
hours worked, as recipients had incentive to underreport to maximize the amount of assistance
received (ASPE, 1983). Bastagli et al.'s (2016) review of 165 countries’ cash transfer programs
(conditional and unconditional) from 2000 to 2015 broadly revealed that cash transfers had
“Up to recently we have proceeded from a premise that poverty is a consequence of
multiple evils: lack of education restricting job opportunities; poor housing which stultified
home life and suppressed initiative; fragile family relationships which distorted personality
development. The logic of this approach suggested that each of these causes be attacked
one by one…While none of these remedies in itself is unsound, all have a fatal
disadvantage. The programs have never proceeded on a coordinated basis or at a similar
rate of development…In addition to the absence of coordination and sufficiency, the
programs of the past all have another common failing – they are indirect. Each seeks to
solve poverty by first solving something else. I am now convinced that the simplest
approach will prove to be the most effective – the solution to poverty is to abolish it
directly by a now widely discussed measure: the guaranteed income.”
-- Dr. Martin Luther King, Jr.
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never materialized, and later efforts were sporadic and diffused. Welfare reform subsequently
shifted the lens away from societal responsibility and systemic barriers toward personal
accountability and more stringent work requirements.
In the past five years, it has become increasingly clear that endemic poverty, escalating income
inequality, and pervasive economic precarity are fraying our social fabric and placing increasing
strain on Americans of all backgrounds and ages.17 This same period has propelled renewed
reckoning with historical legacies and persistent patterns of racial discrimination and
oppression. These twinned issues and convergent policy domains have brought us full circle to
the centrality of economic justice within the Civil Rights Movement and have propelled a surge
of interest and investment in guaranteed income programs throughout California and
nationwide.
Although guaranteed income has been explored and implemented throughout US history, it
gained significant momentum after Michael Tubbs launched the first mayor-led demonstration
pilot in Stockton in 2019.18 The following year, the pandemic produced widespread economic
either no effect or a positive effect on adult labor force participation. One of the sharpest
distinctions between the implementation of the income maintenance experiments and today’s
wave of pilots is the intentional communities of practice and distributed learnings that have
been a core part of the burgeoning movement. Pilot practitioners, researchers, evaluators,
participants, and advocates are actively and mutually informing and infusing their design,
research agenda, messaging, implementation, outreach, and impact measures to leverage
learnings to best serve their communities.
17 Several sobering statistics reflect this contemporary economic landscape. Real median
money income in the United States increased less than 1% between 2000 and 2016 (Semega et
al., 2017). Based on a much broader measure of national income, the pre-tax income of the
bottom half of the distribution grew by only 1% between 1980 and 2014, compared to 42% in
the next four deciles and 121% in the top decile (Piketty et al., 2018). The share of post-tax
national income going to the bottom half of the population fell from a little over 25% in 1980 to
less than 20% in 2014 (Hoynes & Rothstein, 2019). These statistics are even more disturbing
when paired with economic mobility trends, e.g., whereas 90% of children born in 1940 earned
more money than their parents did, only 50% of children born in 1980 achieved similar
advancement (Chetty et al., 2017).
18 The pilot’s home page makes bold and broad claims about Stockton’s identity as exemplar
and innovator, and as such speaks to the demographic prioritized by guaranteed income and
the radical yet pragmatic philosophy it embodies. It reads, “Stockton, California is a city on the
rise. We’re a microcosm of America – 41% Latinx, 37% White, 21% Asian, 12% Black. Nearly ⅓ of
our population is foreign-born. Once the foreclosure capital of the nation and the largest city
before Detroit to declare bankruptcy, we’re turning the corner. Crime rates are dropping,
municipal fiscal health is stabilizing, and our population is growing. Yet problems persist – our
36
insecurity and surfaced severe racial disparities, significantly accelerating GI’s traction and
urgency.19 Today, more than 150 pilots have been implemented in 35 states, spanning coast to
coast; they have provided over 59,000 people with direct cash. In California, there are 50 GI
programs in various stages (planned, in progress, completed), with more than 12,360 residents
who are receiving direct cash payments (national and state data courtesy of Economic Security
Project, 2024). Appendices II and III provide information on nationwide and California pilots,
respectively.
California has launched dozens of pilots (accounting for about one-third of all U.S. pilots); it was
also the first to implement a statewide pilot. Recently, the California Legislature passed
Assembly Bill 2263 to explore the feasibility, benefits, and challenges of scaling up permanent
guaranteed income programs to reach a larger proportion of California’s most socially and
economically vulnerable populations, focusing on regions with a high cost of living.20 At the
federal level, the introduction of bills such as the Youth Homelessness Guaranteed Income Pilot
median household income of $46,033 falls far below the state’s. Our unemployment is hovering
at 7.3%. We are 18th in the nation for child poverty, and nearly 1 in 4 residents lives below the
federal poverty line. It’s clear – the status quo simply isn’t working, and incremental change just
won’t cut it. It’s time to try something different and address the root cause of poverty – lack of
cash. SEED was born out of the simple belief that the best investments we can make are in our
people. In February 2019, we began giving 125 Stocktonians a guaranteed income of
$500/month for 24 months. This income is unconditional, meaning there are no strings
attached and no work requirements. A hand up, rather than a handout, SEED seeks to empower
its recipients financially and to prove to supporters and skeptics alike that poverty results from
a lack of cash, not character.” https://www.stocktondemonstration.org/about-seed.
19 Material hardship declined significantly following federal stimulus cash payments, which most Americans
received in January & April 2021. From December 2020 to April 2021, the share of Americans reporting adverse
mental health symptoms fell by 20% (among all households); food insufficiency decreased by 41% (among
households with children); financial instability declined by 43% (among households with children) (Cooney &
Shaefer, 2021). The authors took stock of the different forms of relief and recovery efforts initiated during this
time and concluded that “We believe the success of the federal government’s relief measures may be due to the
speed, breadth & flexibility of its broad-based approach, primarily relying on cash transfers” (emphasis mine).
20 California is experiencing a severe budget deficit, and Governor Newsom has repeatedly
warned that innovative and/or ancillary programs will be impacted as a result. In this climate,
AB 2263’s passage through the legislature was a notable achievement, but the governor’s veto
is not necessarily a surprise. In his veto message to members of the California State Assembly,
Governor Newsom maintained that “Considering that there is existing funding provided and
ongoing activity with the current guaranteed income pilots, this bill is premature. Further, the
funding necessary to implement AB 2263 is not included in the budget (AB 2263 veto message:
September 22, 2024).” Newsom’s statement certainly opens the door for the bill to be
reconsidered in future legislative sessions with stronger economic outlooks.
37
Program Act and the Guaranteed Income for Foster Youth Act demonstrate that local successes
are capable of shifting policy and scaling solutions.
Recent polling on guaranteed income showed that over 60% of Americans across party lines
support a federally-funded guaranteed income program, with support particularly high in states
that have run pilots (Lake Research Partners & Chesapeake Beach Consulting, 2024). A survey of
901 likely 2024 voters in California found that over 70% support a federally-funded guaranteed
income program, providing monthly cash payments of $500 or $1,000 a month to people with
incomes below their community’s median income (Lake Research Partners & Chesapeake Beach
Consulting, 2024). Lastly, in response to requests from their constituents, at the US Conference
of Mayors in June 2024, mayors from both red and blue states adopted one resolution
committing to expanding guaranteed income and a second resolution declaring that
guaranteed income helps working families achieve financial stability.
Guaranteed income is a direct response to rising income inequality, deepening societal crises
like child poverty and homelessness, and entrenched structural inequities.21 Local governments
have played a huge role in elevating and scaling the power of flexible, direct financial support to
meet the needs of diverse residents. During the pandemic, over 30 municipalities invested
American Rescue Plan Act (ARPA) dollars in GI pilots. Many of them have since launched
expansions based on their initial successes. For example, the City of Cambridge has
implemented two pilots, RISE (launched 2021) and RISE UP (funded 2023), to champion
guaranteed income as a poverty reduction tool. Through a $22M ARPA investment, RISE UP will
provide cash assistance to all the city’s families whose incomes are at or under 250% of the
federal poverty level who have children at or under 21 years of age (the program will reach
over 6,000 residents). One of RISE’s salient findings was that children in the treatment group
generally achieved higher academic grades (mostly A’s and B’s) than those in the control group.
Pilot participants also had more children enrolled in Advanced Placement classes and fewer
instances of absenteeism and truancy (DeYoung, Tandon, West et al., 2024). Upon taking office
as Mayor of Chicago, Brandon Johnson announced a renewed commitment to guaranteed
income in the form of a second citywide pilot. The Chicago Empowerment Fund will reach over
21 Despite tremendous productivity growth over the last 40 years, workers’ wages have failed to rise. The typical
worker’s wages rose only 23.1% from 1979 to 2020—while productivity broadly increased 61.7%. During this same
period, income inequality ticked upward, as the highest-wage workers reaped a disproportionate share of the
gains in productivity. Racial discrimination within the labor market exacerbated these inequities, e.g., the typical
Black worker’s wage growth was only 18.9% over that period. Today, the median Black-white wage gap is 23.4%—
meaning a typical Black worker is paid 23.4% less per hour than a typical white worker (Maye, 2023).
38
5,000 residents, the same number as the first cohort, and include new priority populations that
align with the city’s focus on racial justice and equity.
Expanding, strengthening, and reimagining the social safety net
During the Great Depression, many people relied on support from state and local governments
and charities. When the scale of need overwhelmed local capacity, President Franklin Roosevelt
signed the Social Security Act, which established a federal retirement program, unemployment
insurance, and a national welfare system. But, as the NAACP's Charles Hamilton Houston
famously noted, the Act was “a sieve with holes just big enough for the majority of Negroes to
fall through.” From social security to the GI bill to subsidized roads and mortgages, people of
color were either outright or implicitly edged out from those affordances of stability and
mobility. These programs, and the privileges and entitlements that follow, like better schools
and infrastructure, have laid the groundwork for many of today’s ongoing resource and
opportunity disparities.
Despite Civil Rights Era advancements that were institutionalized to distribute the fruits of
prosperity more equitably, racial disparities in income and wealth have escalated. According to
the Federal Reserve Board of Governors, the gap in wealth between white households and
households of color has grown 47% over the last 30 years, resulting in Black, Latino, and
Indigenous communities having some of the highest rates of intergenerational poverty.
Between 1983 and 2013, Black and Latino families saw their median wealth drop from $6,800
and $4,000 to just $1,700 and $2,000, respectively (Asante-Muhammad et al., 2017).
While public benefits programs are an important component of our collective social safety net,
there are several features that restrict or deter access to resources for households who need
them. These are:
• Eligibility gaps: Eligibility criteria that are conditioned on activities (such as work),
characteristics (such as the presence of children in the home, immigration status, or a
criminal conviction), and restrictive thresholds (such as asset limits) obstruct access.
• Bureaucracy: Documentation, verification, and renewal processes create significant
barriers for many individuals. Some of these are procedural and some are specific to
individuals’ life circumstances. For example, many low-income people have inadequate
access to transportation and limited ability to take time off work, making in-person
administrative requirements difficult if not impossible. These same limitations can
39
create barriers to completing training and workforce development programs offered
instead of cash assistance.
• Constraints: Benefits are designed and delivered in ways that restrict the ability of
families to exercise choice and agency. These restrictions are often illogical and do not
account for the practical realities and needs of people’s lives.
• Stigma: Corrosive narratives, racialized tropes, and stigma surrounding receipt of public
benefits (and their beneficiaries) deter many people from enrolling in programs, even if
they meet the eligibility criteria.
In the 1960s, the National Welfare Rights Organization (NWRO), a multi-racial coalition that
started in California, proposed a guaranteed basic income in response to the intrusive,
paternalistic, and often explicitly racist policies and practices of welfare assistance. They called
for a dignified income floor that would recognize care work as critical infrastructure and a vital
component of economic justice, that went beyond employment opportunities to a more
expansive view of individual and family well-being. It’s worth noting that care work remains the
foundation that supports and sustains all other work, and that it is still vastly undervalued, with
care providers often ineligible for public benefits. Some GI pilots have focused specifically on
care providers, both parents and professionals, e.g., the Thriving Providers Project, which has
launched in several locations.
Public benefits programs have come a long way since the NWRO’s campaign, in part because of
the spotlight the group cast on their injustices. As documented in other sections of this report,
receipt of public benefits is associated with a range of positive outcomes, particularly for
children, though, importantly, not limited to childhood,22 and there are promising
demonstrations and policy solutions being advanced to improve them even further. And yet,
while public assistance keeps many people out of deep poverty, it does not necessarily promote
financial resilience or pathways to opportunity, which those working in the field concede.
Recently, Nolan Sullivan, director of Yolo County’s Health and Human Services Agency, said,
22 For example, SNAP and the EITC have been found to improve health at birth (Almond et al., 2011; Strully et al.,
2010; Hoynes et al., 2015). It is also documented that children have fewer school absences when they have greater
access or larger purchasing power of SNAP (Bronchetti et al., 2018; East, 2018). The EITC fosters increased
educational achievement and attainment for children (Chetty et al., 2011; Dahl & Lochner, 2012; Bastian &
Michelmore, 2018; Manoli & Turner, 2018). Aizer et al., (2016) found that access to cash welfare during childhood
led to increases in health, educational attainment, and age at death. Last, each additional $1,000 that states spend
annually (independent of federal spending) on public benefits programs per person living in poverty is associated
with a 4% reduction in child maltreatment reports; a 4% reduction in substantiated child maltreatment; a 2%
reduction in foster care placements; and an 8% decrease in child fatalities due to maltreatment (Puls, 2021).
40
“We keep people just above drowning. To stabilize families, to allow them to pull themselves up
this ladder — this doesn’t do it.” (Kuang, 2023).
Additional structural factors and sectoral challenges influence and limit the impact of public
benefits. For example, shifts in the nature and rhythms of employment mean that there are not
enough jobs for individuals with low educational attainment that pay a living wage. We see this
acutely reflected in the economic positioning and housing stability of many of our region’s
residents. Secure employment and steady pay are less and less a feature of our temporary, gig-
centered economy and workforce, and wages are completely out of sync with the cost of living.
Our legacy social safety net programs are just not enough to address this altered employment,
opportunity, and economic landscape.23
The U.S. Government currently spends nearly $900 billion (Medicaid included) annually
addressing these needs for the most vulnerable members of our community.24 And yet
poverty, deep and disproportionate, persists, calling us to reimagine both the provisions and
boundaries of our safety net and experiment with bold and evidence-based strategies. The
reality is that public benefits are often not sufficient to sustain living costs, even when people
are working, and even when those benefits are targeted to support specific basic needs. For
example, SNAP fell short in helping families afford rising food prices in 2021, 2022, and 2023. In
2023, in Contra Costa County, the gap between the average meal cost and SNAP benefit per
meal was $1.25 (Urban Institute, 2024). That’s per meal. When you extrapolate that over the
course of a month, the gap adds up. For people who rely on these benefits, the additional
money spent on food often means shortchanging another basic need and/or incurring more
debt.25
23 The calculations of public benefits as they relate to individual life circumstances and receipt of guaranteed
income are reflected in some of the insights gleaned from the BIG:LEAP pilot. Kim, Castro, West, et al. (2024) assert
that “The GI acted, essentially, as a super-vitamin, shoring up the gaps that traditional safety net services could not
sufficiently cover. According to the narrative data, this was particularly key for those battling significant food
insecurity, housing insecurity, homelessness, and experiences with IPV…The narrative data also demonstrated a
second trend for those who were experiencing poverty but were relatively more stable than those receiving a
multiplicity of benefits with overlapping systems involvement. For the second group, the size of smaller benefits
like WIC and CalFresh failed to outweigh the time costs, transportation costs, and administrative burdens
associated with maintaining them. In these instances, participants would forgo these benefits in order to spend
more time at home or avoid an extremely long commute on public transportation or an expensive Uber ride to
recertify their paperwork.”
24 https://ubemployment.org/
25 United for ALICE (2024) documents that “The CPI [Consumer Price Index] has been used to adjust the FPL since
the FPL was first developed in the mid-1960s. Yet because the CPI underestimates the cost increase of the basic
goods most often used by the lowest-income U.S. residents, the poverty measure today is no longer adequate.
Many households that are struggling are not included under the FPL. In a clear demonstration that the measure is
41
By supplementing rather than supplanting other safety net benefits, guaranteed income
attempts to resolve a major dilemma facing low-wage earners: if they accept a higher-paying
job or a promotion at their current job, they risk losing thousands of dollars a year in critically-
needed subsidies for basic needs and care support. Restrictive, complex, intrusive, and shifting
eligibility requirements around household income and assets lead to the well-documented
“benefits cliff,” where even small increases in earnings or assets can result in abrupt reductions,
or even total loss, of public benefits, a reality that actively prevents people from achieving
economic security and can disincentivize people from taking economic risks for longer-term
gains, e.g., enrolling in school or starting a business.
People draw from wealth and assets to do many things, from pursuing long-term goals to
paying for minor setbacks and emergencies. Without a reserve or financial cushion, a
temporary or tenuous situation often turns into a chronic and tragic one. Assets thresholds limit
people’s abilities to save for emergent situations or pursue pathways like higher education.26
Public benefits administrators are searching for and finding ways to integrate more direct cash
into existing safety net programs, recognizing that this is often the most efficient and effective
mechanism to provide individuals and families with the flexibility they need to thrive. Early
findings from Washington, DC’s Department of Human Services four-year pilot program, DC
Flex, suggest that giving flexible subsidies directly to beneficiaries is an efficient and effective
strategy. DC Flex gives families $7,200 a year for rent to use whenever they need. First-year
results from a randomized controlled trial show that the use of other homelessness support
artificially low, eligibility for many key benefit programs is now based on multiples of it, e.g., SNAP. Use of the CPI
erodes the impact of the U.S. Department of Agriculture’s Supplemental Nutrition Assistance Program (SNAP) in
two ways. First, because SNAP eligibility thresholds are based on the FPL, year after year they fall further behind
the actual number of families that are struggling. States have recognized the inadequacy of the FPL and use
multiples of it, ranging from 130% to 200%, for SNAP eligibility. Yet because annual FPL increases still rely on the
CPI, the number of struggling households not eligible for SNAP benefits increases each year; in 2022, only 41% of
U.S. households in poverty and 18% of ALICE households participated in SNAP. Among all eligible people,
estimated SNAP participation rates were higher. Second, because the amount of the SNAP benefit is primarily
increased through an annual Cost of Living Adjustment based on the CPI, the current benefit does not buy as much
as it used to. For example, in 2010, the maximum monthly SNAP allotment was $200 ($2,400 annually) for a single
person, and by 2022, the maximum allotment had increased by 25%, to $250 a month ($3,000 annually). Yet food
costs increased more, so that even with the annual adjustments, current SNAP benefits do not go as far as they
used to. In 2010, a monthly SNAP benefit of $200 could cover 30 days of food; by 2022, a monthly benefit of $250
could cover only 27 days.”
26 Los Angeles County’s Poverty Alleviation Initiative (PAI) was created in 2021 to help coordinate and drive policy
solutions to lift people out of poverty. PAI oversees the implementation of the county’s large GI pilot, Breathe. The
office is also committed to exploring how to integrate guaranteed income principles into public benefits to better
support residents, specifically how to mitigate benefits cliffs, reform assets thresholds, and ensure that maximum
dollars are spent on providing direct cash not fortifying bureaucratic infrastructure or ensuring recipient
compliance.
42
programs, particularly rapid rehousing, decreased significantly (by 29 percentage points) among
DC Flex participants relative to the comparison group. This finding suggests a flexible subsidy
can reduce reliance on other support services when a family is facing a homelessness crisis,
potentially lowering long-term costs.
Increased use of direct support and cash transfers in housing assistance programs and
demonstrations is evident in other models like the PHLHousing+ pilot. From September 2022
through April 2025, the City of Philadelphia is providing 300 qualifying households randomly
selected from the Housing Authority’s Housing Choice Voucher and public housing waitlists
with a direct, unconditional, unrestricted cash payment loaded onto a prepaid debit card. The
monthly payment amount is calculated to close the gap between the housing costs the
households can afford—generally 30% of their income—and actual housing costs, which means
that monthly payment amounts will vary across households. To be eligible, invited households
must earn no more than 50% of AMI at the time of enrollment and have a child at or under the
age of 15 in the household. David Thomas, CEO of the Philadelphia Housing Development
Corporation, asserted that “Because of rising cost for basic needs, persons can often be at risk
of housing insecurity. This extra income can help them bridge the gap in their finances to create
more room in their budget to make better choices for them and their families.”27
The Housing Choice Voucher program supports 2.3 million low-income families each year.
Research demonstrates that the vouchers decrease economic stress and food insecurity, help
fortify families, reduce the rates of domestic violence and alcohol dependence, and limit school
changes among children (U.S. Department of Housing and Urban Development’s Office of Policy
Development and Research, 2016).28 Yet, the time tax29 and onerous implementation of this
27 https://commongood.unitedforimpact.org/node/9292.
28 The Family Options Study (2016) also found that unhoused families referred for permanent housing subsidies
self-reported the following at the 20-month follow-up: 50% fewer foster care placements; lower rates of
psychological distress; less intimate partner violence; fewer child behavior problems; greater housing stability and
food security.
29 Time tax refers to the various administrative burdens associated with accessing and
maintaining public benefits. These include efforts to learn about the program; completion and
assembly of required forms and documentation; fulfillment of requests for redundant detailed
information; travel and scheduling of appointments or visits to government offices; and
navigation of confusing application, verification, and renewal processes. The Biden
administration has prioritized “tackling the time tax” and directed governmental agencies to
estimate and reduce burdens associated with accessing public benefits and programs. Progress
to date is reflected in the July 2024 report, “Tackling the time tax: Making important
government benefits and programs easier to access.” https://www.whitehouse.gov/wp-
content/uploads/2024/07/OIRA-2024-Burden-Reduction-Report.pdf
43
public benefit program affects recipients, administrators, and additional parties alike, e.g.,
landlords and inhibits programmatic effectiveness. Under the program, recipients pay 30% of
their income towards rent, and the remaining amount is covered by HUD and paid directly from
local public housing authorities to landlords. Currently, only one in ten eligible households
receives a voucher; waitlists are lengthy, e.g., in California, the wait time is two to three years.
Of those who move off the waitlist, in 2019, HUD documented that only 61% of households
were able to successfully use their voucher and that more than 81,000 available housing choice
vouchers could not be used (Ellen, et al., 2021). As a result, HUD is currently exploring whether
providing cash transfers to renters may overcome some of these barriers to access and
implementation.30
Some pilots use the population universe of a specific public benefit roster or pool to establish
eligibility and define goals and outcomes. For example, Yolo County’s Yolo Basic Income (YOBI)
program prioritizes CalWORKs Housing Support families with children under the age of six. The
24-month program provides additional cash supplements to 54 families, the number of families
in the county who meet the pilot criteria, increasing each family's total income to $1 over the
California Poverty Measure (CPM). The average monthly payment is $1,122, totaling $26,928
over the course of the 24-month pilot. At the time of the pilot’s launch, the CPM minimum
poverty (two-year) threshold for a family of four was $61,776. Families will continue enrollment
in CalWORKs and will still receive cash aid, Medi-Cal, CalFresh, childcare, mental health,
substance use, education, housing, and career supports.
Yolo County Basic Income is a pilot to watch for its scaling potential due to the fact that the
county’s poverty rate is consistently among the highest in California and its population and
geography are extremely diverse and include urban, suburban, and rural areas. Public funding
for the program comes from the county’s cannabis tax revenue and Housing Support Program
as well as a grant from the CDSS Office of Child Abuse Prevention. Yolo is partnering with UC
30 The Fund for Guaranteed Income (2024) reports that “39% of vouchers went unused because recipients
couldn’t find housing. This is partially due to the administrative burden the program poses on understaffed
housing authorities, time constrained landlords, and voucher holders. Before a lease is even signed, landlords must
coordinate with local housing authorities and voucher holders, complete all requisite forms, and wait for a housing
inspection. Landlords are not given a time window until the day of the inspection. The unit must be vacant for the
inspection to occur during months that could be spent collecting rent. One study of landlords who once accepted
vouchers and later stopped, found that 50% cited inspections and 40% cited paperwork and bureaucracy as the
primary reason. The many requirements and waiting periods often lead landlords to drop out of the program
entirely. Over 50,000 landlords have left the HCV program in the past decade. These barriers make it more
burdensome for households to use (and landlords to accept) a voucher than it is to secure a lease on the private
market due to time consuming housing inspections, a gluttony of paperwork, and eligibility requirements that can
amount to invasion of privacy.”
44
Davis to conduct evaluations, which will study indicators related to housing stability, income,
family health, family mental health, and self-sufficiency. The control group includes 160
CalWORKs families with children under the age of six who will receive $100 to complete
quarterly surveys ($800 over the course of the pilot). Reported findings show that the number
of families who rented or owned their homes increased by 54% after one year (Kagawa & Choe,
2024). They also reflect greater ability to “make ends meet” and movement toward financial
independence, e.g., decreased necessity of asking for money or food from friends to help get by
(Kagawa & Choe, 2023). Survey data reveal similar sentiments of increased social belonging,
neighborhood trust, and community connectedness, as documented in other pilots.
More broadly, there are numerous policy discussions related to reimagining the social safety
net and addressing pervasive and persistent racial disparities, including within some of its core
programs, like TANF. For example, the Georgetown Center on Poverty and Inequality has been
working to develop policy solutions to create a more equitable, responsive, and reparative
TANF benefits program. Their recommendations include: (1) increasing income eligibility
thresholds to expand TANF access to those currently excluded due to low limits, while reducing
administrative burdens to simplify application processes, (2) eliminating asset limits to allow
families to build savings, and removing the Work Participation Rate and Caseload Reduction
Credit to shift the focus to participant success, and (3) banning harmful program policies with
racially disparate impacts, including lifting restrictions on immigrant families, abolishing
sanctions, eliminating time limits, reducing administrative burdens, suspending drug-related
bans, and ending the family cap (Haider et al., 2022).
In line with the NWRO’s platform and in recognition that the structure of the Temporary
Assistance for Needy Families (TANF) program’s current employment requirements do not work
for many families, the federal government recently launched a pilot program that will allow up
to five states to test a new approach to improving outcomes for families receiving income
assistance through TANF (and related state-funded programs). This pilot is intentionally and
explicitly experimenting with how to integrate greater agency in TANF implementation and
flexibility in state reporting. Notably, the pilot encourages states to partner with people who
have lived experience with TANF or lived experience of not being able to access TANF when
they needed the support. States can adopt individualized engagement plans that allow clients
to set goals for themselves and their families and to determine the steps and resources needed
to achieve those goals. If implemented well, these pilots could help demonstrate how to
measure states on their effectiveness in improving the outcomes of the families who turn to
TANF for assistance rather than focusing only on compliance with rigid work requirements that
45
do not address families’ needs or help them achieve their long-term family and employment
goals.
46
THE POWER AND PROMISE OF GUARANTEED INCOME
A growing body of research documents the diverse benefits of guaranteed income
Researchers around the world have long been studying how guaranteed income promotes
economic stability and overall health and well-being. They are evaluating how people are able
to reduce debt, pay rent or mortgage on time, build savings, and gain employment as well as
how guaranteed income impacts parenting and children’s educational achievement, mental and
emotional health, goal-setting, and public services and sectors. Data from more than 165
studies on 56 cash transfer programs in low- to medium-income countries show that cash
transfers can reduce poverty, improve school attendance and child health outcomes, and
increase economic agency for beneficiaries (Baird et al., 2018; Bastagli et al., 2016). The
guaranteed income movement has leveraged these global successes to build a strong case for
its relevance in the United States, particularly given stubbornly pervasive disparities in wealth
accumulation and distribution and health outcomes.
Many pilots include an evaluation component that is rigorous, utilizes mixed methods
(quantitative and qualitative analysis), and is often conducted as a scientific randomized
controlled trial, with a treatment and control group, such that findings can be used to establish
causality and credibly construct a policy platform. A number of municipalities connected
through the Mayors for a Guaranteed Income (MGI) Coalition are using a shared set of research
metrics to facilitate transparency, allow comparison and analysis across national pilots, and
contribute to data collection on a broader scale.31 The evaluations of MGI-supported pilots are
based on a theoretical framework developed by the Center for Guaranteed Income Research
(CGIR), which posits that prolonged episodes of scarcity exacerbate risky financial conditions,
reduce cognitive capacity, undermine coping strategies (Mani et. al., 2013; Shah, Mullainathan,
& Shafir, 2012), generate negative health and wellbeing outcomes, curtail hope, and
psychologically trap individuals in the present (West & Castro, 2023; West, Castro, &
Doraiswamy, 2023). This unified framework and common research agenda32 strengthen the
31 In June 2020, former Stockton Mayor Michael Tubbs founded MGI, a coalition of over 100 mayors committed to
advancing a federal guaranteed income. Together with the University of Pennsylvania School of Social Policy &
Practice, MGI established the Center for Guaranteed Income Research to consolidate the key learnings from the
pilots taking place in MGI member cities to address knowledge gaps and allow the organization to layer data with
anecdotal evidence. As a follow-up, Counties for a Guaranteed Income was founded in February 2023.
32 The research questions posed in each of the MGI RCTs are as follows: (1) How does guaranteed income affect
participants’ quality of life, namely: a. Financial well-being b. Psychological distress c. Physical functioning d. Time
use e. Parenting practices and child well-being f. Housing security and quality g. Food security; (2) What is the
relationship between guaranteed income and participants’ subjective sense of self, namely: a. Agency, hope,
future planning, ability to set and meet goals, positive risk-taking b. Community connection and trust (e.g., sense of
47
argument that despite the absence of extensive longitudinal studies on the current spate of
pilots, the preponderance of evidence, including on the impact of public benefits, cash transfers
in international settings, prior experiments in guaranteed income, and documentation on the
Alaska Permanent Fund and Eastern Band of Cherokee Indians Casino Divide, indicates the
validity, persistence, and momentum of guaranteed income as an effective and efficient
intervention and equity multiplier.
Pilot evaluations show consistently positive outcomes, from improved physical, mental, and
emotional health and family relationships to increased financial resilience, better jobs, safer
living conditions, and greater access to educational opportunities, for participants and their
children.33 These pilots have generated a solid base of evidence that is strengthening the case
for us to imagine a bigger, bolder safety net that builds individual and community health and
sustains the hope of residents and their communities. Local successes are spurring deepened
commitments, conversations, and investment at the state and federal levels.
Guaranteed Income Pilots Dashboard
The Guaranteed Income Pilots Dashboard was created as a partnership between Stanford
University’s Basic Income Lab, Mayors for Guaranteed Income, and the Center for Guaranteed
Income Research. The dashboard provides public-facing spending data on 8,495 participants
and granular information on more than 30 pilots, a ‘Global Map of Basic Income Experiments,’
and participant stories. This interactive tool provides a vital means of researching,
documenting, and tracking the implementation of pilots throughout the country.
The preponderance of research confirms that most participants are primarily using their
payments to pay for basic needs. Given the rising cost of living, stagnant and lagging wages, and
entrenched structural inequities that limit economic mobility, this should not be surprising.
being invested in, valued, and worthy) c. Perception of relationships with other people; (3) How does guaranteed
income affect participants’ income, and through what mechanisms; namely, does GI receipt affect: a. The balance
of paid and unpaid work 3 b. Job quality c. Educational attainment and aspirations; (4) What can participants’
experiences teach us about the administration of safety net programs, including guaranteed income and other
existing benefits programs, namely: a. Onboarding and pilot experiences b. Experiences with other benefits
programs c. Future pilot and permanent GI policy design implications (Kappil, et al., 2023).
33 Importantly, educational impacts span multiple generations; data shows that participants
pursue or continue education, and their children achieve better academic outcomes. These two
findings are importantly interwoven—Ratcliffe (2015) documented that the educational
achievement of one generation ripples through to the next; children of less-educated parents
are less likely to achieve important educational milestones than their peers with more highly
educated parents.
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Despite the primacy of meeting basic needs, GI is building people up in other ways—through
self-care; educational advancement; and time off from work to attend an interview for a better
job, chaperone a child’s school field trip, or volunteer in community. It is providing the gift of
time, discernment, and opportunity, allowing people the freedom and flexibility to resist taking
the first job that comes along and instead search for and find one better suited to provide
stability and fulfillment. Notably, while opponents of guaranteed income have expressed
concern that cash transfers will make recipients less likely to work and more likely to consume
temptation goods, such as drugs and alcohol, most studies have found neither of these to be
true (Akee et al., 2010; Baird, et al., 2018; Burtless 1986; Evans & Popova 2017; Gertler et al.,
2012; Salehi-Isfahani et al. 2017; Vera-Cossio 2021; West & Castro, 2023).
The following image shows the number of pilots in the United States represented on the
Stanford Basic Income Lab’s ‘Global Map of Basic Income Experiments.’
Figure 3. Global Map of Basic Income Experiments, as of July 24, 2024. (Source: Stanford Basic Income Lab).
Key findings from pilot evaluations
The following key convergent findings are drawn from a range of studies and evaluations
conducted on national and international guaranteed income pilots ranging in size and duration.
Each of the positive outcomes listed below is backed by a consistent body of evidence that
underscores its legitimacy. Most of the cited results reference the most recent spate of pilots,
2018 to the present, but some refer to research on direct cash (e.g., tax credits) and earlier cash
49
transfer programs, particularly those that built the case for the current GI wave’s
implementation and traction. Appendix IV provides a helpful list of the many sources and
resources documenting the impetus, approaches, need-targeting, and impacts of guaranteed
income. The preponderance of evidence suggests that guaranteed income meaningfully and
measurably improves the social, economic, and psychological well-being of participants.
Economic security and financial well-being: Guaranteed income’s promotion of greater
financial stability has positive effects on housing/rent burden, debt accrual and relief, ability to
cover emergency expenses, savings accumulation, and mental and emotional well-being (e.g.,
The American Guaranteed Income Studies: Paterson, New Jersey, Center for Guaranteed
Income Research, December 2023).34 In one pilot, the number of participants who could pay all
bills on time jumped from 27% to 83% (second-year cohort, Magnolia Mother’s Trust).35
Increasing short-term economic security and cash flow helps families save money over time by
enabling them to purchase items in bulk, make repairs, avoid late payment fees, and prevent
costly credit card debt. The sustained effects of the Alaska Permanent Fund Dividend (PFD) bear
mention as well. The fund provides annual dividend payments to Alaska residents ranging from
$300 to $2,100 per person. Berman and Reamey (2016) document that since 1982, the
payments have lifted 15,000 to 25,000 Alaskans out of poverty each year, and in 2000 alone,
the PFD reduced poverty by 40 percent. The researchers estimate that 25% more Alaskans
would fall below the poverty line without it.
Workforce participation: Pilot payments enable individuals to afford transportation, childcare,
education, training, interview clothes, and other expenses related to seeking and maintaining
employment. For example, one of the participants in the Denver Basic Income Program shared
that “I am able to buy the food I need to have lunch at my job every day...I don’t have to
struggle to find the funds for gas or food, and I have new clothes so I don’t have to look like
someone who just crawled out of the gutter. I’m able to buy good things like a good razor to
34 This is in line with extensive research on the effect of cash transfers and guaranteed income on poverty
reduction and financial security, including the following: the EITC raises millions of people above the poverty line
every year; similarly, the Alaska Permanent Fund Dividend (PFD) reduces poverty by about 20% (with the number
of indigenous Alaskan families below the poverty line reduced by an estimated 25%), and the Eastern Band of
Cherokee Indians casino dividend program reduced the number of families below the poverty line by an estimated
35% from 1995 to 2000 (Meyer, 2010; Berman & Reamey, 2016; Bruckner et al., 2011).
35 Magnolia Mother’s Trust (MMT) was the first pilot to specifically target extremely low-income families headed
by a Black female living in affordable housing in the United States, providing them with $1,000 per month, no
strings attached, for 12 months. Additionally, each child of a mother in the program receives a $1,000 deposit in a
529 savings account. Located in Jackson, Mississippi, MMT’s first cohort included 20 women and ran from
December 2018–November 2019. The second, third, and fourth cohorts have consisted of approximately 100
mothers each. Currently in its fifth cohort, the MMT is now the longest running guaranteed income initiative in the
recent GI movement.
50
shave my face” (Brisson et al., 2024). For many participants, guaranteed income increases
workforce participation by providing flexibility to find better work situations, e.g., more or
predictable hours, higher earnings, promotion opportunities, or flexibility to support family
needs. It also permits and encourages people to pursue investments in human capital that
expand access to and possibilities in the workforce, like additional schooling or training.
Findings from the Stockton Economic Empowerment Demonstration (SEED) document that
pilot participants found full-time employment at more than twice the rate of non-participants;
this has been replicated in other pilots, like Denver’s.36 Evidence suggests that guaranteed
income affords the ability to take career risks and pursue new ventures. For example, Open
Research’s recently-published findings from their three-year pilot found a modest decline in
work (1.3 fewer hours/week) but also documented measurable increases in entrepreneurship
and active job searching. Across Magnolia Mother’s Trust’s first three cohorts, 42% of
participants reported positive shifts in their jobs or careers, and 14 moms started or grew their
own business (Moore et al., 2023). It is clear from the data that guaranteed income does not
provide a disincentive to work; rather it enables more agency and flexibility that expands career
pathways, meets the needs of families and caregivers, and promotes human capital
investment.
Education: Guaranteed income has been shown to improve educational opportunities,
participation, and outcomes for adults and their children. For example, a significant number of
mothers in the first cohort in the Magnolia Mother’s Trust pilot went on to complete high
school as a result of the program; one mother earned a certificate in business management.
Others have pursued higher education or resumed disrupted education as a result of increased
economic security and its carryover effect on the ability to pay for childcare, transportation,
and other opportunity costs.37 Pilot participants’ children have reported improved school
attendance and academic performance, and received fewer disciplinary interventions e.g., as
36 Further evidence has been furnished by other cash transfer programs. For example, the Eastern Band of
Cherokee Indians began distributing unconditional cash transfers in 1996 to every individual tribal member via
revenue generated from a local casino. Akee et al. (2010) found no statistically significant evidence of any change
in employment (full-time or part-time) for tribal members after payments began. Similarly, the Alaska Permanent
Fund began disbursing dividend payments to qualifying Alaska residents in 1976 (Alaska Department of Revenue,
2023). Jones and Marinescu (2022) found that dividend payments had no significant impact on full-time
employment but increased part-time employment by 1.8 percentage points (17%). Additionally, researchers from
the University of Alaska’s Institute of Social and Economic Research found that Alaska Permanent Fund payments
boosted winter seasonal employment (Aizenman, 2023). Lastly, researchers studying the Baby’s First Years pilot
found no statistically significant impact of receipt of the funds on maternal workforce participation (Sauval, et al.,
2024).
37 One of the mothers in the Magnolia Mother’s Trust’s second cohort stated, “I wouldn’t have furthered my
education if it wasn’t for MMT. I bought my laptop and got back to school” (Moore et al., 2023).
51
shown in New Mexico’s Guaranteed Income Pilot Program for Immigrant Families.38 Gabrielle
Wedderburn, a participant in the Creatives Rebuild New York (CRNY) pilot said, “This money has
allowed me to stabilize myself. It’s helped me establish an LLC for a Latin dance course I
developed and pay for all the startup fees. I’ve even been able to purchase higher education
materials and take specialized courses on how to market my business. There was this one
business course that cost $2,500—something I would’ve never been able to afford before—but
the CRNY funds made it possible” (Cuffie-Peterson & Hand, 2024).
Public safety and public sector costs: Pilots and direct cash transfer programs have been shown
to decrease recidivism, severity and frequency of incidences of intimate partner violence, and
reliance on emergency medical services and housing.39 This prevention-oriented approach has
tremendous impacts on downstream consequences and costs. Reductions in recidivism were
evidenced in Durham’s Excel pilot; reductions in intimate partner violence were reported in
Manitoba, Canada’s Mincome pilot in the 1970s and the city of Los Angeles’s BIG:LEAP in 2024;
and reduced reliance on emergency medical services and shelter, among other public services,
38 The Income Maintenance Experiments in North Carolina and New Jersey saw positive results on elementary
school test scores and persistence rates, respectively (Forget, 2011). In the New Jersey and Pennsylvania Income
Maintenance Experiments, children were 20% to 90% more likely to graduate high school, while children in the
North Carolina experiment had a 22% increase on test scores (Ruckert et al., 2018). Moreover, research on the
Eastern Band of Cherokee Indians casino dividend program from Akee et al. (2010) found that children from
recipient households were 15% more likely to graduate high school by age 19, compared to children from non-
recipient households. The impact of the per capita payment was especially pronounced on the lowest-income
households; children from these households were recorded to have an extra year of schooling by the age of 21
(Neighly et al., 2022).
39 Evidence of the impact of cash transfers on involvement with the criminal legal system, violence, and
victimization is limited but promising. Research on the Eastern Band of Cherokee Indians casino dividend program
found that an annual $4,000 cash transfer to parents reduced their teenage children’s chances of committing a
minor crime by 22% compared to the control group (Akee et al., 2010). Calnitsky and Pons (2021) research on
Mincome found a robust negative relationship between the unconditional cash transfer and both violent crime
rates and total crime rates, as well as property crime rates. Additionally, a small-scale pilot conducted by Delaware
Health and Social Services (DHSS) documented that cash transfers to young men at high risk of violence exposure
were associated with improved health behaviors, including reduced prescription medication and marijuana usage
and physical fights. While not statistically significant, recipients were also less likely to report carrying a weapon,
using an electronic vapor product, and drinking alcohol. In addition, robust research highlights the important role
of social welfare programs and public assistance in reducing crime and violence, e.g., emergency financial
assistance from Chicago’s Homelessness Prevention Call Center reduces arrest rates for violent crimes by 51%,
with the effect lasting for three years and driven by single (as opposed to married) recipients (Palmer et al., 2019).
Lastly, it is well-documented that removing access to public benefits such as college financial aid, Supplemental
Nutrition Assistance Program (SNAP), or Supplemental Security Income (SSI) for previously incarcerated individuals
can increase recidivism rates by significant amounts (Lovenheim & Owens, 2014; Yang, 2017; Tuttle, 2019;
Deshpande & Mueller-Smith, 2022; Carr & Packham, 2017; Foley, 2011). This research is consistent with the idea
that economic factors affect repeated interactions with the criminal legal system and suggests financial security is
an important determinant of crime (Holzer et al., 2006; Travis, 2006; Harding et al., 2014; Munyo & Rossi, 2015;
Blakeslee & Fishman, 2018).
52
has been reported for pilots running in Denver, Vancouver, and other areas. Akee (2010) found
that a $4,000 increase in household income reduced the poorest children’s chances of
committing a minor crime by 22 percent.
Generational impacts: Extensive research has shown that children’s income as adults is strongly
related to parents’ income during their childhood and has noted the racial and ethnic
disparities inherent in this pattern (Chetty, 2019; Isaacs, 2007). Nearly half of children born to
families with incomes in the bottom 20% will remain in the bottom 20% as adults; less than one
in five will climb to the top two quintiles. Additional studies confirm that children growing up in
poverty receive less education, earn less as adults, are more likely to receive public assistance,
and have lower-quality health and high health costs over their lifetimes (Duncan & Le
Menestrel, 2019). Moreover, Pilkauskas & Michelmore (2019) found that for single mothers
with young children, the EITC resulted in greater housing stability, reduction in housing cost
burdens, and less household crowding. According to the study, a $1,000 increase in the EITC
amount would reduce extreme housing cost burdens by about 10%, crowding by 22%, and
doubling up by 12%, with smaller increases associated with lesser impacts on housing cost
burdens and crowding (Pilkauskas & Michelmore, 2019). Providing parents with a stable
supplemental income for a set period of time lays the groundwork for wealth- and opportunity-
building that disrupts generational cycles of poverty and promotes greater well-being. It also
decreases parental stress and promotes healthier family relationships.40 For example, the
evaluation of four pilots in the Southeast (in Atlanta, Birmingham, Louisville, and Shreveport)
showed that as parents experienced decreased stress, their sense of agency and confidence
increased, which, in turn, positively impacted their children. These improvements were
evidenced through their support of children’s academic engagement and early childhood
development, greater involvement in enrichment and bonding activities, and increased ability
to meet basic needs (Kappil et al., 2023). A member of the Eastern Band of Cherokees relayed
the transformative potential of the dividend, particularly for young people: “If you’ve lived in a
small rural community and never saw anybody leave, never saw anyone with a white-collar job
or leading any organization, you always kind of keep your mindset right here,” he says, forming
a little circle with his hands in front of his face. “Our kids today? The kids at the high school?
They believe the sky’s the limit. It’s really changed the entire mindset of the community these
past 20 years” (Lapowsky, 2017).
40 Research shows that cash payments can help parents better support their children in several ways. This includes
direct emotional and material support, as well as indirect support, allowing parents to build skills and improve
their employment prospects (Fung et al., 2024; Kappil et al., 2023).
53
Housing: Many pilots assess how GI payments affect participants’ rent or mortgage burden (for
currently housed participants) or ability to find stable housing (for those who are unhoused). A
reduction in housing burden is consistently reported. In pilots that prioritize unhoused
individuals, a significant number of participants are able to leverage the GI funds to move into
stable housing. For example, Vancouver’s New Leaf Project found that the percentage of days
participants experienced homelessness decreased from 77% to 49%, whereas the pilot’s control
group experienced an uptick: from 64% to 78 percent (Foundations for Social Change, 2020).
The proportion of Denver Basic Income Program participants living in housing they considered
to be stable more than doubled, from about 20% to 50% (Brisson, et al., 2024). Several
participants in the Magnolia Mothers Trust’s third cohort were able to move out of subsidized
housing and even purchase their own home (Springboard to Opportunities, 2021).
Health: Guaranteed income has been shown to improve participants’ health across a wide
variety of measures, including psychological, social, and emotional well-being; nutritional
access; food security; and child birth weight. For example, more mothers in the Magnolia
Mother’s Trust pilot were able to prepare three homemade meals a day for their family, and
participants in Los Angeles BIG:LEAP experienced lower food insecurity and greater food choice
than the control group over the course of the 12-month pilot. In Stockton, researchers found
that SEED participants experienced significant improvements in anxiety and depression over the
course of the pilot, moving down the scale from likely having a mild mental health disorder to
likely mental wellness over the course of the year (West et al., 2021). Also, in the SEED pilot,
women were able to afford transport to and from dental and preventative medical
appointments they may have otherwise postponed (West, et al., 2021). Similar investments in
proactive medical care were seen in the Magnolia Mother’s Trust pilot, reflected by increases in
health insurance, which in turn prevented participants from accruing medical debt, a clear and
compelling indication of the two-way street between economic status and health (Springboard
to Opportunities, 2021).
Quality of life: In addition to the quantifiable effects, pilots benefit participants in numerous
ways that align with their interests, circumstances, and ambitions. For example, many
participants report spending more time with family and investing in their children’s enrichment.
A significant number of Los Angeles’s BIG:LEAP’s participants reported that they were able to
enroll their children in enrichment activities, such as sports, lessons, and clubs. A participant in
the Embrace Mothers pilot (Birmingham, AL) reflected that “[My daughter's] been wanting
[dance classes] but I just couldn't afford it. And so now, just not being able to say no as much is
really a big thing for me, especially when it comes to my kids, because I want to give them
54
everything. I just - I couldn't. And I still can't give them everything, but I can give them a little bit
more” (Kappil et al., 2023). Others who benefit from guaranteed income can pursue creative
hobbies, spend more time with family, and volunteer in their communities. An overarching
theme of participants’ experiences is feeling more satisfied, more in choice around how they
spend their time and contribute to their families and communities, and more hopeful about
their futures. In St. Paul’s People’s Prosperity Pilot, the percentage of people reporting feelings
of high hope progressively increased from 15% to 21% and sustained at 22% after six months
post-pilot. This finding has been replicated across other pilots. While these feelings of
satisfaction, hope, and empowerment may be difficult to quantify, they are qualitatively valid
and central to the lives of those who receive a guaranteed income and the people who depend
on them. In the words of Venettia, a participant in Gainesville’s Just Income pilot, “Hope goes a
long way for people accustomed to hopelessness. Just believe in me a little bit and let me show
you what I’m all about” (Scott, 2024).41
Social belonging and civic engagement: BIG:LEAP’s findings demonstrate that when
government invests in impacted communities, and when residents feel invested in, this ripples
outward to affect relationships with neighbors and overall sense of place and purpose. Across
the study period, BIG:LEAP participants reported an increasing trend of engaging positively with
their neighbors. Consistent with this finding, participants were significantly less likely to
perceive safety issues than the control group at six months and 18 months, even though
participants were significantly more likely to worry about safety at the baseline. CoCo Gi Big’s
evaluation report indicated that 52% of the pilot’s survey respondents relayed that they had
been able to participate in more community activities than before the pilot’s launch. One of the
participants shared, “I’ve been able to go to community events. Go to city council meetings and
other meetings that I normally couldn't afford to attend in person” (Lowery, 2024).
41 This sentiment is echoed across many pilots, including one MMT participant, who said, “I’m not as scared of my
future, really, because there will be bad times, but it’s not going to stay [that way]. I’m more hopeful about things
changing because I know that they're not going to always be bad” (Moore et al., 2023).
55
GUARANTEED INCOME PILOTS IN CONTRA COSTA COUNTY AND CALIFORNIA
Guaranteed income in Contra Costa County
The growing GI movement has inspired several pilots in Contra Costa County. These smaller
demonstration programs are bolstering our county’s safety net and lifting up community
members. But there is an urgent need for more residents to benefit from this type of direct,
flexible, and stable financial support. Over the past few years, Contra Costa residents have
spoken up consistently in various forums about the rising costs of living and the increasing
challenges of making ends meet. Many residents are living on the edge of an emergency,
without a sufficient buffer to insulate them in times of unexpected crisis, let alone invest in
their futures.
As the Guaranteed Income Working Group community forums and focus groups revealed,
Contra Costa residents are increasingly worried about their financial futures and their children’s
ability to build a stable future in their hometowns. This heightened financial precarity
introduces tremendous levels of stress and inhibits not just meeting basic needs in the present
but planning for the future. No one should be forced to forgo one basic need (such as putting
food on the table) to meet another need (such as buying their children medicine or staying
safely housed), and yet that is the lived reality of many of Contra Costa’s residents.
A county-funded guaranteed income program will strengthen and expand our local safety net
by amplifying and supplementing existing services and benefits. It will also advance and deepen
the County’s commitment to building a more inclusive and equitable community. The stabilizing
effects of guaranteed income have evidentially produced immediate benefits that lead to
foundational long-term gains, such as education and employment advancement, reduced
housing insecurity and justice involvement, improved health, and increased asset-building.
The proposed $5.75 million investment in Measure X funds for guaranteed income in Contra
Costa will support approximately 250 households (comprising up to 1,000 individuals) with a
payment of $1,000/month for 18 months. This payment amount and duration will afford
participating residents an opportunity to create a financial floor that helps them and their
families meet present needs while they plan for a better future.
The ripple effect of this support will impact the circumstances and trajectories of far more than
those 250 households. These investments have the capacity to transform the futures of their
children and grandchildren, protect their elders from harm, strengthen the fabric of their
communities, and, cumulatively, build a more resilient, intergenerationally thriving, and
56
inclusive county. It also offers a boon to local businesses; for pilots whose participant
expenditures have been tracked, a large share of the guaranteed income dollars is funneling
into and feeding the local economy.42
The data shows that investing in people inspires hope, trust, and ambition, allowing them to
flourish and be present in new and positive ways that lift up those around them. We see this
concretely in GI’s effect on children’s educational outcomes and enrichment opportunities and
in participants’ use of the additional income to provide mutual aid and launch social
entrepreneurship ventures. When people are economically stable, they are better positioned
and more likely to contribute to the community in positive and meaningful ways. Political
participation increases, civic and academic engagement improve, and charitable activities
increase (Weeks, 2013).
Given California’s implementation of a statewide pilot and the Legislature’s endorsement of
guaranteed income as a strategy to address economic and social vulnerability, Contra Costa
County has a unique and timely opportunity to influence state policy discussions and decision-
making. This means that the investment of County funds will have a tangible, far-reaching, and
lasting impact locally while simultaneously helping to build the evidentiary and advocacy basis
for further expansion and scaling. This prospect entails shifting from a scarcity lens that focuses
on the limited number of residents who can be supported through a $5.75 million investment,
to regarding this pilot as a platform to institutionalize policy and build support for an
abundance agenda, where everyone has access to ample resources and opportunities to build
healthy futures and families. In this framework, guaranteed income is a critical strategy to
instantiate and institutionalize a more equitable and inclusive vision of social welfare and
intergenerational thriving.
The recommended plan for the County to fund guaranteed income pilots in Contra Costa comes
at an auspicious time:
• In January 2024, Supervisor Federal Glover, current Chair of the Board, stated his
commitment to focus on equity, diversity, inclusion, and access during his final year of
Board service.
42 Additional Contra Costa residents stand to benefit from the pilot evaluation, which will
demonstrate how a targeted policy can impact multiple dimensions, from family well-being to
social and economic inclusion. This may spur further pilots, novel initiatives, and/or
improvements to existing public benefits programs that would support even more residents to
thrive.
57
• The Office of Racial Equity and Social Justice is focused on aligning departmental goals
and priorities to address community needs through the lens of economic and racial
equity to achieve better outcomes for those most harmed by and vulnerable to systemic
injustices in our county. It strives to create a more cohesive county ecosystem that is
grounded in and responsive to the proximate experiences, priorities, and needs of its
residents most burdened by racial inequity and social and economic marginalization.
Notably, respondents to the countywide survey implemented by the ORESJ Core
Committee to launch the office cited experience of extensive systemic harms by
departments within the county’s governance structure, including lack of access or
resources related to service provision, racial discrimination, physical and emotional
harms, and inadequate or poor treatment from staff. Black and immigrant communities
experienced disparate harm from the highest number of county agencies (Core
Committee of the Office of Racial Equity and Social Justice, 2022).43
• For the past three years, the Measure X Community Advisory Board has consistently
recommended that the Board of Supervisors invest Measure X funds in guaranteed
income pilots, including in the most recent round of recommendations announced at
the 2024–25 County budget hearing in April 2024. They noted that the Measure X ballot
language states that the goal of the sales tax measure is “to keep Contra Costa’s regional
hospital open and staffed; fund community health centers; emergency response; support
crucial safety-net services; invest in early childhood services; protect vulnerable
populations; and for other essential county services.” The blueprint outlined in this
43 California has led the country in implementing a more intentional, upstream focus on socioeconomic conditions
and promoting more equitable access to assets and opportunities in education, employment, housing, health-
promoting environments, and wealth creation. The statewide GI pilot represents one such program, as does the
historic creation of a Reparations Task Force and recent passage of important foundational bills to advance its
implementation. On September 26, 2024, Governor Newsom issued a formal apology for California’s role in the
perpetuation of slavery and its legacy, marking an important recognition of the throughline between state-level
policy and the disparate and disproportionate outcomes related to housing and homeownership, education, the
criminal legal system, and access to economic mobility and asset-building that continue to afflict Black residents.
Newsom stated, “As we confront the lasting legacy of slavery, I’m profoundly grateful for the efforts put forward
by Chair Wilson and the members of the California Legislative Black Caucus. The State of California accepts
responsibility for the role we played in promoting, facilitating, and permitting the institution of slavery, as well as
its enduring legacy of persistent racial disparities. Building on decades of work, California is now taking another
important step forward in recognizing the grave injustices of the past – and making amends for the harms caused.”
The issuance of this statement sets the agenda, tone, and momentum for localities to advance the work of repair.
It also dovetails with the systems-level focus of guaranteed income, i.e., pursuing policy pathways that
intentionally address systemic harms, barriers, and accountability. The interconnections of racial and economic
justice are part of the origin story of the modern guaranteed income movement and have directly inspired the
most recent wave of pilots. Achieving racial equity and addressing race-related disparities and harms across
numerous domains is often an explicit goal of many of these pilots.
58
report, inclusive of proposed priority populations and other design parameters, would
create a guaranteed income program that fulfills all three of these bolded goals. The
Measure X Community Advisory Board’s vision statement sets a goal that “Contra Costa
County will have the necessary funds to invest in and sustain a robust system of care and
the social and public services necessary to support a vibrant community and ensure that
all county residents have equitable opportunities to thrive.”
There are currently four guaranteed income pilots in Contra Costa in various phases: three in
implementation and one recently concluded. Several other pilots are being planned, including
ones by First 5 Contra Costa, Comment Studio, and others.
The following chart provides high-level information on the four current GI pilots being
implemented in Contra Costa.
Contra Costa pilots
Pilot name,
organization,
status
Population pilot focus Amount and duration Notes
California
Abundant Birth
Project, Contra
Costa County
expansion site
(implementing)
Women who are:
• 8-27 weeks pregnant
• Have household
income below
$132,360
• Identify with one or
more of the
following risk factors
for preterm birth:
(1) Are Black or
African American
(2) Had a previous
preterm birth
(3) Have preexisting
hypertension
(4) Have preexisting
diabetes
(5) Have sickle cell
anemia
$1,000/month for 12
months
Expansion pilot funded through
statewide GI CDSS funds
(originally based in San Francisco;
eligibility parameters have slightly
shifted for expansion
sites). Notably, Contra Costa had
the highest number of applicants
in its first-round drawing of any
county site.
CoCo Go Big
Comment Studio
(completed)
20 Antioch adult residents
&
10 Antioch former foster
youth
Adults received
$400/month for 6
months; Youth received
$200/month for 6
months
Resident-led and resident-
designed pilot
59
Pilot name,
organization,
status
Population pilot focus Amount and duration Notes
ELEVATE Concord
Monument Impact
(implementing)
120 low-income families $2,500 up-front
stabilization payment
+ $500/month for
12 months
City of Concord allocated $1.5
million in ARPA funds to seed this
pilot
RYSE
(implementing)
Youth and young adults
(YYA) ages 16-26
experiencing a crisis that
threatens their housing
stability.
Intent is to provide direct
cash to stabilize their
housing situation and
prevent them from
experiencing
homelessness.
100 YYA throughout the
county will be
supported with varying
amounts, based on a
budgeting plan
developed with support
from staff.
The Direct Cash Transfer as
Prevention (DCT-P) Pilot is based
on a highly successful project,
implemented by A Way Home
Washington, called the Homeless
Prevention and Diversion Fund.
Comment Studio’s CoCo Go Big pilot
Comment Studio’s CoCo Go Big pilot served 20 adults and 10 former foster youth. Demographic
information included the following:
• Participant race/ethnicity: 57% Black or African American, 23% Hispanic or Latino, 10%
white, 7% multiple races/ethnicities, 3% Asian or Asian American
• $21,214 average annual income
• 57% of participants pay more than 30% of their income on rent
• 37% lost their jobs during the pandemic
Asked what they wanted to get out of the GI program, many participants mentioned greater
stability, paying off debt, growth and learning opportunities, and being able to spend more time
with family. One participant hoped “To be able to feel more comfortable at school, enough to
pay some of the tuition and expenses required like food and materials” (Lowery, 2024).
60
Surveys conducted at baseline, midpoint, and exit showed that:
• The top three most common expenditures of GI funds by participants included food
(76%), utilities (67%), and gas/fuel/oil (52%).
• The percentage of respondents who indicated they have always been able to pay their
bills on time increased from 14% at baseline to 35% at exit.
• The percentage of respondents who indicated they never had to use emergency lending
services or borrow money in the past six months increased from 14% at baseline to 35%
at exit.
• The percentage of respondents with student loan debt decreased from 24% to 14%.
• The percentage of respondents with automotive loan debt decreased from 29% to 19%.
• The percentage of respondents with past-due utility bills decreased from 52% to 29%.
• There was an increase in the percentage of respondents from baseline to exit who
indicated they have always been able to go to a doctor when in need of medical care.
• The percentage of respondents who indicated they were employed full-time increased
from 19% at baseline to 24% at exit.
• 62% of survey respondents had an increase in their Total Hope Score from baseline to
exit, and 57% had an increase in their Total Agency Score.
When asked what guaranteed income had made possible for them, participants shared the
following sentiments:
• “The GI program saved me in so many ways. It helped me save up money to be able to
flee a horrible relationship.”
• “Right now, I have money saved up. If there happens to be an emergency, then I’m not
going to panic or just not have any solutions.”
• “A lot of times it isn't just about money, it's about quality of life and your emotions and
your stress level. Having enough money can take away those stressors and help with
your emotions.”
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• Juan shared his story about struggling to find employment due to lack of opportunities
and how the guaranteed income pilot has helped him by being able to afford public
transportation to job interviews, job fairs, and meeting with recruiters.
Monument Impact’s ELEVATE Concord pilot
The following demographic information sheds insight on ELEVATE Concord’s participant
population:
• 120 participants, 258 children under the age of 18
• Average age: 35
• 96% female
• 90% Latino/Hispanic
• Education: 53% have less than a high school degree; 35% are high school graduates; and
12% have some university/college education
• 46% rent rooms in someone else’s home
• 73% live in the 94520 zip code
• Median income: $21,444
ELEVATE Concord's evaluation is being conducted by Dr. Rosa Maria Sternberg, an adjunct
professor at UCSF and the creator of Monument Impact’s mental health program, Mentes
Positivas en Acción. The evaluation will be conducted over two years to capture experiences
during the pilot and one year post-pilot. Quarterly surveys are sent to participants to learn
more about their housing, finances, employment, education, health care, family time, and
community experience, as well as their stress and anxiety levels. Additionally, a cohort of 12
storytellers were interviewed to capture qualitative data at the pilot’s start and will be
interviewed again at the end.
Second quarter surveys conducted In June 2024 revealed that:
• ELEVATE continues to help participants with paying rent and avoiding eviction (0%
reported being evicted in comparison to 14% in the first quarter)
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• Fewer participants reported moving due to rent increases or lease ending; 20% reported
moving due to bad conditions
• Paying bills (58.2%) and buying food/groceries (75%) continue to be the top spending
categories for GI payments
• More participants reported having a job (75.5%)
• More participants reported ELEVATE helping them pay off debt (25.5%)
• A greater number of participants reported having more time to participate in family
activities (41.8%)
• More participants reported ELEVATE helping them with learning a new skill (34%) or
going back to school (16.3%)
• More participants reported ELEVATE is helping them pay medical bills and get health
insurance. Note: This is likely due to Monument’s wraparound services, as their healthy
communities team started a program to enroll people in in Medi-Cal.
• An increased number of participants took part in Monument’s mental health program
Mentes Positivas en Acción (MPA) and their Day Labor program
• Participants reported less stress
Investing in publicly-funded pilots will bring Contra Costa into alignment with peer counties,
such as those listed below, that have similar levels of income inequality, poverty, and racial
equity issues and have committed to addressing them through guaranteed income programs.
Sampling of publicly-funded pilots in California
Pilot Population Amount/Duration Notes
Alameda County 90 former foster youth $1,000/month for
24 months
$2.8M allocation from social
services budget. Pilot designed by
former foster youth
City of Los Angeles
BIG:LEAP
3,202 residents, who were
required to be: 18 years or
older with at least one
dependent child younger
than 18 or a student younger
than 24, or pregnant and
$1,000/month for
12 months
BIG:LEAP was funded through the
American Rescue Plan, a
reappropriation from the city’s
police budget, and additional
investments from local council
districts.
63
Pilot Population Amount/Duration Notes
have an income at or below
the federal poverty level.
Elevate
Mountain View
166 extremely low-income
residents
$500/month for 24
months
Funded with American Rescue Plan
Act dollars
Los Angeles
County Breathe
1,000 residents + 200 former
foster youth + 2,000
additional former foster
youth
$1,000/month for
36 months
More than 180,000 residents
applied, including 95,000 on the
first day applications opened. The
Board of Supervisors has twice
expanded the initial pilot (reflected
in the Population column by “+”),
the most recent of which was
authorized in August 2024.
RISE UP Alameda
(City)
150 households $1,000/month for
24 months
ARPA funds
San Diego County
Family Income for
Empowerment
485 families $500/month for 24
months
Partnership between Jewish Family
Service and San Diego County
Health & Human Services
San Francisco
Guaranteed
Income for
Transgender
People (GIFT)
55 economically marginalized
transgender individuals
$1,200/month for
18 months
Partnership between San Francisco
Treasurer & Tax Collector, Mayor’s
Office of Housing & Community
Development, Office of
Transgender Initiatives, Lyon-
Martin Community Health Services,
and the Transgender District
San Mateo County 70 current and former foster
youth, ages 18 to 22
$1,000/month for
18 months
Total budget of $2.032 million,
supported by Measure K, pooled
funding for youth-focused services
managed by County Human
Services Agency, and a $100,000
contribution from the Silicon Valley
Community Foundation
Santa Clara
County GBI for the
reentry population
100+ justice-impacted
individuals, including
transition age youth
$1,200/month for
24 months
$4 million allocation includes:
• $2 million AB 109
• $2 million ARPA
Note: County CEO administers
three other pilots with public funds
(relevant information included in
later sections of the report).
Sonoma County
Pathway to
Income Equity
305 families with very young
children
$500/month for 24
months
ARPA funds (County-City funded)
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Notes
• Publicly-funded pilots in California have also launched in Coachella, El Monte, Long Beach, Pomona,
Sacramento, San Francisco, South San Francisco, Santa Monica, West Hollywood, and other sites.
• Nationally, there are at least 25 additional pilots that are 100% publicly funded.
• If we include pilots drawing from a hybrid of public and private funding, the total number of pilots is
significantly higher.
For a list of pilots that have run or are currently being implemented in California, see Appendix
II.
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WHY DOES CONTRA COSTA COUNTY NEED GUARANTEED INCOME?
Income inequality is a racial equity issue
The state of California, and the Bay Area in particular, has been an engine of economic
productivity and mobility, yet that success has not included or accommodated all residents,
both historically and in the present day. Earning gaps data chart the trajectory of income
inequality that defines the region, e.g., in 2020, median earnings for Latinos in the nine-county
Bay Area were $45,500 as compared to $94,000 for whites (Bay Area Equity Atlas, 2020).44 Our
responsibility to ensuring a region that people of all incomes and backgrounds can call home
requires bold and equity-driven policies and strategies that recognize the burdens and barriers
too many of our residents face—not just to pursuing their dreams but to meeting even their
most basic needs.45
Aside from wealth accrued through earned income, asset acquisition, especially through
homeownership, serves as a bedrock for future and generational economic security. In this
context, it is notable that there is nearly a 30-point gap between Black and white household
ownership rates: 75% to 45% nationally, and 63% to 36% in California (Federal Reserve Bank of
St. Louis, 2022).46 Black rates of homeownership peaked just before the subprime mortgage
44 In their paper on strategies to increase opportunity and mobility in the United States,
Ellwood and Patel state, “Even in places with comparatively greater economic opportunity, low-
income families, including immigrant families, are isolated in desperate situations. When the
Partnership visited with predominantly Mexican immigrant families in the Mayfair
neighborhood in east San Jose, they shared with us that renting a couch to sleep on can cost
$600 a month; renting a garage for a family to live in can cost $1,000 a month. These families
live within 30 minutes of some of the biggest technology companies in the world. Yet one
woman we spoke with asked us in Spanish, ‘What is this ‘Silicon Valley’ you keep talking
about?’—highlighting the economic and cultural divides in the region.” Ellwood & Patel (2018).
45 Economy et al. (2024) posit that “The lack of affordability can also create displacement pressures, causing some
households to move involuntarily. As of February 2024, 37 percent of Bay Area renters felt pressured to move, and
19 percent reported moving involuntarily, for reasons that included the landlord raising rent or refusing to make
repairs. Research has also shown that lower-income households are increasingly feeling pushed out of the region’s
expensive coastal markets. For example, 40 percent of households who left the Bay Area between 2010 and 2016
had incomes below $50,000—in contrast, only 10 percent of those who left earned more than $200,000.
Additionally, those moving from the Bay Area were disproportionately Black and Hispanic/Latine, raising concerns
about how the housing crisis is affecting communities of color. evictions over time 2021-2023.”
46 Rothstein (2017) has documented the extensive private and governmental forces that have
inhibited homeownership and affordable housing for many Black families. In the public sector,
between 1934 and 1962, the Federal Housing Authority financed mortgages and built
affordable, high-quality public housing almost exclusively for white families (Schweitzer, 2020).
The Servicemen’s Readjustment Act of 1944—the G.I. bill—provided many benefits for
66
crisis, and have not recovered, whereas white homeownership has soared to record levels in
recent years, despite the affordable housing crisis. The following graphic shows the Bay Area’s
significant racial and ethnic disparities in homeownership.47
Figure 4. Home Ownership by Race and Hispanic/Latine Origin. Retrieved from Economy, et al., 2024.
(Source: American Community Survey 1-year estimates from the United States Census Bureau
accessed through IPUMS USA, University of Minnesota, www.ipums.org.) Note: Group quarters
were excluded. Hispanic and other racial categories are mutually exclusive.
Programs such as guaranteed income ask us to prioritize equitable wealth-building and
inclusive economic prosperity in order to create a society that is welcoming, abundant, and safe
for everyone.
Income inequality has increased since the start of the pandemic
New data released September 10, 2024, shows that California’s poverty rate increased to 18.9%
in 2023, up from 16.4% in 2022 and 11.0% in 2021, according to the Census Bureau’s
veterans, including loans to purchase a home, business, or farm. Research shows that most of
the approximately 1.2 million Black war veterans were denied the same benefits that white
veterans received (Brown, 2021). Zoning practices, “urban renewal” policies, and discrimination
within the home loan and banking industry have layered upon these foundational
disadvantages.
47 “NH” refers to “non-Hispanic” in the chart.
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Supplemental Poverty Measure. The state’s poverty rate was particularly high among Black and
Latino Californians, and California continued to have the highest poverty rate of the 50 states.48
The chart below tracks the distribution of poverty across different population groups.
Figure 5. California Poverty Rates Under the Supplemental Poverty Measure, 2022 to 2023. (Source: “California’s
Poverty Rate Soars to Alarmingly High Levels in 2023,” California Budget & Policy Center, 2024).
The 2023 figure starkly reveals the effect of expired pandemic reliefs and protections that have
left many people and families struggling to hold their ground; to wit, the 2023 poverty rate is
higher than the pre-pandemic rate of 16.6% in 2019. It is also notable that inflation-adjusted
hourly wages for low-wage workers also decreased in California.
48 These racial disparities are persistent. For example, even after controlling for age, tenure,
educational attainment, employment status, household composition, and disability status—all
factors that can influence a household’s income—Black residents in the Bay Area are 1.9 times
more likely to be represented among extremely low-income households, while American
Indian/Alaska Native residents are 1.9 times more likely (Reid, 2021).
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The gap between high and low incomes is both immense and escalating. In 2022, families at the
top of the income distribution—the 90th percentile—earned 10 times more than families at the
10th percentile: $305,000 vs. $29,000, respectively (Public Policy Institute of California, April
2024). In 2023, the average income of the top 1% of Californians was 14 times the $89,300
median California household income and 67 times the average income for the bottom 20% of
Californians, which stood at a woefully inadequate level of $18,170 (California Budget & Policy
Center, 2024). Families with incomes in the bottom quarter of California’s income distribution
either fall below or are at risk of falling below the amount required to meet basic needs (about
$40,000 per year for a family of four). Poverty would be higher without safety net programs,
but it is pervasive even with them.
Residents throughout Contra Costa County struggle with housing and living costs
Most Bay Area households are affected in some way by the region’s ongoing affordability crisis:
housing costs are increasing faster than incomes, nearly half of renters are cost-burdened, and
rates of homelessness continue to rise. The California Housing Partnership’s 2024 Affordable
Housing Needs Report relays the scope and severity of the regional housing affordability crisis
on Contra Costa residents. According to the report, as of 2023, 30,812 low-income renter
households in Contra Costa County do not have access to an affordable home. Seventy-two
percent of extremely low-income (ELI) households are paying more than half of their income on
housing costs, compared to 1% of moderate-income households. Renters in Contra Costa
County need to earn $43.63 per hour—2.5 times the City of Richmond minimum wage—to
afford the average monthly asking rent of $2,269. Asking rents increased by 1.4% between the
fourth quarter of 2022 and the fourth quarter of 2023.
Contra Costa County’s deep systemic inequities compromise the economic and housing stability
of tens of thousands of families in our communities—with the greatest impacts felt by
extremely low-income households and people of color.49 According to the Bay Area Equity
49 In their report on the housing needs of low-income households in the Bay Area, Economy, et
al. (2024) state that “From 2012 through 2022, the top 1 percent’s median income has grown
by 87 percent—from $461,000 to $863,000. In contrast, the bottom 10 percent’s income has
grown by only 27 percent, from $6,200 to $7,900. This widening income gap has direct
implications for housing affordability: in the context of limited supply, higher-income
households can push up rents of existing units. It also contributes to rising Area Median
Incomes (AMIs), with significant implications for affordable housing policies and who they
benefit. In 2023, the typical Bay Area rent was over $3,000, up from $2,360 in 2015…Of the Bay
Area’s 1.2 million renter households, 57 percent have incomes lower than 80 percent of AMI.
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Atlas, between 2000 and 2020, Contra Costa County’s median rent increased by 42%, while the
median household income for renters increased by just 11 percent. During this time, the share
of rent-burdened households grew by 9 percentage points (41% to 50%). A majority of renter
households of color (55%) in Contra Costa County are rent burdened, compared to 46% of
white renter households. Black renters are particularly impacted—nearly two-thirds (64%) of
Black renter households are rent burdened. Additionally, rent burden disproportionately
impacts younger and older residents of Contra Costa County: 56% of children in the county live
in a rent-burdened home, as do 58% of seniors. Critically, rent burden is a countywide issue:
43% of renter households in Orinda are rent burdened, and 41% of those in Danville (Bay Area
Equity Atlas analysis of American Community Survey data from IPUMS USA and the Census
Bureau, 2024).
This staggering degree of rent burden is coupled with extreme levels of rent debt.50 Nationally,
67% of households behind on rent are composed of people of color, 78% are low income, and
50% are households with children (National Equity Atlas, 2024). In California, the estimated
total rent debt is $1,705,500,000; 646,000 households are behind on rent, with 833,000
children living in those households (National Equity Atlas, Rent Debt Dashboard, 2024). Of these
renters, 82% are people of color, 86% are low income, and 60% are households with children.
Combined, rent burden and debt equate with unsustainable housing situations and chronic
precarity. As of February 2024, 67,000 Bay Area households were behind on rent by an average
of 2.6 months, for a total of nearly $460 million. The majority of these renters were low-income
households (94%) and/or people of color (90%) (Economy, et al., 2024). Notably, as of July
2023, Contra Costa had the second highest eviction filing rate in the Bay Area and the seventh
highest per capita rate in the state, a staggering indicator of our county’s widespread and high
level of housing insecurity (Hosseini, 2024). High housing cost burdens increase the risk of
housing instability and eviction. Research has shown that evictions—which disproportionately
impact Black and women renters—have profound negative impacts on health, housing stability,
and employment (Hoke & Boen, 2021).
In Contra Costa County, working full-time does not guarantee financial security
And almost 40 percent of renters—more than 470,000 households—have incomes below 50
percent of AMI.”
50 Rent debt can accrue from prolonged rent burden, or as a collateral consequence of an incidental shock, like
illness or job loss. Many of the most rent-burdened and rent-debt-ridden households were disproportionately
housing insecure before the pandemic; escalating costs of living since then have magnified these societal
disparities and their affliction on individual residents’ lives and futures.
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In their report “Shedding Light on Bay Area Poverty” (2023), the Tipping Point Community
documented that most people who are poor in the Bay Area are employed and derive minimal
support from government programs. In fact, half of Bay Area residents in poverty have one or
more working-age adults in their family who is employed full-time for the entire year. In
addition, 10.4% of those in poverty have adults who work full-time for part of the year, and
19.2% have adults who work part-time. In other words, a job, even a full-time one, does not
guarantee economic security in this region. Hard work does not necessarily equate with
financial stability.51 To reverse these trends; upend entrenched patterns of structural racism,
systemic discrimination, and inherent societal disadvantage; and avoid the negative outcomes
that accrue with them, it is increasingly clear that more coordinated, targeted, and prevention-
oriented responses are needed.
As of 2023, 26% of Contra Costa households fall below United Way’s Real Cost Measure (RCM);
this figure rises to 45% for Latino and African American households.52 Notably, 97% of these
households have at least one working adult. A family of four (2 adults, 1 infant, 1 school-aged
child) would need to hold more than three full time, minimum-wage jobs to achieve economic
security.53 Deepening inequality and wealth disparities paint a stark picture of two different
Contra Costa Counties, where some residents keep prospering and others never stop struggling.
Although Contra Costa has a higher median income compared with other Bay Area counties, its
deep disparities in health, wealth, justice, education, jobs, and housing cut deeply across racial,
ethnic, and geographic lines, as documented in, e.g., Bay Area Equity Atlas, Contra Costa County
FY 24–25 budget hearings Health Department and Employment and Human Services
Department presentations, Contra Costa County 2024 Point-in-Time (PIT) Count, Contra Costa
County Continuum of Care 2022 and 2023 Annual Reports, and the California School Dashboard
for specific Contra Costa County school districts (see Appendix I for documentation and links).
51 Reid (2021) documents that “Since the Great Recession, the [Bay Area] region has experienced significant job
growth, yet very few of these employment opportunities are among middle-wage occupations, which could
provide workers with living wages. Instead, job growth has been concentrated in high- and low-wage jobs. The
development of this ‘hourglass economy’ means that the region will continue to struggle with a high share of low-
wage workers who cannot support their families even if they work full-time.” Addressing these challenging
structural constraints demands a broad set of cross-sector interventions. Reid states that “The most immediate
need is to re-imagine and strengthen the social safety net.”
52 The Real Cost Measure estimates the amount of income required to meet basic needs including the costs of
housing, child care, food, transportation, health care, and taxes. Unlike the official poverty measure which is
primarily calculated based on the cost of food adjusted for inflation annually, the Real Cost Measure takes into
account geographical differences in the cost of living throughout California.
53 This calculation is based on $13.00/hour, 40 hours per week, 50 weeks per year.
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Economic insecurity certainly affects people in all regions of Contra Costa. More than one-third
of local workers do not make enough to afford their basic needs.54 However, that figure
increases to 50% for Black workers and 63% for Latino workers (Bay Area Equity Atlas, 2021).55
Our childcare providers, hospital aides, office cleaners, school bus drivers, and other workers
provide the essential services that make our county run, yet they cannot afford to meet their
own essential needs. Too many families are one financial shock away from falling behind on
rent and becoming homeless, whether from loss of employment or an unexpected hospital
visit.56
54 It is notable that the costs of basic needs, like housing, food, utilities, and gas, have risen tremendously in the
region and is increasing faster than the cost of non-essential goods. Recent wage gains for lower-wage jobs cannot
make up for over a decade of stagnating wages. Moreover, higher hourly wages do not always translate into higher
take-home pay every month, given the difficulty of finding full-time employment. (United for ALICE, 2024).
55 These figures are taken from datasets compiled by the Center for Women’s Welfare at the University of
Washington; The Self-Sufficiency Standard for California 2021; and IPUMS USA. The Bay Area Equity Atlas (2024)
states that, “A worker earning enough to meet their basic needs is defined as an individual earning at least half of
the Self-Sufficiency Standard for a household of two adults, one school-age child, and one preschool-age child in
the county where they reside. This family type was chosen based on the assumption that two full-time workers
would be able to support a family of two adults and two kids (regardless of current family composition) in an
equitable economy.”
56 Nationally, almost 70% of families with incomes below the Federal Poverty Line reported experiencing a
material hardship in 2018; of these families, 61% experienced a financial shock in that same year (Urban Institute,
2018). The Bay Area’s high cost of living exacerbates the baseline struggle of many residents and heightens their
exposure to a life-altering shock. The recent statewide survey on homelessness revealed the degree to which this
context precipitated their housing crisis (Kushel, M., & University of California, San Francisco Benioff Homelessness
and Housing Initiative, 2023).
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Figure 6. Income Gap for Bay Area Single-Parent Household with Two Children. (Source: “Big Moves for Housing
and Economic Security,” ALL HOME Regional Impact Council, 2024).
As Figure 6 shows, even if a single parent is working full-time and receiving all the public
benefits for which they’re eligible, they often still don’t have enough resources to live above
the California Poverty Measure (CPM) threshold.57 Guaranteed income invites us to take a hard
look at the obstacles people face to pursuing their dreams and offers a tangible path to help
overcome them. In the Bay Area, 43.5% of Latino and 41.9% of Black residents are living in or
near poverty—more than double the rate (15.8%) for white residents (Tipping Point
Community, 2024). This creates a wealth chasm; calling it a wealth “gap” does not do justice to
the extent of damage it has wrought and continues to inflict on Black and brown
communities.58
Poverty produces its own multiplier of harms and intersects with structural racism, over-
policing, underfunded public schools, housing instability, gender inequity, and labor
exploitation.59 It creates its own economy with exploitative rents, banking fees, unfair labor
practices, predatory debt accrual, and more. It manufactures and reproduces social
inequalities, individual trauma, and generational harms. Looking soberly and purposefully at
57 The CPM is a state-specific index of poverty, modeled on the Census Bureau's Supplemental Poverty Measure,
that improves upon traditional poverty measures by accounting for necessary expenditures like child care and out-
of-pocket health costs; adjusting for geographic differences in housing costs; and including tax credits, food
assistance, and other non-cash benefits in the resources available to help families meet basic needs.
58 These economic disparities and harms are inextricably interwoven with other vulnerabilities, particularly
housing burden and precarity. As a December 2021 report from the Terner Center for Housing Innovation at the
University of California, Berkeley documented, “In a region where the average household income is approaching
$140,000 (and the top 10 percent earn more than $290,000), approximately 457,000 households were considered
extremely low-income (ELI) in 2019, trying to make ends meet on an average of $17,800 a year. These ELI
households—who are more likely to include Black, Hispanic/Latinx, American Indian/Alaskan Native, and Asian
individuals—are at significant risk of housing instability. Even prior to the COVID-19 pandemic, nearly 51 percent of
ELI households in the Bay Area were precariously housed, meaning that they received no housing assistance or did
not own their home outright, and were paying more than 30 percent of their income toward rental or mortgage
costs. These at-risk households include over 575,000 people—including 174,000 children—which is more than 10
times the number of people currently receiving assistance through the region’s network of homeless service
providers.” (Reid, 2021). Although not all ELI households are at risk of homelessness, the data reveal a number of
factors that make these households particularly vulnerable to housing insecurity and more likely to experience
barriers to economic security and mobility, e.g., the presence of individuals with a self-reported disability, lower
educational attainment, etc.
59 Financial security during childhood decreases risk factors for varied systems involvement. For example, a new
body of research compiled by Chapin Hall, a research and policy center that focuses on child welfare and family
well-being at the University of Chicago, finds that material hardship increases the risk for child welfare
involvement due to neglect and abuse. They document that when families are given cash assistance, their risk for
child welfare involvement is reduced (Anderson, Grewal-Kök, Cusick, Weiner, & Thomas (2023).
73
these lineages and interconnections requires that we recognize and rectify how past
transgressions play out in present harms, pervasive injustices, and ongoing inequities.
Contra Costa’s widespread poverty, financial strain, and concentrated racialized resource
disparities are set within a region with an exorbitant cost of living and many high-income
earners who compete for limited housing stock. These characteristics mirror those in a majority
of other communities where guaranteed income has been successful in shifting policy
discussions, transforming community members’ lives, and rewriting stories of trust, agency,
deservedness, and dignity.
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GUARANTEED INCOME PILOT DESIGN
Design elements
All guaranteed income pilots share a common commitment to prevention, harm reduction,
equity, and addressing the disproportionate impacts of racism, economic vulnerability, and
social marginalization. However, no two pilots are identical; each is designed to respond to local
needs. Guaranteed income pilots vary in priority population, disbursement amount, duration,
total budget, evaluation type, and administrative costs.
Guaranteed income is both basic and nuanced—availing flexibility and variability in different
communities. Yet, while all pilots are unique—operating at different scales, on different
timelines, with different priority populations, and offering different levels of optional wrap-
around services—they all share key design elements. These include:
• Program scale and scope (participant number and eligibility criteria)
• Program duration
• Payment amount
• Funding sources
• Participant outreach, recruitment, and engagement
• Interaction with existing benefits programs
• Program administration
• Additional supports and services for pilot participants
• Evaluation
Baseline goals and values
The recommendations for Contra Costa’s pilot design, goals, and intended outcomes utilize a
targeted universalism lens—i.e., honoring that we all deserve abundant resources to help us
lead healthy, fulfilling, and prosperous lives, but recognizing that we are all situated differently
with regard to the opportunities to secure these resources. This conceptual and pragmatic
75
framework uplifts shared values and aspirations and encourages us to actualize their universal
attainment through strategic, equity-centered investments.60
Implementation of a publicly-funded guaranteed income program in our county is built upon
the following universal goal: All Contra Costa residents should have the resources and
opportunities they need to thrive. As documented in the previous section and throughout this
report, too many of our residents are struggling to get by, lacking sufficient and flexible
financial resources to sustain themselves and their families and thereby being forced to make
difficult choices to prioritize basic needs and navigate scarcity. This problem warrants a
targeted response. Guaranteed income is a promising policy pathway for local governments to
directly support and invest equitably in their residents so they can tap into more resources and
opportunities. This pathway reflects the model of mobility uplifted by the US Partnership on
Mobility from Poverty, in which agency, sense of belonging, and economic success are
interwoven.
While this universal goal is ambitious, and cannot be fully achieved through a small-scale pilot,
designing specific implementation strategies in its service moves us closer to universal
realization.61 These commitments also embed an infrastructure of care and recognition of
shared humanity into public policymaking and funding decisions, paving the way for
transformative changes that fortify our county’s collective well-being and affirm its diversity.
As Veronica, who participated in Cambridge’s RISE pilot said, “A step up for everybody is a
beautiful thing…Some people already have plenty of steps up already, but a step up for those
that really need it, that would be a really beautiful thing.” Targeted investments in those who
have less access to opportunity and stability build shared prosperity and yield universal gains
that lift up families, schools, and communities. Veronica’s statement aligns with the goals of
60 powell, Menendian, and Ake (2019) specify that “Targeted universalism is based on exploring the gaps that
exist between individuals, groups, and places that can benefit from a policy or program and the aspiration-
establishing goal. Targeted universalism policy formulations do more than close or bridge such gaps, but ultimately
clarify and reveal the barriers or impediments to achieving the universal goal for different groups of people.”
61 Critically, while a goal is universal, it can only be achieved through strategies that center diversity and account
for inequities. powell, Menendian, and Ake (2019) write, “Targeted universalism rejects a blanket universal
strategy, which is likely to be indifferent to the reality that different groups are situated differently relative to the
institutions and resources of society. It also rejects the claim of formal equality that would treat all people the
same as a way of ignoring difference— recall that universal strategies may not achieve universal goals. For this
reason, targeted universalism is sometimes referred to as “Equity 2.0”—a framework to realize the full potential of
pursuing equity. It embraces difference and disables any attempt to legitimize an inequitable status quo through
treating everyone the same, with the same solutions, and the same attention. With an unwavering commitment to
the universal goal, targeted universalism platforms require a diversity of strategies to advance all people toward
it.”
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California’s statewide pilot, which is intended to “disrupt poverty, advance equity, and support
the basic needs of recipients” (Governor Newsom, Press release, November 3, 2023).
The recommended goals for Contra Costa County’s guaranteed income pilot should include:
• Contribute toward poverty alleviation, housing security, and mental health
• Alleviate current financial hardship and economic volatility by providing an income floor
for a sustained period of time
• Promote pathways for mobility and resilience at the individual, family, and community
level to ensure diversity does not mean disparity in Contra Costa
• Increase financial assets and opportunities to build generational wealth
• Provide flexible resources that fill in the gaps of existing public assistance programs
Pilots often establish additional goals tailored to the needs and circumstances of the pilot
population, such as increasing the number of former foster youth who are stably housed or
reducing recidivism for the reentry population. Resident stakeholders and the selected pilot
evaluation partner can assist with defining parameters and metrics for additional indicators.
Intended outcomes
Projected and evidenced pilot outcomes vary significantly, depending on the pilot site’s goals,
the priority population and participants’ beginning circumstances, family contexts, and
individual aspirations.62 As a flexible tool, cash payments can be used to address specific and
variable needs, respond to emerging demands, and create the possibility for increased choice
and agency. However, it’s important to note that cash, and guaranteed income overall, is an
imprecise instrument if the intent is to achieve a single outcome for everyone. People have
62 Even within priority populations, additional parameters can target site-specific participants and outcomes. For
example, HOPE SF’s pilot-to-policy program, Place to Prosper, intentionally addresses anti-Blackness and
recognizes economic disadvantage. The program places “Black people at the core of a vision for racial justice with
the understanding that pulling the most marginalized to the center lifts up everyone.” (Wealth Building
Framework, 2021) The two-year place-based pilot deposits $750 monthly to 75 HOPE SF families with children
under five years old. Initiated in 2009, the Partnership for HOPE SF aims to introduce mixed-income communities
in four former public housing neighborhoods without the displacement of legacy residents; 45% of residents
identify as African American/Black in these neighborhoods and have a median household income of $15,000.
Potential outcomes from this pilot include increased parental economic stability through a sustained ability to
meet basic needs and improvements in child educational achievement and family well-being. The direct cash
transfers may also stabilize neighborhood displacement and enhance feelings of safety as defined by community
members themselves.
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varying needs and fluid circumstances, set against a broader landscape of barriers and
opportunities. For this reason, GI pilots should seek to advance some or many aspirational
outcomes for everyone rather than expect a uniform outcome for all.
California’s statewide guaranteed income program distributed funding over seven pilot sites to
“learn more about how guaranteed income can work as a supplement to, rather than a
replacement of, existing safety net programs”63 and specified that “Outcomes that will be
studied and evaluated include health and overall well-being, financial stress, employment, and
education. Some of these specific data measures will be consistent for all pilots and some will
be pilot-specific” (California Department of Social Services, Press release, November 3, 2023).
The program is part of the state’s steady embrace of more equity-driven approaches to
addressing pervasive economic insecurity and social welfare. The statewide program was
launched based on preliminary pilot findings and a relatively smaller handful of programs
throughout the state. Since that time, there has been tremendous growth in the
implementation, research, and advocacy of guaranteed income across California. This set the
stage for the legislature’s latest endorsement of guaranteed income as a tractable public
investment: Assembly Bill 2263.
Guaranteed income is not a panacea; it is not a singular solution to any social ill or individual
circumstance. Rather, guaranteed income is a potent strategy and pointed tool within a larger
vision of societal welfare that centers equity, prevention, and security. It lays a powerful
foundation and demonstrable springboard for meaningful and measurable change for
individuals, families, and communities.
After payments end, income volatility and other enduring realities may impact a resident’s
savings capacity and financial security. This reflects the fact that economic mobility is limited by
more than just a lack of cash, e.g., caretaking responsibilities, disability, structural inequities
63 The evaluation report on Los Angeles’s BIG:LEAP references the different approaches to guaranteed income’s
interaction with existing public welfare programs. Kim, Castro, West, Tandon, Ho, Nguyen, and Sharif (2024) state:
“Designing unconditional cash programs in the US historically revolves around an enduring debate about whether
or not GI should work alongside the safety net or replace means-tested benefits (Baker et al., 2020). Supporters of
replacing the safety net with cash, an idea espoused by Andrew Yang when running for President, base their case
on Milton Friedman’s proposal for the Seattle/Denver Income Maintenance experiments (SIME/DIME) in the
1970s, where the logic rested on replacing benefits with a negative income tax (Christophersen, 1983). This
approach was expected to improve efficiency, lower costs, and increase work incentives, but participants in
SIME/DIME refused to sign up for the program until they were assured they would not lose their benefits,
foreshadowing the ethical dilemmas of the present (Baker et al., 2020; Christophersen, 1983). In contrast, most
current GI programs follow the Stockton model, where unconditional cash is designed to work alongside the safety
net rather than replace it (Baker et al., 2020). The logic rests on mitigating the potential for pushing people further
into poverty when GI is not enough to offset the combined loss of public insurance, housing supports, subsidized
childcare, CalFresh, and myriad other benefits.”
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(such as the gender pay gap), and other determinants. No level of commitment, creativity, or
resources will make substantive progress on advancing economic equity and increasing the
wealth of low-income residents, and in particular, households of color, without attention to—
and scaled solutions for—addressing these critical realities and disparities.64 But guaranteed
income can and does provide direct relief and preventative resources in the present and create
pathways for opportunity and mobility in the future. And that is precisely what guaranteed
income pilots are achieving throughout the country.
Despite variability in participant context and the persistence of structural barriers and systemic
inequities, guaranteed income pilots in Contra Costa should seek to:
• Provide basic income for participating residents to meet essential needs, improve
financial security, and empower individual decision-making.
• Reduce racial and economic inequities in housing, health, income, and educational
opportunities.
Pilot administration and evaluation
The most common administrative structure for pilots involves three to four components:
• Government sponsor: County or city staff serve as anchors to provide programmatic
oversight and perform specific duties but may not necessarily be engaged in its day-to-
day administration.
• Implementing partner: Often a non-profit with existing ties to the priority population
serves as the agency responsible for administering the program. Responsibilities often
include program support, application collection, participant selection and enrollment,
and collaboration with other partners on outreach and communication. Some of these
tasks may also be performed by the government sponsor.
64 For example, many low-income people are saddled with debt in the form of medical bills, student loans, and
high-interest credit cards. That debt (let alone the structural conditions that foster it) does not necessarily
disappear as a result of an 18-month pilot. Magnolia Mother’s Trust participants surveyed in their alumni study
grappled with the reality that debt seemed nearly impossible to avoid in the context of limited income, dwindling
savings, and unexpected crises. This reality buttresses the need for more sustained forms and systems of support
that account for the glaring gap between wages and earned income on the one hand and the costs of living on the
other. These strategies and solutions cut across multiple policy and sector domains, from housing affordability to
healthcare provision to educational access, all of which significantly impact individuals’ and families’ capacities to
avoid debt.
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• Fiscal payment partner: In some programs, usually when an implementing partner or
the municipality does not have the capacity to administer the financial components, an
additional funding or fiscal payment partner is engaged.
• Research/evaluation partner: These range from university-based research centers to
smaller organizations specializing in community data gathering. Some pilots also blend
the two: layering a larger institutional evaluation with a community-based research
approach.
Outcomes evaluation
Pilot evaluations communicate the individual outcomes and collective benefits derived from
unrestricted, unconditional cash support. Varying survey instruments allow for data to be
captured on participant- and family-level outcomes. These gauge quantitative effects, e.g.,
impact on rent burden or ability to pay bills on time, along with outcomes that are more
nuanced, aspirational, or affective, such as hope and goal-setting.
While it is true that individual pilot findings help build the case for a broader commitment to
guaranteed income, including at the state level, program evaluation should be shaped to
contribute meaningfully to improving local residents’ lives. Since the request for funding a pilot
in Contra Costa is presented as part of a larger project to strengthen our social safety net, the
evaluation should optimally be conducted such that the findings can present avenues where
policy and programmatic changes could institutionalize some of the strongest benefits to
residents. Specifically, we hope that evaluation questions and results will help generate ways to
expand accessibility and reduce barriers to public benefits and resources as well as suggest
opportunities to reimagine and widen our safety net. This expectation is in line with the
recognition that while the number of residents who will be directly impacted by this pilot is
relatively small compared to the number of those who would be eligible for it, the evaluation
should have significant and sustained influence on future program design, policy decisions, and
fiscal allocations.
Quantitative data on participant demographics, spending, and other indicators can help inform
baseline, interim, and final reporting, but it is also vital that other dimensions of well-being are
reflected through qualitative tools that document lived experiences and participant stories. As
reflected by the expansive definition of well-being and mobility proposed by the US Partnership
on Mobility from Poverty (documented in Figure 1), evaluated indicators should also account
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for the extent to which guaranteed income affected feelings of self-determination, agency, and
a sense of belonging and community connectedness.
Evaluation costs are variable and differ across sites. Fees are dependent on a number of factors,
such as project scope and length, decision to include co-principal investigators, research design
decisions, amount and type of data collection, associated travel costs, and other factors.
Evaluators typically meet with potential partner sites to assess these factors and then craft a
budget that is both responsive to the site’s needs and supports a rigorous evaluation. Some
pilots partner with a local firm or university, others pursue a randomized controlled trial with a
national research center, while yet others design an evaluation process with their participants
or a resident advisory board.
Enhancing participant success and support through resource connections and services
People need cash and resources beyond cash. Thoughtfully-designed pilots wrap opportunities
for services and support around participants. In fact, many pilots report in their quantitative
data and participant stories that the addition of optional services and supports boosts uptake
and effectiveness, providing compelling evidence that individual choice and agency matters,
and that people avail themselves of resources when aligned with their needs, goals, and
capacities. Many participants across different populations and pilot types are eager to tap into
these additional resources and supports. As one Magnolia Mother’s Trust participant said, “If
you’re gonna be in it, don’t just be in it for the finances, be in it for all the resources that you can
get out of it. If you need a therapist, get that out of it. If you need help parenting, get that out of
it, you know, like use all the resources you can.” In a society where resources and opportunities
are so stratified, programs that render them more accessible both serve a broader public good
and amplify individual agency.
Pilots have offered workshops on investing, taxes, real estate, starting a business, saving for
college, budgeting, building credit, parenting, child care, and career exploration. Their intent
moves beyond helping participants leverage their pilot payments to help set them up for long-
term success by clarifying needs and establishing viable goals. In this respect, the pilot becomes
a bridge to other services that can help participants plan for the future and actualize self-
directed pathways toward greater well-being and stability. For example, Los Angeles County’s
Breathe pilot pairs former foster youth with coaches who provide them with support to
optimize their benefits and develop their talents and assets. Many have used the combination
of stable financial support with coaching to think bigger and go farther, returning to school or
launching their own businesses.
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County residents who attended the Contra Costa Guaranteed Income Working Group
community forums and focus groups relayed that income volatility is a huge concern and major
stressor that directly inhibits their ability to make calculated budget decisions. This scenario is
common across the tens of thousands of pilot participants to date. Against this landscape,
guaranteed income has presented many people with their first opportunity to practice financial
planning and build financial literacy. Because GI pilots provide a fixed and consistent amount of
money each month, pilot participants have predictable cash flow to plan and budget with. This
novel context has opened doors to active goal-setting, savings opportunities, unique
celebrations of special occasions, and much more.
Reflecting on her experience, one of the mothers in the Magnolia Mother’s trust pilot said that
“It [the pilot] really taught me how to budget and that’s one thing I can honestly say that I got
from that. I never knew how to before then.” The MMT experience inspired parents to offer
their children opportunities to practice financial responsibility. One mother was able to give her
child an allowance for the first time and teach them about saving. The children also shared that
they gained greater awareness about managing money, how to make sound financial decisions,
and the importance of saving. Anecia, a Cambridge RISE participant said, “[To] set new goals,
like I mean I think with the money it just has opened my eyes to really just get like focused on
home buying or something else for me and my kids. And it just caused me to look at my budget
more and just be more aware of my spending altogether.” Their reflections attest to the fact
that, as with many things in life, practical experience is the best teacher. This assertion has
been backed by empirical research. In a meta-analysis of existing papers and studies on
whether financial education improves financial literacy or personal financial outcomes,
Hastings, Madrian, and Skimmyhorn (2013) find that “Most individuals cite personal experience
as the most important source of their financial learning, which suggests reverse causality —
that experience creates literacy, not the other way around.”
Guaranteed income’s unconditional approach does not preclude incentivizing participation in
evaluation surveys, trainings, workshops, and other optional programming and services, and
pilots routinely offer additional payment incentives for evaluation survey completion and/or
enrollment in additive workshops. Most pilots contract with providers and/or hire a coach to
enhance services and supports for participants, such as the California Abundant Birth Project,
which recently launched an expansion site in Contra Costa, and offers participants an
abundance coach. LA County partnered with a local provider who offered benefits access, job
training, and workforce-based services. Eighty percent of participants have engaged in these
programs and services since the pilot began. CoCo Go Big offered an array of supports and
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services to pilot participants, including one-on-one and small group coaching, civic advocacy
training, and financial planning. ELEVATE Concord is embedded within Monument Impact’s
extensive network of services and supports, which provide additional touchpoints and access
pathways for participants, and as indicated earlier, have enhanced the pilot’s derived and
sustained benefits.
In addition to coaching, the Arlington’s Guarantee program advocate provided active listening
and warm handoffs to the Department of Human Services community assistance team and
other community resources. This resulted in at least 678 documented referrals for assistance
with food, employment, and more. Lastly, like most pilots, the Polaris Resilience Project
requires benefits counseling at the outset so participants understand any impacts or
disruptions that may occur as a result of their enrollment in the program. Project staff also
focus on providing referral pathways that are specific to the needs and circumstances of the
population they serve.65
Wraparound scaffolding is a best practice that enhances participants’ self-sufficiency and
connectedness, providing additional stability mechanisms that can help them throughout the
pilot period and after it concludes. Regardless of their enrollment in additional services, pilot
participants continue to receive the guaranteed income cash payments.
Ensuring a soft landing for participants
When pilots end, the sunset and transition process should be carefully planned and
communicated to participants. Many pilots offer aftercare support, connecting participants
with continued services and resources like employment assistance, educational opportunities,
and/or long-term housing programs such as rapid re-housing or permanent supportive housing
to ensure they sustain progress and gains made during the pilot. The goal is to provide a net,
bridge, and boost that positions people to achieve lasting stability long after pilots conclude.66
65 The Polaris Resilience Fund supports survivors of human trafficking. The program’s director describes the
referral pathways as follows, “Polaris’s vision is focused on more than momentarily alleviating the economic
situation of trafficking survivors, it is focused on long-term stability. That’s why, through collaborative efforts with
trusted allies, we are working to establish referral pathways for survivors who encounter barriers to financial
inclusion. Together, we are addressing the myriad challenges faced by survivors, building a resource ecosystem
that benefits them, and fostering lasting systemic changes.”
66 The following quotation reflects how one participant used guaranteed income as both a bridge and a boost—as
a springboard to opportunity, juncture for reflection, and path to greater self-sufficiency: “The program gave me
that head start that I needed…It was only $1,000 a month, but with the 2,000 a month I was making off of my job,
it made me know, Well, this much is what I need to not have to get a loan to still be able to provide for my family.
I've always had a goal of not being on any type of SNAP benefits for too long. It's supposed to be temporary to until
I can get on my feet. I was like, Okay, so this is the amount of income I need in order to not need government
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It’s also worth noting that believing in the dignity and agency of participants means believing
that they understand the pilot’s timebound nature. Part of responsible onboarding is reviewing
all aspects of the pilot with participants, from offering benefits counseling and potential
impacts as a result of participation to ensuring they have access to supports if and when they
need them post-pilot. Qualitative research shows that participants are considering how to best
use the additional income during the period they receive it in order to set themselves up for
future success. Providing unconditional cash at a critical time is a way to meet people where
they are with maximum flexibility and agency, bolstering goal-setting and enabling new chances
and choices.
Mothers in MMT’s first three cohorts acknowledged the difficult choices they faced when the
GI payments ended. Yet, despite these challenges, many adapted by devising creative ways to
integrate some of the pilot’s opportunities into their post-pilot budgets. For example:
• One mom shared that even though she can no longer afford her child’s involvement in
athletic teams, she now takes them to the public gym to play sports.
• Others resolved that, though their ability to travel with their children is now limited,
they can still do it at a more manageable and affordable frequency.
• While out-of-town getaways are no longer affordable, one mom shared that they now
have a routine family night where she and her children spend quality time together
(Moore et al., 2023).
As noted earlier, it is both unreasonable and undesirable to expect guaranteed income, or any
financial support program for that matter, to (re)solve numerous structural and systemic
barriers and personal limitations that many of face in their quest to lead healthy, stable lives
and care for their families. This recognition is the crux of reimagining the safety net, i.e.,
building more robust, reliable, flexible, and holistic systems of care and accountability that
promote opportunity, mobility, and well-being for all. In an interview that aired on CNN’s The
Lead on July 30, 2024, a Denver Basic Income Project participant was asked, “Has having this
money changed the way you think about the future?” to which she replied, “It’s provided a
future for me and my family.” Over the course of the pilot, the family moved out of their vehicle
and into stable, independent housing.
assistance. It was the head start that I needed or just an opportunity that I needed to get me to the next step, and it
made me work even harder…Then as far as my mental health, I was less stressed. It made me realize how much
finances play a part in your overall mental state. If you have it and you know that your needs are being met, you're
a little less stressed” (Moore, et al., 2023).
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RECOMMENDED PILOT ELIGIBILITY REQUIREMENTS AND PRIORITY
POPULATIONS FOR CONTRA COSTA COUNTY
Population selection criteria and methodology
The following eligibility criteria will ensure that the pilots’ benefits are focused on Contra Costa
residents:
• Must be Contra Costa resident, regardless of immigration and housing status
• Must maintain Contra Costa County residency throughout the program
• Selected participants cannot be concurrently participating in another GI program
As discussed previously, while guaranteed income pilots are intended to provide participants
with a basic financial floor, they are not universal in scope. Rather, GI pilots are intentionally
designed to address our country’s pronounced disparities in economic prosperity and wealth-
building, the origins and effects of generational poverty, the lived realities and collateral
consequences of racial discrimination, and the systemic under-resourcing of low-income
communities and communities of color.
Population selection methods are variable; some pilots administer an open application process,
where community members are invited to apply and notified of eligibility criteria; other pilots
draw from a predetermined sample group, e.g., a housing voucher pool. Beyond basic criteria,
there are often additional screens, weighting, randomization, or carve-outs to ensure equitable
representation across target AMIs (area median income), zip codes, or neighborhoods.67
67 South San Francisco adopted a rigorous and thoughtful model to ensure equity in its selection process. They
created multiple tiers and applied a points system to rank and prioritize the greatest needs. The first screen was
delineated by four tiers. Tier 1 was designated for applicants with household income at or below 30% of AMI and
ineligible for public benefits. Tier 2 was for applicants with household income at or below 30% of AMI but eligible
for public benefits. Tier 3 was for applicants with household income at or below 50% of AMI and ineligible for
public benefits. Tier 4 was for applicants with household income at or below 50% of AMI and eligible for public
benefits. Eligibility for public benefits referred to the applicant himself/herself and not to family members. To
further differentiate the level of need within a tier, a points system based on four factors was calculated and used
secondarily for each applicant; these are factors that are understood to increase the risk and likelihood of
remaining in poverty: 1) households with minors in their home, 2) single parents of minor children, 3) residence in
a low-income census block group, or 4) Foster Youth aging out of care. Each applicant was assigned one point per
risk factor. All 131 individuals in Tier 1 were invited to the program. With 160 spots available in the program in
total, 29 individuals from Tier 2 with the greatest number of points were invited to participate. No individuals from
Tiers 3 or 4 were included in the program. Of note, by including residence in a low-income census block as a
consideration, the program was acknowledging that high concentrations of poverty have a reinforcing effect on
the neighborhood in terms of reduced funds circulating in the economy, opportunities for economic or educational
attainment, limited services and generally a more challenging climb to economic stability. The administrators of
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Many pilots prioritize populations where small investments at critical life stages or thresholds,
particularly those that are potentially destabilizing, can make large differences in promoting
positive outcomes. California’s statewide pilot (focused on pregnant moms and former foster
youth), Santa Clara County’s four priority populations (former foster youth, unhoused high
school seniors, community members returning from incarceration, and young parents),
numerous pilots throughout the country, and data emergent from experimenting with cash and
flexible subsidies to augment social services have highlighted the preventative mechanism of
guaranteed income.68 Whether a bridge, boost, or band-aid, stable financial support for a
defined period can help individuals and families with critical, time-sensitive assistance to
address acute suffering; prevent negative outcomes; and promote security, health, and well-
being. Our priority population recommendations align with this approach.
Priority population recommendations
As noted above, our recommendations are informed by an emphasis on guaranteed income as
an upstream investment; findings and promising pathways gleaned from nationwide pilots; and
extensive local data on economic needs, circumstances, and disparities. They also align with the
emphasis on protecting vulnerable residents reflected in the Measure X ballot language. We
therefore recommend prioritizing the following four populations:
• Youth transitioning out of foster care
• Residents who are unhoused or unstably housed
• Residents returning to the community after incarceration (Note: The Community
Advisory Board to the Community Corrections Partnership has recommended the
allocation of $1 million in AB 109 excess funds to launch a guaranteed income pilot for
Los Angeles’s BIG:LEAP pilot used quota sampling to determine the number of available treatment and control
group participants by council district. Per the city’s directive, the first step of quota sampling was to allocate
available slots by the proportion of eligible residents in each district that account for the city’s overall poverty rate
(16.6%). For example, Council District 1 contained 9.8% of Angelenos living in poverty (rather than having a 9.8%
poverty rate itself). Supported by the city’s general fund, this led to allocation of more slots to districts with a
greater number of lower-income Angelenos. In step two, Council Districts 6, 8, 9, and 10 invested discretionary
funding to provide additional slots. Thus, for each $12,000 ($1,000 per month x 12 months) of additional funding
provided by a council district, one additional slot was allocated to that council district. Post-hoc, several districts
had difficulties meeting enrollment targets. Where those slots remained open, they were re-allocated to the
districts that invested additional funding.
68 Evidence of sustained traction and collaboration in this domain is supported, e.g., by the establishment of a
nationwide Mother and Infant Cash Coalition, which brings together various pilot programs across the US who are
designing, implementing, and/or evaluating cash transfers focused on the pregnancy/postpartum period.
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community members returning from incarceration. We strongly support that
recommendation.)
• Residents with children ages 0-669 (due to the proven importance of early intervention
and emphasis of Measure X ballot language) who are experiencing significant financial
hardship, factoring local cost of living into eligibility criteria. Note: Income-based
eligibility criteria vary greatly by region. Multiples of Federal Poverty Level (FPL) or AMI
are common, and criteria are often constructed to reach individuals and families who
may be ineligible for various public benefits but are still struggling to make ends meet
and/or earning less than what is needed to afford the basic necessities of housing, food,
childcare, health care, and transportation in their locality.
The following sections provide a brief description of the considerations, context, and rationale
for each population. Note: They are not sequenced in any rank order.
Youth transitioning out of foster care
Following Santa Clara’s lead, other jurisdictions, including Alameda, Los Angeles, San Francisco,
and San Mateo counties, have prioritized guaranteed income pilots to support youth aging out
of the foster system. This population often has a history of trauma and disrupted education and
a high risk of negative outcomes, including economic insecurity and homelessness;
approximately one in five become homeless the moment they age out of the system. In Contra
Costa, 15% of the 2,843 adults experiencing homelessness represented in the 2024 PIT Count
were former foster youth. Leaving the foster care system can often represent a destabilizing life
transition, exacerbating the urgency of critical support.
Young people have a range of needs, many of which are vital to launch them into the next
phase of their lives. When youth age out of the foster care system, they are often abruptly
disconnected from services and supports they have had in place for quite some time.
Guaranteed income is a bridge to help guide them toward greater financial security and,
ultimately, greater self-sufficiency, so that they can pursue their next chapter and successfully
transition toward promising futures.
Former foster youth are particularly well-poised to benefit from a steady stream of financial
support at this critical life threshold. A period of 18 months is enough time to pursue an
apprenticeship, finish college, or find housing. Because only a relatively small number of foster
69 The age range of 0–6 reflects eligibility for families who are either currently pregnant or care for children
through the age of five.
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youth age out of the system each year in Contra Costa, this pilot could be universally available
to a cohort of recently aged-out youth, as was the case in Alameda County’s pilot. The average
foster youth exit per year in Contra Costa County from 2014–2023 was 74 individuals (Contra
Costa Employment and Human Services, July 2024). There is also the possibility of using the
county’s Foster Youth for Independence (FYI) voucher program as a population pool.
Participants in Santa Clara’s first cohort increased enrollment in school and engagement in full-
time employment and reduced their rent burden, among other strong successes. The promise
of this pilot paved the way for the county’s exponential investments in this strategy. To date,
Santa Clara County has broadened their pilot programs to allocate more than $12 million in
public funds for cash payments to over 400 individuals from vulnerable groups, including high
school seniors experiencing homelessness, young parents, residents returning to the
community after incarceration, and a second cohort of former foster youth.
In May 2021, the Los Angeles Board of Supervisors directed the establishment of a countywide
guaranteed income pilot program, Breathe, to support 1,000 residents for three years by
providing them $1,000 per month. Breathe launched in March 2022 and completed enrollment
in August 2022. Subsequently, on April 4, 2023, the Board voted to expand Breathe to include
200 former foster youth served by the Department of Children and Family Services (DCFS).
Breathe’s expansion launched in August 2023 and completed its enrollment a month later and
is providing $1,000 monthly payments to 200 youth for two years. In August 2024, LA County
further expanded the program by using Board-allocated existing Breathe program funding and
DCFS funds to serve an additional 2,000 non-minor dependents in foster care between the ages
of 18 and 21. Based on the success of its BIG:LEAP pilot, the City of Los Angeles is now
considering funding a pilot for this population, as are Washington State and other jurisdictions.
More sustained attention is being paid across the country to providing supports for youth
transitioning out of the foster care system and preventing them from entering into it in the first
place. For example, the Protecting America’s Children by Strengthening Families Act, which
recently passed the House of Representatives, includes two relevant provisions:
• Improves outcomes for youth transitioning from foster care, including by allowing foster
youth up to age 26 to be eligible for services and incorporating lived experience in the
state planning of child welfare plans
• Supports the expansion of evidence-based services to prevent child abuse and neglect
and ensures children are not separated from parents solely due to poverty-related
neglect.
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The Guaranteed Income for Foster Youth Act represents another example of critical advocacy
for this unique population at the federal level and reflects widespread recognition that financial
security is foundational for a smooth transition and bridge to success.
Unhoused or unstably housed residents
Abundant research links affordable and stable housing with positive individual outcomes and
numerous societal benefits. It reduces homelessness, lifts people out of poverty, and improves
health outcomes (Lubell, Crain, & Cohen 2007). It improves youth educational outcomes and
long-term earnings and reduces the likelihood of criminal justice involvement (Andersson et al.
2016; Fischer 2015; Cunningham and McDonald 2012). Affordable housing can help maintain
aging adults’ health, daily functioning, quality of life, and independence (Spillman 2012).
Conversely, housing instability and homelessness pose significant physical and mental health
challenges, from elevated rates of childhood and chronic disease and mortality, to high blood
pressure, diabetes, stress, depression, anxiety, substance use disorder, and suicide. Within the
volatile and vulnerable context of housing insecurity, even a minor health problem can lead to
deleterious effects, impacts which can persist across generations and present a significant
public health crisis (The Network for Public Health Law, 2021). Across life dimensions and
demographics, it is undeniable that safe, stable, and affordable housing is a critical bedrock.
Across the United States, the number of households spending a disproportionate amount of
their earnings on housing is at historic highs—and that is nowhere more visible than in high-
opportunity, high-resource coastal regions, like the Bay Area. This high level of housing burden
is ultimately unsustainable and has been one of the principal inflows into our state’s region’s
homelessness crisis. Reid (2021) asserts, “At its core, homelessness is a problem of poverty and
housing affordability. While the pathways into homelessness are complex and can be
intertwined with both individual risk factors (such as mental health or substance use) and
structural harms (such as interactions with the criminal justice system), homelessness in the
Bay Area is a direct result of systemic flaws in the region’s housing and labor markets. The
combination of high housing costs, low wages, and the lack of a robust social safety net
promises a steady stream of new individuals and families being forced out of their homes and
into motels, cars, or tents.” This urgent landscape calls for bold strategies and cross-sector
solutions.
In the past five years, California has spent an unprecedented $24 billion to address
homelessness, yet the number of unhoused Californians has actually increased by
approximately 30,000 people during that time frame (Onahian, 2024). While the factors that
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drive homelessness and housing insecurity are complex and intersectional, it’s worth noting the
findings related to financial circumstances in the 2023 University of California San Francisco
Benioff Homelessness and Housing Initiative Study, the largest representative study of
homelessness in the United States since the mid-1990s. Of the 3,200 people surveyed, 70%
stated they could have avoided homelessness for a sustained period if they had an additional
income of $300-500/month. Even if the cause of homelessness was multifactorial, participants
believed financial support could have prevented it. This finding correlates with the impact of
structural labor market conditions—a significant number of jobs fail to pay a living wage—and a
scarcity of affordable housing that scales with many workers’ wages. The Bay Area’s
homelessness crisis is certainly a complex issue, but it is inextricably tied to financial security, or
lack thereof, and limited opportunities for economic mobility and housing options.
Many cities and counties are experimenting with guaranteed income to help individuals and
families achieve housing stability, including Austin, Chicago, San Francisco, San Mateo, Santa
Clara, Virginia, and Contra Costa. There is also a large-scale pilot being conducted across several
Bay Area counties to evaluate how direct cash support can increase the housing and financial
security of people exiting rapid rehousing. Numerous pilots sit alongside integration of direct
cash supports in existing public benefits programs. All of these diverse yet linked interventions
are intended to prevent homelessness and displacement and promote long-term stability.
One of the earliest pilots to assess the impact of direct cash on housing security was launched
in 2018 by the Foundations for Social Change, in partnership with the University of British
Columbia. The New Leaf Project in Vancouver, Canada provided 50 people aged 19–65 who
were experiencing homelessness with a one-time cash transfer of $7,500 with the goal to
“empower individuals to move beyond homelessness.” Results showed that cash recipients
moved out of homelessness faster than the non-cash group, and that the cash led to reduced
reliance on social services. Their ability to secure stable housing saved the shelter system
$8,100 per person, or $405,000 over the course of the entire year. This pilot spurred further
discussions about the efficacy of direct cash as a potent preventative mechanism and cost-
savings measure.
The Denver Basic Income Program (DBIP) is a pilot serving adults experiencing homelessness.70
The program recruited participants through a diverse pool of local service providers. Eligible
70 DBIP intentionally adopted a broad definition of homelessness which includes individuals without fixed, regular,
and adequate nighttime residence, which includes the following: living in motels, hotels, camping grounds due to
lack of alternative accommodations, sharing housing due to loss of housing, economic hardship, or similar reason,
living in cars, parks, public spaces, abandoned buildings, living in emergency shelters or transitional shelters,
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DBIP participants were divided into three groups: Group A participants received $1,000 a
month for 12 months; Group B participants received $6,500 upon enrollment and $500 a month
for the subsequent 11 months; Group C participants received $50 a month for 12 months.
Through extensive survey data collection, the program sought to determine the impact of
guaranteed income on the following outcomes: housing, financial well-being, health, family and
social networks, and public service interactions.71
In general, housing outcomes improved at a similar rate for participants in all three groups.
Across payment groups, between 43% and 48% of participants reported having their own house
or apartment at the last survey point. In addition, for all participants, the proportion living in
housing they considered to be stable more than doubled, from about 20% to 50%. The number
of participants in Groups A and B in unsheltered locations decreased by half. Notably,
participants in Groups A and B reported an increase in full-time work, whereas Group C
participants reported a decrease. The estimated public sector cost savings for various service
interactions for all 342 participants included in the analysis totaled $589,214.72
The Trust Youth Initiative (TYI) was the first study on the effectiveness of direct cash transfers
(DCT) with optional supportive services for youth experiencing homelessness. The program was
first implemented in New York City in 2021 and served 30 youth (ages 18–24) experiencing
housing instability with direct cash transfer payments of $1,100 per month for up to two years,
as well as a one-time transfer of $3,000. It expanded to Baltimore and three communities in
Oregon and has since launched a pilot in San Francisco, with an initial $2 million investment
from The City of San Francisco’s Department of Homelessness and Supportive Housing. This
program will provide participants with monthly cash payments of $1,500 for up to two years,
people whose nighttime residence is a public or private place not designed for, or ordinarily used as, a regular
sleeping accommodation (Brisson et al., 2024).
71 Notably, the DBIP elected to gather final survey data at the 10-month mark rather than the 12-month mark to
mitigate capture of participant perspective related to the potential “cliff effect” of program termination.
72 Interactions included in the analysis were: 1) emergency room visits in the past six months;
2) hospital nights in the past six months; 3) ambulance trips in the past six months; 4) times in
jail in the past six months; 5) jail nights in the past six months; 6) emergency shelter nights in
the past six months; and 7) drug or alcohol treatment center nights in the past six months.
Group A, on average, had the highest cost savings for emergency room visits ($59,000), hospital
nights ($60,000), and ambulance trips ($14,000). Participants in Group C, on average,
demonstrated the largest cost savings in jail nights ($75,000), times in jail ($358) and shelter
visits ($88,000). Participants in Group B, on average, had the largest cost savings in drug or
alcohol treatment center nights ($36,000). Substantial cost savings in homeless shelter visits for
participants in all three payment groups ranged from $71,000 to $88,000 (Brisson et al., 2024).
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alongside a one-time transfer of $4,500 to support youth-defined goals to successfully exit
homelessness.
In December 2022 Santa Clara launched a two-year pilot that is providing $1,000 a month to
150 extremely low-income families experiencing homelessness or housing instability; half were
referred by Santa Clara County’s coordinated entry system and half were East San Jose families
referred by ¡Sí Se Puede! Collective. The project design includes a research component
anchored by the Benioff Housing and Homelessness Initiative to gauge the effectiveness of a GI
program as a homeless mitigation strategy.73
The use of direct cash to promote housing security and prevent homelessness is currently being
practiced in Contra Costa. In a program funded through the Tipping Point Community, the RYSE
Center is providing eligible youth and young adults on the verge of experiencing homelessness
with a one-time influx of cash, paired with youth-driven supportive services, to stabilize their
housing situation. RYSE is supported by referrals from the Community College District.74 This
program is part of a broader movement to center prevention in the homelessness response
system and recognize the pivotal role that direct and meaningful financial support can play in
stabilizing and keeping people from falling into prolonged periods of crisis.
The Urban Institute’s report “Guaranteed Income as a Mechanism for Promoting Housing
Stability” aggregated findings from pilots that have prioritized the unhoused or unstably housed
population and/or studied how guaranteed income contributes to housing-related outcomes
(Bogle et al., 2022). The authors’ conclusions align with pilot spending data that show a
substantial percentage of households use their guaranteed income payments to cover housing
73 Faced with seemingly intractable and rising levels of homelessness and housing insecurity, and the associated
public health and safety impacts, numerous cities and counties are following Santa Clara’s lead and exploring new
approaches and solutions. For example, the City of Somerville (MA) just launched a pilot that will serve
approximately 200 households with $750/month. Ellen Shachter, Director of the Office of Housing Stability, stated,
“We need to use every tool in the box—and then invent more—to continue to address housing affordability, and
housing affordability is at the heart of so many other wellness factors from time with family to mental health… My
office sees families in difficult housing situations every day. The Somerville Guaranteed Basic Income Pilot gives us
one more way to get vital support into the hands of families who need it right now and to test this model for
longer-term solutions” (Mayor Ballantyne, City of Somerville Press Release, March 20, 2024).
74 According to the Hope Center for College, Community, and Justice at the Lewis Katz School of Medicine at
Temple University (2023), three in five college students do not have enough to eat or a stable place to live; basic
needs insecurity is a clear barrier to degree completion and obstacle to social mobility. In their 2023 basic needs
survey of students at Contra Costa College, Diablo Valley College, and Los Medanos College, Hope Center found
that 67%, 54%, and 53% of respondents at each institution experienced at least one of the following: food
insecurity, housing insecurity, or homelessness, respectively.
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costs. Insights from their research review and policymaker interviews suggest that strategically-
applied cash relief could:
• Offer renters facing one-time or sporadic housing shocks more flexible access to housing
support. A substantial number of first-time homeless are experiencing short-term
financial shocks due to financial setbacks like job loss, divorce, or health crises. Given
this context, cash may be the most efficient mechanism for stabilizing households who
struggle to pay rent on a transitory or intermittent basis. This could, in turn, relieve
stress on emergency solutions like homeless shelters and transitional housing.
• Provide more flexibility and dignity to any renter in need of housing support.
• Reduce exposure to voucher discrimination and offer more housing choices to
marginalized populations.
• Provide increased housing access to excluded workers.75
• Offer more efficient and cost-effective housing help to those with current urgent needs.
Contra Costa County’s racial disparities in income, ability to meet basic needs, and housing
stability are directly reflected in the demographics of those served by our county’s Continuum
of Care. Over the past five years, there has been increased usage by multiple vulnerable
populations, with African Americans overrepresented fourfold in usage (Health, Housing, and
Homeless Services, 2024). During 2023, Contra Costa’s Continuum of Care served 9,632
households (14,002 individuals) reflecting a 28% increase from 2019. Even with a 26% increase
in Contra Costa County’s temporary and permanent housing beds since 2023, the county
cannot meet the high demand and surging need for stable and affordable housing. The most
recent PIT count revealed that there are still over 1,000 residents on a given night who do not
have access to a shelter bed if they wanted or needed one.76
75 Bogle, et al. (2022) define excluded workers as individuals who “because of their immigration, tax, or formerly
incarcerated status, are typically excluded from accessing housing and other federally funded public benefits,
including even short-term emergency rental assistance. Exclusionary federal eligibility policies are common for
these populations, whether or not a national emergency is occurring. For example, because of the reality of and
confusion over public charge rules, many immigrant families are prevented from accessing public benefits, housing
or otherwise, even though millions of undocumented workers in the US pay federal income taxes.”
76 The PIT Count excludes people staying in hotels, living with friends, or in jails and hospitals.
Additionally, some subpopulations are more likely to be undercounted than others, e.g., youth,
and the count’s timing (in January) also presents obstacles to an accurate, representative tally
(Lee, Leonard, & Lowery, 2021). Service utilization data expands insights and data on people
experiencing homelessness, but not everyone who is experiencing homelessness seeks services.
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As of July 1, 2024, there are 2,014 households active on Contra Costa County’s community
queue in need of housing assistance of some kind.77 Given the overall limited resources and the
prioritization of those experiencing chronic homelessness to receive them, many residents who
are experiencing short-term or incidental housing insecurity risk falling into a prolonged
episode because they cannot access the short-term assistance they need at the time they need
it. In other words, triage often comes at the expense of prevention. To keep individuals and
families housed, prevent episodic homelessness and displacement, and reduce exposure to the
negative health impacts that accrue with sustained homelessness, it is imperative to prioritize
and fund early interventions.78 And, it is evident that early intervention works, based on results
of prevention programs nested within the County’s coordinated entry system; in FY 23–24, 391
households were served, with 340 total exits, of which 337 (99%) exited to temporary or
permanent housing.
The County’s Health, Housing, and Homeless Services facilitates Contra Costa County’s
Continuum of Care (CoC), which is designed to assist individuals and households experiencing a
For these reasons, among others, the PIT Count is widely interpreted as an undercount of those
actually experiencing homelessness or housing insecurity.
77 The Community Queue is a list of households (individuals or families) who are experiencing homelessness who
have been assessed for housing needs, organized by Standardized Assessment score and a community’s
prioritization policy, which contains basic eligibility information. The list is generated by HMIS to facilitate
coordinated entry for housing placements and referrals.
78 All Home’s Targeted Prevention Fact Sheet (2024) maintains that “Homelessness
prevention…can be a powerful part of a larger strategy to address homelessness, reducing the
number of people who need shelter and crisis services, and using limited resources more
efficiently and equitably. Financial assistance and services are flexible and highly individualized,
based on what each household needs to stay housed and build stability. All Home’s program
data indicates that households need an average of about $6,000 in direct financial assistance
(not including other program costs, like services) to stay housed. Between 2020 and 2022, All
Home’s targeted prevention pilots distributed a total of over $80 million in federal rent relief,
philanthropic, and public resources. Nearly 98% of recipients had incomes below 50% AMI,
more than one-third had previously experienced homelessness, and almost 80% identified as
people of color.” Additionally, apropos the release of Part 2 of HUD’s annual homelessness
assessment report (AHAR), the authors state that, “Taken together, these reports [Parts 1 and
2] show that when our nation provides large-scale investments in programs that prevent
housing loss and that support the re-housing of people experiencing homelessness, we can
attenuate the number of people experiencing homelessness even amidst worsening housing
needs. They also show what happens when we stop investing in these interventions:
homelessness rises. We hope this report inspires greater action to continue to invest in and
implement solutions that can help more Americans avoid having to experience the tragedy and
indignity of homelessness” (HUD, 2024).
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housing crisis by providing the housing and/or services needed to help them retain housing or
move into transitional and permanent housing, with the goal of long-term stability. The CoC’s
ten program models fall under three categories: prevention and diversion, crisis response, and
permanent housing, with crisis response the largest category of service. Some of the ten
program models within these three categories could be used as touchpoints to generate a pilot
population or eligibility pool from which to randomly select participants, for example, direct
cash support could be used as prevention/diversion and/or as an additive to support a smooth
transition from rapid rehousing to permanent housing.
The CoC’s Rapid Rehousing (RRH) Program integrates short-term financial assistance with
services and case management to help those experiencing homelessness get quickly re-housed
and stabilized. In 2023, the RRH program exited 38% of households to permanent housing. It is
well documented that our region faces unique and significant barriers and limitations to
constructing and preserving affordable and equitable housing opportunities, but despite these
structural constraints, it is worth considering whether additional, flexible cash support for those
exiting rapid rehousing would produce better, more sustained positive outcomes. The “Health
Currency” pilot program is investigating this very question in five counties: Alameda, Santa
Clara, San Mateo, San Francisco, and Santa Cruz. The pilot will be conducted as a randomized
controlled trial to test the effect of unconditional cash transfers on the housing stability,
earnings, healthcare interactions, arrests, and employment status of those exiting rapid
rehousing programs.
Abode Services, an organization based in Fremont, California, has been offering rapid rehousing
programs for thirteen years. Faced with evidence of a decrease in effectiveness of this
intervention, Abode convened a focus group with former RRH participants to identify new
strategies. Many participants expressed the need for additional, unconditional financial support
in the months after exiting homelessness. In response, Abode launched “Health Currency,” a
program to support those exiting RRH with monthly cash payments for 12 months. They will
randomly give 1,100 households 12 monthly, unconditional payments on reloadable, no-fee
debit cards. The payments will total $13,000 for individuals and $16,000 for households with
children; families will receive on average $1,333 a month. It’s important to specify that even
though these are intended to support people with housing costs, they are fundamentally a
guaranteed income, in that the payments are unconditional and unrestricted. Through honoring
the flexibility and agency at the core of the GI movement, these programs demonstrate that
direct cash is the currency of care. They also illustrate how the existing safety net can be
amplified by integration of flexible cash support. Adrienne Sabety, a health economist and
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assistant professor of health policy at the Stanford School of Medicine asserts, “Health Currency
builds on the existing body of work by focusing on a novel suite of outcomes and creating an
intervention that gives policymakers, researchers and practitioners a practical way to embed
unconditional cash transfers into the existing safety net (Duff-Brown, 2023).
Contra Costa County has many resources and programs in place to leverage and anchor a pilot
and provide outreach, recruitment, and application assistance channels, including the
Coordinated Entry system, the community queue, HousingWORKS! (the eviction prevention and
rapid rehousing program for families receiving CalWORKS), and our County’s robust network of
direct service providers and community partners.
As indicated earlier, housing instability is becoming increasingly urgent among several key
populations, including, but not limited to, older adults, youth, and families. There are currently
19,521 older adults on the waitlist for affordable housing in Contra Costa (EHSD Aging and Adult
Services Report, September 23, 2024). Indeed, one of the Master Plan on Aging’s strategies is to
“bolster prevention services that keep older adults from becoming unhoused.” Youth and
young adults are also increasingly at risk and exposed to housing insecurity. In academic year
2022–2023, Contra Costa school districts identified 2,875 students experiencing homelessness
(Contra Costa County Office of Education, 2023). Most lived with parents or legal guardians,
although the schools identified 147 “unaccompanied” students experiencing homelessness.
Seventy-six percent of students experiencing homelessness identified as being “doubled up,”
with 13% in shelters, 5% unsheltered, 6% in hotels or motels, and none in transitional housing
(Matthew Aronson Consulting, 2024).79 Youth and young adults (YYA) surveyed in Contra Costa
County’s recent YYA Homelessness Community Needs Assessment identified lack of financial
resources as a pressing challenge, second only to limited affordable housing stock, and
identified financial support as a critical missing resource. Income, employment, and
generational poverty were elevated as significant barriers to long-term thriving and a high
priority across subgroups. Contra Costa does not have the housing and early intervention
resources to meet the needs of the formidable number of YYA who experience some form of
homelessness each year. As noted in discussing the former foster youth priority population, the
79 While this reporting includes many YYA not identified by the Homeless Management Information System
(HMIS), it has the following limitations: (1) School Counts miss many 18-24 year olds: K-12 school-based counts are
likely to skew towards students at or under 18 and will miss many 18-24 year olds; (2) School Counts are self-
reported: Students experiencing homelessness may not want to reveal their housing status to staff given the
shame and stigma associated with homelessness; (3) School Counts only count students enrolled in school: They
will never capture YYA not enrolled in school and most rely more narrowly on participation in McKinney-Vento
funded activities (Matthew Aronson Consulting, 2024).
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county’s Foster Youth for Independence (FYI) voucher program could be utilized as a potential
participant pool.
Individuals returning home after incarceration
Despite progressive changes across multiple domains of California’s criminal justice system,
including a significant decline in the prison population and sentencing reform, the costs of
incarceration have skyrocketed, and recidivism remains high.80 Aside from these fiscal impacts,
the human costs are patently visible in many of our communities, albeit in disproportionate and
dissimilar measure.
If a guaranteed income generally responds to the “fierce urgency of now,” (King, 1963) for
people returning to their communities after incarceration, that fierceness and urgency is
exacerbated tenfold.81 Many who exit our jails and prisons were already economically
marginalized when they went in; the reentry process creates yet more vulnerabilities and
barriers, becoming part of a larger system of inherent and ongoing disadvantage that impedes
individual success and the overall health, safety, and well-being of our communities. This fuels a
revolving door between poverty, homelessness, and incarceration, which is well-documented in
nationwide research (Couloute & Kopf, 2018) and local realities. For example, The California
Statewide Study of People Experiencing Homelessness found that more than 75% of those
80 Over the past decade, the cost of imprisoning one person in California has increased by more
than 90%, reaching a record-breaking $132,860 annually, according to state finance documents
(Hwang & Duara, 2024). Recidivism stands at 41.9%, based on the most up-to-date audit
(California Department of Corrections and Rehabilitation, 2024). To identify new strategies to
support community integration and decrease recidivism, in 2023 Attorney General Rob Bonta
formed the California Reentry Roundtable, a group of service providers, people with lived
experience, governmental staff, researchers, legal professionals, and advocates, of which the
author is a member. The critical role of financial stability has been a major theme throughout
all our discussions, and guaranteed income has been uplifted as a viable pathway for support.
81 The phrase is from Martin Luther King, Jr.’s famous “I Have a Dream” speech, delivered on August 28, 1963, at
the March on Washington for Jobs and Freedom. The full paragraph from which the phrase is taken is as follows:
“It is obvious today that America has defaulted on this promissory note insofar as her citizens of color are
concerned. Instead of honoring this sacred obligation, America has given the Negro people a bad check, a check
which has come back marked "insufficient funds." But we refuse to believe that the bank of justice is bankrupt. We
refuse to believe that there are insufficient funds in the great vaults of opportunity of this nation. So, we have
come to cash this check—a check that will give us upon demand the riches of freedom and the security of justice.
We have also come to this hallowed spot to remind America of the fierce urgency of now. This is no time to engage
in the luxury of cooling off or to take the tranquilizing drug of gradualism. Now is the time to make real the
promises of democracy. Now is the time to rise from the dark and desolate valley of segregation to the sunlit path
of racial justice. Now is the time to lift our nation from the quick sands of racial injustice to the solid rock of
brotherhood. Now is the time to make justice a reality for all of God's children.”
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surveyed had been incarcerated at some point during their lives, and in the six months prior to
becoming homeless, 43% were in jail or prison, or on probation or parole (Kushel, M., and
University of California, San Francisco Benioff Homelessness and Housing Initiative, 2023).
Fourteen percent entered homelessness directly after being released from jail or prison.
Mirroring the statewide study, Contra Costa County’s 2024 PIT count shows that 45% of the
2,843 adults counted as experiencing homelessness had spent at least one night in jail or prison
in the past year. In an era when we are seeing heightened criminalization of poverty and
continued housing scarcity and inequities, it is paramount to disrupt this revolving door and
address the critical role that financial stability plays in providing access to basic needs, like
housing, and pathways to self-sufficiency, like employment.
A series of progressive reforms has meant that more California residents are returning home
from prison. Against this landscape, it’s vital to ask what kinds of supports and systems our
returning citizens are coming home to and what kinds of resources they are equipped with
when they do. This framing emphasizes that reducing recidivism and improving reentry
pathways are intimately related and desperately needed.82 In recognition of this
interconnection, the significant barriers faced by people returning home from prison, and the
fact that the provision of cash support is an essential investment in individuals’ futures and
public safety, in 2022–2023, the State of California invested $52.5M in one-time funding to
develop the Helping Justice-Involved Reenter Employment (HIRE) initiative, of which 30% can
be used for unrestricted payments. Administered by the Workforce Development Board, the
HIRE initiative ensures that individuals returning home from incarceration have access to critical
reentry services coupled with cash to cover their most essential needs.
Recidivism is inextricably linked to socioeconomic disadvantages that accrue with barriers to
reentry and reintegration—the collateral consequences that often impede a true “second
chance.” Too many people do not have a home to return to nor income or employment
awaiting them. The revolving door between incarceration and poverty is easy both to see and
to understand. Not only do people lose all earning potential during the time they serve, they
continue to face significant obstacles upon release—in employment, housing, food security,
and other areas of basic need and social support. Formerly incarcerated people face 27%
82 Although I am focusing on economic security, improving reentry pathways encompasses additional dimensions
of resourcing and care, including health, housing, employment, food, and provision of essential needs for
community reintegration. This is part of reimagining and strengthening our social safety net—challenging us to
consider and account for the ways in which all these dimensions are intertwined, e.g., without money, someone
may be unable to access transportation to a job interview, or buy clothes suitable for one; they may skip meals or
eat foods that negatively impact their health; they may be unable to successfully reunify with or care for their
family; they may sink further into debt; and so on.
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unemployment—a rate higher than the national unemployment rate during the Great
Depression (Couloute & Kopf, 2018). With gaps in work experience and education, formerly
incarcerated individuals are often relegated to menial, dangerous work for predatory wages.
After incarceration, hourly and annual earnings decrease by 11% and 40%, respectively
(Diekhoff, 2015).
Studies show that the income of an incarcerated person’s family is 22% lower during the period
of incarceration (Martin, 2017). Debts continue to build both inside and outside the prison
system, and upon release, people often return to households that struggle to meet basic
financial needs. This can result in a population that is multiply systems-involved, potentially
across generations. The impact on future generations should not be underestimated. Every day,
over 460,000 people in the country are in pretrial detention, the majority of them because they
cannot afford the cost of bail. Many of them are parents: nearly 3 million children in the United
States have an incarcerated parent, with Black children disproportionately impacted. The long-
term adverse implications of parental incarceration on a child’s physical and mental health,
income and employment, and future relationships are significant.
Relatedly, racial and ethnic disparities throughout Contra Costa’s criminal justice system are
notable. In 2018 the Contra Costa County Racial Justice Task Force produced a detailed data
analysis and set of recommendations related to reducing racial disparities in the criminal and
juvenile justice systems. Their findings document extensive disparities in justice system
involvement and outcomes, including higher arrest rates for Black youth and adults; higher
probation referral rates for Black youth, as compared with Latino and white youth; and higher
rates of Black youth sent to secure confinement than all other races. Six years later, pervasive
and persistent disparities continue to define justice involvement in Contra Costa County. During
the second quarter of 2024, African Americans represented 28% of those booked into county
jail, but make up only 8% of the county’s population. Hispanics, who represent 27% of the
county’s population, comprised 32% of those arrested and booked.
In contrast, white residents comprised 32% of arrests and bookings but make up 39% of the
county’s population (Contra Costa County Board of Supervisors meeting, July 23, 2024). These
disparities are signposts of deeper inequities related to access to resources and opportunities,
as discussed throughout this report; they also fuel and funnel into other systemic involvement
and overrepresentation, e.g., within the county’s homeless services, school disciplinary actions,
and other outcomes.
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Guaranteed income is being used as a critical lever and tangible tool within a broader system of
resourcing and care intentionally designed to increase a formerly incarcerated person’s chance
of successful community integration and individual accomplishment. While this is a significant
and innovative investment, it is not without precedent or substantiation. Evidence from studies
in New York, Chicago, Richmond, and Boston shows that increased income has favorable
outcomes for people with criminal records (Edelman, 2017). Studies have found, for example,
that an increase in income by just $70 per month can reduce the risk of recidivism within three
years of release by 2.8 percent (Makowsky & Agan, 2018) This is in line with research linking
economic security with increased public safety and decreased criminal legal involvement and
incidents of violence, e.g., Akee et al., 2010; Blakeslee & Fishman, 2018; Buller, et al., 2018;
Calnitsky and Pons, 2021; Harding et al., 2014; Holzer et al., 2006; Munyo & Rossi, 2015; Palmer
et al., 2019; Travis, 2006.
About a dozen GI pilots have focused on the reentry population nationwide. Two are publicly
funded: one in Richmond, Virginia and the other in Santa Clara County.83 Other major pilots are
happening or have concluded in Alameda County, Chicago, Connecticut, Florida, and North
Carolina.
Early findings on the pilots in Gainesville, Florida, and Durham show promising outcomes
related to individual well-being and public safety. The full evaluation reports will be released in
early 2025. Both were randomized controlled trials, with evaluations conducted by the Center
for Guaranteed Income Research. In Gainesville, Just Income’s pilot resulted in a 43% reduction
in financial-related probation violations. Additional positive impacts were evidenced by
increased financial stability, employment, and food security and the overall trend of
participants feeling more secure and less stressed.
Durham’s Excel pilot is one of many guaranteed income programs that has shown the return on
investment that direct cash support can offer, both to the person returning to their community
and the community to which they are returning. Forty percent of individuals coming out of
incarceration in the state of North Carolina return within the first three years. During Excel, only
two individuals of the 109 enrolled in the pilot were convicted of charges, and those were
incurred before the pilot began. This incredibly low recidivism rate shows that when individuals
have the resources they need to thrive, the impact on public safety is significant, as is the effect
on people’s potential to contribute to community well-being. One Excel pilot participant was
83 Another publicly-funded pilot in a major city will be launching soon, but the official
announcement has not yet been made as of the submission of this report.
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able to invest in and launch a nonprofit to help young women make different decisions from
the ones that led to her incarceration.
Pilots for justice-impacted populations launched to date are as follows:
Arlington’s Guarantee (VA): This pilot did not exclusively focus on justice-involved individuals,
but, based on the recognition that this population would be underrepresented in its chosen
sample, they created a carve-out for 25 individuals returning from incarceration, who received
$500/month for 18 months.
Chicago Future Fund (IL): In 2021, Equity and Transformation (EAT) established the Chicago
Future Fund (CFF), which provided $500 each month for 18 months to 30 system-impacted
residents of Chicago’s West Garfield Park neighborhood. To qualify for the program,
participants had to be 18–35 years old, earn less than $12,000 per year, and be formerly
incarcerated. The initial cash disbursement was on November 15, 2021, and the final
disbursement was in April 2023. It is notable that the results from the CFF pilot program
(released in November 2023) find no support for the main criticism of GI programs—that giving
people cash will cause them to work less. Most CFF participants reported continued
involvement in the labor market, having either continued to accept full-time jobs or short-term
positions when they were available or having remained active in applying for job vacancies.
Community Love Fund (nationwide): Established in 2021, the fund will provide 17 formerly
incarcerated and four currently incarcerated women with $500/month for 12 months across
four different prison systems. This program is the first of its kind to disburse direct, recurring
cash relief to people currently behind bars.
Excel, StepUp Durham (NC): 109 participants were randomly selected to receive $600/month
for one year. The pilot ran from March 2022–February 2023. Participant eligibility criteria were
as follows: (1) released from prison (NC State prison, a prison in another state, or federal
prison) within the last 60 months prior to application, (2) returning to a Durham address (City or
County), and (3) having an income below 60% 2021 Durham-Chapel Hill Area Median Income.
4-CT (CT): The Elm City Reentry Pilot provided 40 individuals with $500/month for 12 months.
The pilot was funded through private philanthropy and developed in partnership with Project
MORE, New Haven's reentry welcome center, and the City of New Haven. Additionally, the
Bridgeport & New Haven Health Equity Pilot provided 30 individuals returning from
incarceration with diagnosed chronic diseases with $500/month for six months. It is also funded
by private philanthropy.
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Just Income (FL): This pilot, operating in Alachua County, disbursed $874k over 12 months to
155 individuals from January 2022–February 2023, amounting to $7,600 per participant.
Individuals were issued an up-front payment of $1,000 in the first month, followed by $600 for
the remaining eleven. Just Income is designed by and run through the organization Community
Spring, a grassroots organization dedicated to economic justice. Community Spring raised funds
to launch a second cohort; monthly payments began in January 2024. All recipients are Alachua
County, Florida residents released from prison or jail with a felony, or who began felony
probation on or after June 3, 2023. Following an application and a random selection process,
individuals will receive financial support as part of Community Spring's commitment to
providing sustained economic empowerment to formerly incarcerated people. As with the first
cohort, Just Income administrators realized that 24 months would have been an ideal duration,
but 12 months was all they could raise funds for.
Restorative Reentry Fund (CA): In 2021, Community Works launched the country’s first GI pilot
for people coming home after incarceration, with funding from the Remy Fund for Racial and
Environmental Justice and COVID-19: A Just East Bay Response Fund at the East Bay Community
Foundation. The fund provided 38 people with $1,000/month for 12 months and $500/month
for an additional six months, totaling $15,000/individual over the course of the pilot, which ran
from October 2022–March 2024.
Returning Citizen Stimulus (nationwide): This unprecedented cash transfer program was the
largest in history to support people leaving incarceration. The RCS distributed more than $24
million to 10,500 people who were released from prison at the height of the COVID-19
pandemic, including over 5,000 in California and more than 1,000 in the Bay Area. RCS was
conceived by the Center for Employment Opportunities (CEO) as a response to correctional
facilities decreasing their imprisoned populations and people returning to one of the most
challenging employment markets in recent history. They have now coalesced partners to launch
the Coalition for Reentry Cash, which helped advance the HIRE Initiative referenced previously
and continues to build advocacy for cash support for reentry populations around the country.
Richmond Resilience Initiative (VA): The third cohort of this five-year initiative in the City of
Richmond specifies eligibility criteria that includes justice involvement. The Richmond
Resilience Initiative (RRI), Mayor Levar Stoney’s guaranteed income pilot, was established in
2020 to support residents impacted by the “cliff effect.” Through its partnership with Mayors
for a Guaranteed Income and UpTogether, the City of Richmond’s Office of Community Wealth
Building is engaging individuals and families who neither make a living wage nor qualify for
federal benefits due to their household income. The RRI strives to help residents thrive and not
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merely survive by offering a $250–$500 monthly supplement to their income for 24 months.
The Richmond Resilience Initiative is supported through funding provided by Mayors for a
Guaranteed Income, the Robins Foundation, the Richmond Memorial Health Foundation, and
the American Rescue Plan Act.
Rubicon Returning Home Career Grant (CA): 20 participants received a $1,500 monthly stipend
for 18 months, concluding in October 2023. The cohort was limited to referrals received from
eligible community-based organizations that provide pre-release and post-release services to
justice-involved adults. CBO partners nominated participants engaged in their programs and
services for whom this opportunity would alleviate barriers to employment and career mobility.
In addition to financial support, the partner CBOs provided one-on-one mentorship and goal
support.
Santa Clara County (CA): In 2023 the County of Santa Clara announced and funded their fourth
GI pilot, intended to serve justice-involved individuals. The Board of Supervisors approved a
total allocation of $4 million for this initiative, with $2 million derived from AB 109 funds and $2
million from the American Rescue Plan Act. The program will provide $1,200 a month for two
years to 100 people (an additional 200 people will be enrolled as the control group). The pilot is
intended to support people who are currently incarcerated so they can have financial support
immediately upon release. This investment is conceived as both preventative and promotional,
i.e., to save public sector costs associated with justice involvement, including recidivism and
emergency services utilization, and provide a meaningful bridge and boost at a critical
threshold. It’s notable that none of the specific design parameters, including population
selection criteria, were in place before the funding allocation was made by the Board of
Supervisors. The design has unfolded over more than a year of extensive and strategic
stakeholder conversations and intentional decision-making, with robust participation from lived
experience advisory boards in the county, service providers, probation officers and
rehabilitation officers who work in custody with clients, and various county departments. Santa
Clara is planning to maximize incentives by providing additional funds of up to $599 (the IRS
threshold) to encourage participants to attend workshops on topics such as résumé building,
interview preparation, and career planning. Instead of contracting with a university-based
research team for the pilot’s evaluation, which could significantly delay both the program’s
start and the reporting, Santa Clara has opted to proceed through an Institutional Review Board
process.
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As illustrated by the above list, there is tremendous variation in pilot design and population
contouring, in particular. Each pilot was conceived in alignment with the needs, experiences,
and input of the specific community in which it was/will be launched.
Contra Costa County’s Holistic Intervention Partnership (HIP) mirrors many of the tenets that
underlie GI’s strategic intent and programmatic aims, including addressing the needs of the
whole person and meeting people where they are. Launched in July 2020, HIP brought together
a multidisciplinary team of public agencies and community-based organizations to provide case
management and coordination for indigent, public-defense clients whose complex challenges
require a type of support otherwise unavailable to them. They offer varied resources, including
civil legal aid to remedy collateral consequences of arrest, peer support and on-site services,
and some flexible funding to increase housing access. The program has led to a clear decline in
systems involvement: 52% of HIP’s clients have had no additional charges filed, a remarkable
finding given this population’s typically high levels of persistent system involvement (Malm, et
al., 2023a). In addition, after one year in the program, approximately 75% of clients exited to
permanent housing. Lastly, criminal justice system post-treatment costs were markedly
decreased for HIP clients (Malm, et al., 2023b). This is a clear example of what success looks like
and how it’s achieved for some of our most vulnerable and system-impacted residents: with
intentional interventions and holistic approaches that unify diverse and intersecting public
agencies and community organizations and provide individuals with flexible, time-sensitive
support.
People reentering the community have served their time. So, the question is: Why do we keep
punishing them? How can we stem the revolving door that presents innumerable barriers to
successfully staying out? When we train our eye on divesting from punishment and investing in
justice, we create new pathways of affirmation and opportunity. A guaranteed income pilot
secured through AB 109 funding aligns with the bill’s intent to promote justice reinvestment;
the CAB’s desire to allocate the reserves to fund data-driven, research-based, and innovative
initiatives that cut across siloes and address service gaps and unmet needs; and our County’s
increasing turn toward equity-focused goals and metrics. Most of all, it aligns with a
fundamental belief in human dignity, trust, responsibility, and possibility.
Families experiencing economic vulnerability
A strong economy does not, in itself, provide a better standard of living for all; official economic
markers do not quantify nor account for the grim realities faced by low-income people and
families, not the wages they subsist on nor the costs they are subjected to. It is important to
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keep in mind that given the demographic composition of workers in low-paid jobs, wage
stagnation, escalating living costs, and income disparities particularly harm people of color,
women, and workers without a college degree. An equitable and inclusive economy and society
is one where all residents—regardless of their race/ethnicity, nativity, gender, income, religion,
neighborhood of residence, ability, or other characteristics—are able to participate and benefit
from our collective prosperity and connect to what should be shared resources and assets.
As noted above, many families in Contra Costa struggle to make ends meet. Over 10% of
children under age 18 live in poverty, 97% of families with a child under 18 have at least one
parent in the labor force, and 72% have all available parents in the labor force (2023 American
Community Survey). Even with two working parents, families are struggling; the high costs of
housing, childcare, and other basic needs renders many of them financially strapped and
chronically stressed. This pervasive insecurity has a spillover effect on their children’s lives,
imperiling their physical health, academic success, and emotional well-being. It is also reflected
in the increased numbers of families experiencing homelessness and housing instability. Contra
Costa County’s Continuum of Care served 1,878 households with children, an 89% increase
since 2019 (Health, Housing, and Homeless Services, Contra Costa Health, 2023 Annual Report).
In addition, the ability to cover emergency expenses is far more difficult for households with
children. According to the 2022 Survey of Household Economics and Decisionmaking (SHED),
only 43% of U.S. families with children below the age of 18 could cover a $400 emergency
expense with cash or its equivalent, a 7% decline compared to 2021 (Board of Governors of the
Federal Reserve System, 2023). The assessment of GI pilot participants’ ability to cover a $400
emergency expense from baseline to end-point is a common evaluation metric used in
numerous pilots. Across populations and geographies, participants have experienced marked
increases in savings capacity, demonstrating the critical and enduring impact timebound cash
support can make for family stability and children’s futures.
Economic insecurity is a pervasive agent of harm threaded through all life phases that manifests
across generations—resulting in not just material deprivation but theft of human potential. A
preponderance of research demonstrates the value and criticality of early intervention in
promoting health and well-being and the present and future costs—both individual and
societal—that accrue with childhood and neighborhood poverty (Chetty & Hendren, 2014).
These related research areas—individual gains, generational effects, and societal detriment—
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furnish the basis for numerous pilots that center families and caregivers.84 They are also at the
core of a larger movement to advance dual-generation policy design, systems reform, and
outcomes evaluation.85
Using income- or economically-based criteria is one of the most common approaches to
contouring pilot eligibility. Parameters and selection practices vary; zip codes, census tracts, or
neighborhoods with concentrated poverty can be used to create a sample pool, or pilots may
use a specific indicator, like FPL or AMI, and define a percentage as the eligibility cutoff. These
thresholds may align with public benefits eligibility, but they can also be set to reach individuals
and families who may not qualify for public benefits but still struggle to make ends meet and/or
are earning less than what is needed to afford the basic necessities of housing, food, childcare,
health care, and transportation in their locality.
ALICE is a United Way acronym for “Asset Limited, Income Constrained, Employed.” Many
states have adopted this methodology and terminology to more realistically assess and address
the extent and severity of economic hardship among their residents.86 ALICE households have
incomes that are above the FPL but not high enough to afford essentials in the communities
where they live; they exhibit the gross misalignment between low-paying jobs and financial
survival. These households are forced to make excruciating tradeoffs that often pit one basic
need against another, and they routinely face the fact that basic needs costs are increasing
faster than inflation (United for ALICE, 2024). Guaranteed income pilots in Albany, Boston,
Boulder, Philadelphia, Los Angeles, Maine, Tacoma, and Virginia have all used the ALICE
framework to define their population selection criteria.
Nearly half of children in the U.S. lived in households experiencing financial hardship in 2019;
while 16% were below the FPL, an additional 33% were ALICE. Children of all demographic
groups fall below the ALICE Threshold, but racial disparities are marked: 70% of Black children
84 This recognition is also embedded in the structure of public benefits and reflected in the
well-established body of research that links investment in public benefits and strengthened
economic supports to positive youth and family outcomes (Ginther & Johnson-Motoyama,
2017; McLaughlin, 2017; Javier, Hoffman, & Shah, 2019; National Academies of Sciences,
Engineering, and Medicine 2019; Spencer, Livingston, et al., 2021).
85 Sims & Bogle, 2020.
86 The ALICE “Household Survival Budget” reflects the minimum costs of household necessities
(housing, child care, food, transportation, health care, and technology) plus taxes, adjusted for
different counties and household types. The ALICE threshold of financial survival is derived from
the survival budget and represents the minimum average income a household needs to afford
basic costs.
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and 68% of Hispanic children lived in households with income below the ALICE Threshold in
2019, compared to 36% of white children. Additionally, 28% of children in households with two
adults in the labor force were still below the ALICE Threshold in 2019 (United for ALICE, 2020).
A significant number of Contra Costa residents have incomes above the FPL but struggle to
make ends meet; financial hardship is a pervasive, countywide issue. For many households, a
small, reliable infusion of financial support, even for a limited amount of time, can truly make
the difference between stability and vulnerability.
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FINANCIAL MODELING AND RECOMMENDED BUDGET FOR CONTRA COSTA
COUNTY PILOTS
As noted in the recommended Board actions on pages 19-20 of this report, our request is that
the Board of Supervisors allocate $5.75 million in one-time Measure X funds to plan and launch
guaranteed income pilots countywide. This includes $4.5 million for direct payments to
residents; $500,000 to cover administrative costs for EHSD to anchor the program, perform and
coordinate community outreach, administer Requests for Proposals (RFP)/grants
administration, and conduct evaluations; and $750,000 to support staffing and administrative
costs for community partners to implement pilots and provide benefits counseling, stipends for
survey completion and programming participation, and additional supports and services in
alignment with their design and focus population.
Our recommended budget model, including participant numbers, and incorporating best
practices in payment amount and duration, is as follows (Note: This chart does not include the
$1 million in potential AB 109 funding):
COMPONENT/QUANTITY/DURATION COST
Direct payments of $1,000/month to approximately 250 residents for 18 months $4,500,000
EHSD administration costs calculated at approximately 10% (includes program oversight,
RFP/grants management, evaluation, and community engagement [including language
access])
$500,000
Community-based organizations: staffing/administrative cost to plan, launch,
implement, and support the evaluation of 3-4 different GI pilots over 18 months
$750,000
TOTAL BUDGET $5,750,000
Note that the pilot population size (i.e., number of participants) suggested above is
approximate: nothing has been costed out yet, and we have not looked at recruitment pools
and what seems feasible for enrollment given outreach capacity and eligibility criteria.
Moreover, we expect that community input during the RFP design process and organizational
RFP submissions will provide additional considerations and variable scenarios. However, the
prevailing intent of budget apportionment and pilot design should be to maximize the amount
of money going directly into residents’ pockets and minimize administrative overhead to the
greatest extent possible.
In addition, there are potential variations in payment amounts and scaffolding to consider. For
example, some pilots, such as Monument Impact’s, provide an up-front stabilization payment
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larger than the monthly amount, while others taper payment as the pilot nears completion.
Guaranteed income practitioners working with the youth and young adult population have also
noted that a bi-weekly payment may better align with their life circumstances/needs and their
event-based (as opposed to longitudinal) mindset. Payments can also be variable, based on
participants’ specific financial circumstances. For example, Yolo County’s Yolo Basic Income
(YOBI) program provided cash amounts that would put the total income of participant families
above the California Poverty Measure. Because each family’s starting point was different, so
were the payments. The average payment provided to the 54 families enrolled in YOBI was
$1,244. Our budget model allows for different payment cadences depending on the priority
population and discernment of the implementing organization.
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CONCLUSION AND ACKNOWLEDGEMENTS
This report, our guaranteed income pilot funding request, and our presentation to the Board
acknowledge the importance of public assistance (as does the guaranteed income movement as
a whole) while simultaneously exploring how and why our current public benefits landscape
does not work for all and is not sufficient to meet the scale or scope of need. Building a
stronger and wider 21st century safety net means addressing and redressing the harms inflicted
by exclusionary practices and policies and acknowledging the high cost of contemporary living
and the burdens it places on an increasing number of residents, particularly residents of color.
Strengthening the safety net does not mean erasing or replacing it, but rather supplementing
our current slate of benefits for those who are disproportionately impacted by economic
insecurity, racial disparities, and other compounding vulnerabilities and expanding it to provide
a boost and bridge to those who need it most. This reimagined social safety net creates a
bolder, more inclusive, responsive, holistic, and realistic support system to promote thriving
people and communities.
We are committed to creating a more resilient, equitable, and inclusive county for all. The
combined impact of expanding enrollment in and implementation of public assistance and
piloting guaranteed income (both for those already receiving it and those who don’t quite
qualify) will have a multiplier effect on the collective health and well-being of our county, both
its current and future residents.
With a wealth of local knowledge, available funding via Measure X, and demonstrated and
growing community support, Contra Costa County is well positioned to expand the number,
reach, and impact of local guaranteed income pilots. This will, in turn, increase positive
economic and well-being outcomes for many more residents and families who are among the
most vulnerable living in our county—youth transitioning out of foster care, residents who are
unhoused or at risk of becoming unhoused, residents re-entering the community from
incarceration, and families who are experiencing significant financial hardship, factoring local
cost of living into eligibility criteria.
The author wishes to thank the members of the Contra Costa Guaranteed Income Working
Group for their tireless work in conducting listening sessions and serving as thought partners to
help shape the burgeoning guaranteed income movement in Contra Costa; the members of the
Board of Supervisors for expressing interest in deepening their knowledge about how
guaranteed income programs work and can benefit our local communities; the members of the
Community Corrections Partnership’s Community Advisory Board for their commitment to
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ensuring that residents returning from incarceration have the baseline resources they need to
thrive; the Employment and Human Services Department for their interest in serving as a home
for guaranteed income programs funded through Measure X; and the many guaranteed income
evaluators, implementers, participants, researchers, and racial and economic justice leaders
who have lent their wisdom and expertise to help inform advocacy and light a path forward.
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APPENDIX I
GUARANTEED INCOME PILOT PROFILES
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APPENDIX 1: GUARANTEED INCOME PILOT PROFILES AND FINDINGS
This appendix describes the scope, population focus, and findings for six prominent guaranteed
income pilots: Arlington’s Guarantee (Virginia), BIG:LEAP (Los Angeles), Magnolia Mother’s
Trust (Jackson), New Mexico Guaranteed Income Pilot, Santa Clara Guaranteed Basic Income
Pilot for Foster Youth, and Stockton Economic Empowerment Demonstration.
Arlington’s Guarantee (VA)
Arlington’s Guarantee ran from September 2021–November 2023 and provided 200 households
with $500/month for 18 months. To generate a sampling frame representative of those living
on very low incomes in Arlington and create a design with dual-generation impacts, the
Arlington’s Guarantee pilot drew from a pool of community members who received a DHS
Housing Grant, had at least one child under 18, and earned no more than 30% of the area
median income. The local Housing Grant pool provided an optimal sample because Arlington
was able to protect locally-funded housing benefits, whereas federal Housing Choice Voucher
benefits would not have been protected. At the same time, the Arlington’s Guarantee partners
were concerned about groups that may be underrepresented within this sample, so they
created a carve-out for two populations: individuals re-entering the community after
incarceration and undocumented heads of households, totaling 50 additional participants.
This design represents the ingenuity and intentionality that is the hallmark of guaranteed
income programs—an attempt to meet the needs of local communities, adapt participant
thresholds proactively and responsively, and address systemic gaps and exclusions.
Arlington’s Guarantee participants demonstrated increased employment and income growth.
Figure 1 (on next page) shows the pilot’s impact on this area, reflected comparatively.
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Figure 1. Arlington’s Guarantee Increased Employment and Income. (Source: Arlington’s Guarantee Final Report,
2024).
Figure 2 shows participants’ expenditures over a six-month window; as with most pilots we
have data on, the funds were overwhelmingly used to pay for basic needs.
Figure 2. Arlington’s Guarantee Survey Interval Question on Spending Extra Income. (Source: Arlington’s Guarantee
Final Report, 2024)
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Goal-setting and persistence were also tracked. For example, on the final survey, participants
and comparison group households were asked if they had established any long-term goals for
their family over the past 18 months. Participants were significantly more likely than
comparison group households to have set long-term goals (84% participants, 53% comparison).
BIG:LEAP (Los Angeles, CA)
BIG:LEAP was implemented by the Los Angeles Community Investment for Families Department
(CIFD) with the goal to break the cycle of intergenerational poverty. It was funded through the
American Rescue Plan, a reappropriation from the city’s police budget, and additional
investments from local council districts. Beginning in January 2022, the pilot distributed $1,000
a month to 3,202 residents for a period of 12 months. Program eligibility required that
participants be a Los Angeles resident; 18 years or older with at least one dependent child
younger than 18 or a student younger than 24, or be pregnant; and have an income at or below
the federal poverty level. Most people in both the treatment and control groups were hovering
near the deep poverty line (the poverty rate is 16.6% in Los Angeles). The control group
consisted of 4,992 participants.
BIG:LEAP was the first randomized controlled trial (RCT) to investigate whether 12 months of
payments can make a difference on numerous life dimensions;87 it was also the first RCT since
the late 1970s to study GI’s impact on intimate partner violence. And, as the largest 12-month
guaranteed income RCT to date, BIG:LEAP’s findings illustrate how, even within this narrow
duration, the program precipitated shifts in participants’ sense of self and goal activation. The
evaluation report’s authors document that “participants moved sequentially from alleviating
material hardship (months 1–6), to an active goal-setting phase (months 6–9) and then shoring
up resources in anticipation of material hardship resuming when the GI concluded (months 9–
12)…First, they established immediate safety for their households by securing housing and
necessary material resources, preventing homelessness, and getting themselves and their
children out of dangerous relationships, housing arrangements, or settings characterized by IPV
[Intimate Partner Violence]. Second, they established proximate safety and security for their
children and community across three domains: enrolling their children in enrichment activities,
87 Kim, Castro, West, et al. (2024) state that “BIG:LEAP’s design…represents the final puzzle piece in understanding
how an unexpected amount of change was possible over only 12 months. Participants leveraged the GI alongside
existing public benefits such as CalFresh, housing supports, WIC, and expanded unemployment insurance while
also frequenting other social programs throughout the city that provided housing and utility assistance, after-
school programming, IPV services, and mental health support. In other words, participants’ strategies for using the
GI to alter their trajectory often included availing themselves of other programs whenever feasible—just as those
in the control group did.”
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alleviating the material hardship of others through acts of reciprocity and mutual aid, and
engaging or re-engaging with their neighborhoods. Finally, when and if funds allowed,
participants engaged in the proactive and preventative health and well-being behaviors
detailed above along with shoring up resources to establish safety in the future” (Kim, Castro,
West, et al., 2024). These findings attest to the concrete and far-reaching impacts that stable
and substantive cash support can catalyze in the lives of individuals and families. BIG:LEAP’s
findings are especially important because it is one of the first California pilots to conclude and
emerge with a published RCT evaluation report.
BIG:LEAP’s key findings include:
• Pilot participants demonstrated a significantly increased ability to cover a $400
emergency compared to the control group six months into BIG:LEAP
• Pilot participants demonstrated a significant decrease in food insecurity and an increase
in health-promoting behaviors.
• Pilot participants reported reduced severity and frequency of Intimate Partner Violence
over the duration of BIG:LEAP.
• Treatment group parents were significantly more likely than control group parents to
maintain their children’s extracurricular activities like sports and after-school lessons
across the duration of the pilot.
• Pilot participants were significantly more likely to secure full-time employment.
• Pilot participants expressed greater social connections and positive neighborhood
engagement.
Upon release of the pilot’s evaluation report, Los Angeles Councilmember Marqueece Harris-
Dawson stated that “The BIG:LEAP program offers significant change for some and life-altering
benefits for others. The data underscores its effectiveness and success in improving health and
wellbeing, and stability for all who participated.” Consequently, LA’s City Council directed the
CIFD to return with program parameters for a $4–5 million guaranteed income program to
support two populations: individuals experiencing intimate partner violence and transitional
age youth. In the Council motion, they stated, “The results of the BIG:LEAP study show us that
guaranteed income is a simple yet incredibly effective way to interrupt cycles of poverty and
build community wealth, giving families the agency to best meet their own needs, set goals and
contribute to their communities. Despite extreme financial pressures and profound effects of
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the COVID-19 pandemic, historically high inflation and rising housing costs, recipients of
guaranteed income were able to stay in their homes, escape violent living situations, invest in
enrichment experiences for their children, and have more food security for their families. These
unconditional, regular, and direct cash payments to individual participants provided an income
floor for those without one, strengthening the social safety net and expanding access in the
process” (Los Angeles City Council, July 30, 2024).
Magnolia Mother’s Trust Pilot
Springboard to Opportunities launched the Magnolia Mother’s Trust (MMT) pilot in 2018; it has
since enrolled several cohorts and generated a robust dual-generational research study, culling
data from the first three cohorts. Magnolia Mother’s Trust participants are Black mothers who
reside in subsidized housing in Jackson, Mississippi. Participants were chosen through a lottery
system and received $1,000/month for 12 months. Following the initial cohort (which had 30
mothers), the program expanded to include the opening and seeding of savings accounts for
each participating mother's child(ren) under the age of 18. Cohort two, which spanned 2020
and 2021, included 110 mothers; Cohort three, which ran in 2021 and 2022, included 100
mothers. The pilot also offered monthly meetings for participants to build community, develop
leadership skills, and increase social capital.
Participant outcomes across the first three cohorts have included:
• First-year cohort collectively paid off over $10,000 in debt
• More mothers were able to prepare 3 homemade meals/day for their family
• The number of mothers in the second-year cohort who could pay all bills on time
jumped from 27% to 83%
• 74% of mothers across the first three cohorts reported feeling more hopeful for their
future during the pilot than before it; 80% reported feeling more hopeful for their
children’s future during the pilot than before it.
Alongside these important outcomes, participants were able to access the following resources
and opportunities as a result of the cash payments, as shown in Figure 3:
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Figure 3. Opportunities Mothers Identified as Made Possible by Guaranteed Income. (Source: Moore et al., 2023).
The research study documents that “MMT moms have experienced significant gains in domains
ranging from greater savings and financial stability to increased feelings of confidence and
agency that have facilitated their ability to show up for their families and themselves. These
significant gains substantiate that guaranteed income programs like MMT are viable pathways
for meaningful economic reform that is rooted in equity and justice” (Moore et al., 2023).
New Mexico Guaranteed Income Pilot
The program selected 330 mixed-immigration status households to receive $500 monthly for 12
months beginning in February 2022. One-third of households came from rural communities and
two-thirds from urban communities. An additional extension was granted to 50 randomly-
selected mixed-status households to receive $500 monthly for an additional six months. Figure
4 documents that more participants were able to pay rent or mortgage on time.
Figure 4. Participant Survey Response regarding Payment of Rent or Mortgage on Time. (Source: Guaranteed Income:
Increasing Employment and Helping Families Thrive Pilot, New Mexico, Final Report, 2023).
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Figure 5 shows the impact on family well-being and children’s academic success, demonstrating
that guaranteed income’s benefits genuinely ripple across generations, helping everyone in a
household be in a better position to thrive.
Figure 5. Participant Survey Response regarding Children’s Educational Achievement and Status. (Source: Guaranteed
Income: Increasing Employment and Helping Families Thrive Pilot, New Mexico, Final Report, 2023)
Santa Clara County Guaranteed Basic Income for Foster Youth
In 2020, Santa Clara County launched the first pilot program in the nation for foster youth,
providing monthly cash payments of $1,000 for 18 months to foster youth 21–24 years old.
Notably, the pilot was initially only funded for 12 months, but the County Board of Supervisors
funded an extension after witnessing the tremendous and widespread benefits to date.
Moreover, Santa Clara County recently launched a second cohort based on the success of the
first. The first cohort reported the following findings:
• Literal homelessness decreased from 11% to 5%88
88 “Literal homelessness” is defined as when an individual or family lacks a fixed, regular, and adequate nighttime
residence.
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• Majority of funds went to rent, but decreased from 76% of funds to 52% of funds, i.e.,
lowered the rent burden and permitted people to remain housed while being able to
address other critical basic needs
• Enrollment in school full-time increased from 13% to 33%
• Full-time employment increased from 44% to 58%
• Individuals with a checking account increased from 72% to 88%
As noted earlier, this pilot was just the beginning of Santa Clara County’s extensive public
investment in supporting some of its most vulnerable residents to thrive through guaranteed
income.
Stockton Economic Empowerment Demonstration (SEED)
The Stockton Economic Empowerment Demonstration was launched by former Mayor Michael
D. Tubbs in February 2019. To qualify or be considered for SEED, residents had to be at least 18
years old, reside in Stockton, and live in a neighborhood with a median income at or below
$46,033 (the city’s median income). Based on that criteria, CGIR’s evaluation team randomly
selected 4,200 residences and sent them a letter inviting them to apply for the pilot. Notably,
the mailers were translated into the five most commonly spoken languages: Spanish, Tagalog,
Laotian, Hmong, and Khmer. Participants were chosen randomly to receive $500/month for 24
months. For the majority of families, the $500 payment represented a 30% increase in their
monthly income. Researchers from the University of Pennsylvania who studied the SEED
program found that participants:
• Improved their overall financial resilience; after one year, the number of recipients who
could afford an unexpected cash expense more than doubled, from 25% to 52%
• Exercised greater agency to explore new opportunities
• Found full-time employment at more than twice the rate of non-participants
The unique collaboration between civic leaders, philanthropic partners, and institutional
researchers was a watershed moment within the GI movement. In tandem with the Magnolia
Mother’s Trust pilot, whose first cohort launched in December 2018, SEED paved the way and
set the tone for the dozens that would follow within the next two years, as the pandemic
churned rampant economic instability and exposed pervasive structural inequities.
120
APPENDIX II
GUARANTEED INCOME PILOTS IN THE
UNITED STATES
121
Pilot Director y
#
1
2
3
4
5
6
Name of
Pilot
Website Location State Description
37208
Demonstrati
on
https://www
.movingnash
villeforward.
org/37208-
demonstrati
on
Nashville TN Moving Nashville Forward (MNF) is a community-led
effort to create a guaranteed basic income pilot
program in Nashville’s 37208 zip code – known as
North Nashville – which is both the most incarcerated
zip code in America and the heart of Nashville’s Black
community. MNF’s 37208 Demonstration will distribu…
Abundant
Birth Project
https://prete
rmbirthca.uc
sf.edu/abun
dant-birth-
project#:~:t
ext=The%…
San
Francisco
CA In the United States, racial disparities in birth outcomes
continue to persist with income inequality being one of
the key contributors. Structural interventions that
reduce the racial-wealth gap are urgently needed and
have the promise to narrow longstanding inequities. In
a community-academic partnership, Expecting Justice…
Advancing
Fresno
Guaranteed
Guaranteed
Income
https://fresn
oeoc.org/gu
aranteed-
income/
Fesno CA Eligible participants must: 1. Live in southwest Fresno
(93706) or Huron (93234), two zip codes with among
the highest concentrated poverty in the city of Fresno
and rural Fresno County, respectively; 2. Be pregnant
and/or have one or more children between the ages of
0 to 5; and 3. Earn 80% or less of the Area Median …
ARISE
Guaranteed
Basic
Income Pilot
Program
https://www
.actforalexan
dria.org/initi
atives/t/gua
ranteed-
basic-…
Alexandria VA On July 6, 2021, the Alexandria City Council voted to
use funds from the American Rescue Plan Act to
support a guaranteed income pilot. Not only does it
help individual families, the pilot creates an economic
ripple effect as families spend and support businesses
in our community. The proposal includes rigorous …
Arlington's
Guarantee
https://www
.arlcf.org/arli
ngtons-
guarantee/#
:~:text=Arlin
gton's%20…
Arlington VA Arlington’s Guarantee was launched in September 2021
in close partnership with the Arlington County
Department of Human Services and local nonprofits.
Participants in Arlington's Guarantee receive $500 per
month for 18 months, and the program is designed to
build personal power for low-income households wit…
Austin's
Guaranteed
Income Pilot
Program
https://www
.austintexas.
gov/edims/
pio/docume
nt.cfm?
id=389146
Austin TX The Austin Guaranteed Income Pilot is testing how
direct cash might help individuals and families with low
incomes weather their unstable housing circumstances
in some of the highest-poverty and most rapidly
gentrifying neighborhoods in Austin, Texas. In
September 2022, UpTogether and 10 community-…
122
#
7
8
9
10
11
12
Name of
Pilot
Website Location State Description
Baby's First
Years
https://www
.babysfirstye
ars.com/
New
Orleans
LA Baby’s First Years is a pathbreaking study of the causal
impact of monthly, unconditional cash gifts to low-
income mothers and their children in the first four
years of the child’s life. The gifts are funded through
charitable foundations. The study will identify whether
reducing poverty can affect early childhood …
Baby's First
Years
https://www
.babysfirstye
ars.com/
New York NY Baby’s First Years is a pathbreaking study of the causal
impact of monthly, unconditional cash gifts to low-
income mothers and their children in the first four
years of the child’s life. The gifts are funded through
charitable foundations. The study will identify whether
reducing poverty can affect early childhood …
Baby's First
Years
https://www
.babysfirstye
ars.com/
Omaha NE Baby’s First Years is a pathbreaking study of the causal
impact of monthly, unconditional cash gifts to low-
income mothers and their children in the first four
years of the child’s life. The gifts are funded through
charitable foundations. The study will identify whether
reducing poverty can affect early childhood …
Baby's First
Years
https://www
.babysfirstye
ars.com/
Twin Cities MN Baby’s First Years is a pathbreaking study of the causal
impact of monthly, unconditional cash gifts to low-
income mothers and their children in the first four
years of the child’s life. The gifts are funded through
charitable foundations. The study will identify whether
reducing poverty can affect early childhood …
Baltimore
Young
Families
Success
Fund
https://may
or.baltimore
city.gov/new
s/press-
releases/202
2-05-02-…
Baltimore MD Baltimore is the birthplace of redlining and residential
segregation. That legacy shows up in stark inequalities
and continues to shape life in the City today. These
inequalities have only been exacerbated by the COVID-
19 pandemic and have disproportionately impacted
low income families. Baltimore Young Families Succes…
BIG:LEAP
(Basic
Income
Guaranteed:
L.A.
Economic …
https://bigle
ap.lacity.org
/
Los Angeles CA Basic Income Guaranteed: Los Angeles Economic
Assistance Pilot (BIG:LEAP) is providing approximately
3,200 individuals with $1,000 per month for 12 months.
These are unconditional, regular, and direct cash
payments to individual participants that supplement
existing welfare programs.
123
#
13
14
15
16
17
18
Name of
Pilot
Website Location State Description
Birmingham'
s Embrace
Mothers
Pilot
https://www
.birmingham
al.gov/embr
acemothers
Birmingham AL Nearly 60% of households with children in the
Birmingham are helmed by single women. Embrace
Mothers supports 110 single mothers and women
mothering roles (e.g., grandmothers, aunts) with $375
per month for 12 months. Participants were randomly
selected by the City of Birmingham's research partner…
Black
Resilience
Fund (BRF)
https://www
.blackresilie
ncefund.co
m/
Portland OR Black Resilience Fund is a program of nonprofit Brown
Hope and is dedicated to fostering healing and
resilience by providing direct financial assistance to
Black Portlanders. Black Resilience Fund is dreaming for
a lasting impact in the Portland region. In the face of
persistent systemic inequities, we lift up community …
Cambridge
RISE
(Recurring
Income for
Success and
Empower…
https://www
.cambridgeri
se.org/
Cambridge MA The RISE Pilot began in September 2021. Mayor
Siddiqui and City Manager DePasquale announced in
April 2022 that the City of Cambridge will be allocating
funds to build on the work of RISE to provide direct
cash assistance to families in poverty in Cambridge.
This program is in the early stages and there will be …
Camp
Harbor View
Guaranteed
Income Pilot
https://cam
pharborview
.org/a-
guaranteed-
income-
program-…
Boston MA The Camp Harbor View Guaranteed Income Pilot will
enroll 100 eligible families into a 2-year study, where
50 of those families will receive a guaranteed income.
To be eligible, families must live in Boston, MA, have a
child in one of Camp Harbor View’s youth-serving
programs, and self-certify as having a low income but…
Central Iowa
Basic
Income Pilot
Project
https://uplift
iowa.org/
Des Moines IA The Central Iowa Basic Income Pilot Project is a cross-
sector collaboration focused on implementing a basic
income program model in central Iowa. Following
successful models across the nation, the pilot project
will provide 110 low-income individuals with $500 each
month for two years.
Central
Texas 12-
Month Pilot
https://conn
ect.uptoget
her.org/cent
ral-
tx/housing-
stability.ht…
Austin and
Georgetown
TX In March 2021, UpTogether, in partnership with the City
of Austin and local philanthropy, launched a study to
understand how UpTogether members demonstrate
the impact of our strength-based approach, particularly
around housing stabilization. The purpose is to uplift
learnings to inform how the City of Austin and local …
124
#
19
20
21
22
23
24
Name of
Pilot
Website Location State Description
Chelsea Eats https://www
.hks.harvard.
edu/centers
/taubman/p
rograms-
research/r…
Chelsea MA Chelsea, Massachusetts, a city of 40,000 people just
north of Boston, is among the places in the country
hardest hit by COVIC-19, both from a health and an
economic perspective. In April 2020, local community
organizations and the City of Chelsea responded to the
economic crisis facing jobless Chelsea residents by …
Chicago
Future Fund
https://eatc
hicago.xtens
io.com/e9d9
1q8a
Chicago IL The Chicago Future Fund (CFF) is Equity and
Transformation (EAT)’s very own guaranteed income
pilot program for formerly incarcerated individuals. EAT
launched the CFF to explore what direct cash payments
of $500/month can do for 30 system-impacted
residents of West Garfield Park. There are no work …
Chicago
Resilient
Communitie
s Pilot
https://www
.chicago.gov
/city/en/site
s/resilient-
communitie
s-…
Chicago IL The Chicago Resilient Communities Pilot is a $31.5
million dollar commitment from Mayor Lori Lightfoot
and the City of Chicago’s Department of Family and
Support Services as part of her effort to tackle poverty
and put residents at the center of the economic
recovery from the COVID-19 pandemic. 5,000 …
City and
County of
San
Francisco
https://www
.sfhsa.org/a
bout/annou
ncements/ci
ty-launches-
new-…
San
Francisco
CA the San Francisco Human Services Agency (SFHSA)
announced the launch of a new guaranteed income
pilot program for former foster youth in San Francisco.
Supported by California Department of Social Services
(CDSS), the City and County of San Francisco, the San
Francisco Juvenile Probation Department (SFJPD) and …
CLIMB
(Columbia
Life
Improvemen
t Monetary
Boost)
https://www
.midlandsgiv
es.org/climb
Columbia SC Columbia Life Improvement Monetary Boost (CLIMB)
was launched to determine the effectiveness of regular
monthly payments to strengthen fathers and families.
In partnership with Mayors for a Guaranteed Income,
CLIMB utilizes one of the most promising tools for
addressing poverty, inequity, and family instability: a …
Community
Love Fund
https://f4gi.
org/pilot/co
mmunity-
love-fund/
Boston MA To alleviate the economic pressure price gouging
exerts on incarcerated loved ones and their family
members, The National Council will combat extortive
penal practices with a guaranteed income. It will be the
first organization to do so within prison walls. It will
also combat economic precarity among formerly …
125
#
25
26
27
28
29
30
Name of
Pilot
Website Location State Description
Compass
Family
Service Basic
Income Pilot
https://www
.compass-
sf.org/post/
partner-
spotlight-
wells-fargo
San
Francisco
CA Compass is to study the impact of universal basic
income for 13 low-income families with children
currently enrolled in Compass Children’s Center. The
payments will be $350 per month for six months.
Although this pilot program will be modest, resulting in
a total of $2,100 per family, we know that any increas…
Compton
Pledge
https://com
ptonpledge.
org/
Compton CA Over the course of two years, the Compton Pledge will
provide 800 low-income residents with unconditional
cash installments, delivering urgent relief to Compton
families in the wake of COVID-19’s devastation. The
Fund for Guaranteed Income has built a solution for
governments to disburse cash to program participant…
Concord GI
Pilot
Program
https://www
.mercuryne
ws.com/202
3/03/13/con
cord-
nonprofit-…
Concord CA Monument Impact, a community-based nonprofit, has
launched a guaranteed income pilot program after
being awarded $1.5 million in American Rescue Plan
Act funds by the city of Concord. The project aims to
give $500 a month over 12 months in cash assistance
to at least 120 low-income Concord families. “Priority …
Cook
County
Promise
Guaranteed
Income
https://www
.cookcountyi
l.gov/promis
e
Cook
County
IL Cook County Board President Toni Preckwinkle and
Cook County Government are proud to be leading the
way in the American guaranteed income movement.
The Cook County Promise Guaranteed Income Pilot will
provide no-strings-attached $500 monthly cash
payments to 3,250 Cook County residents for 24 …
Corazón
Healdsburg
https://norc
alpublicmed
ia.org/20220
62580166/n
ews-
feed/heald…
Healdsburg CA Last September, the Healdsburg City Council allocated
funding from the American Rescue Plan Act toward the
creation of a universal basic income program. The City
of Healdsburg is partnering with Corazón Healdsburg
to develop a pilot program. Corazón has been at work
on the details of the program with hopes that it will …
Creative
Communitie
s Coalition
Coalition for
Guaranteed
Income …
https://ybca.
org/guarant
eed-
income-for-
artists/#:~:te
xt=Creativ…
San
Francisco
CA The Creative Communities Coalition for Guaranteed
Income (CCCGI) is a new initiative convened by YBCA
and led by six San Francisco arts and culture
organizations dedicated to economic justice: Black
Freighter Press, Chinese Culture Center of San
Francisco (CCCSF), The Transgender District, Dance …
126
#
31
32
33
34
35
36
Name of
Pilot
Website Location State Description
Denver
Basic
Income
Project
https://denv
erbasicinco
meproject.o
rg/
Denver CO The Denver Basic Income Project is giving basic income
to individuals experiencing homelessness with the goal
of building a healthier society grounded in social
justice and centered around improving human thriving.
Our society can do better than our current social safety
net. This project is possible through the generosity of…
Direct
Investment
Program in
Sacramento
(DIPS)
https://www
.capradio.or
g/articles/20
23/03/20/sa
cramento-
guarantee…
Sacramento CA Families must be up to 150% of the Federal Poverty
Level by household size (up to $19,320 for a single
person)
Direct
Investment
Program in
Sacramento
(DIPS) 2.0
https://www
.capradio.or
g/articles/20
23/03/20/sa
cramento-
guarantee…
Sacramento CA Live in Sacramento. 2. Income – Eligible households
must earn less annually than the following limits:
1 adult: $28,205
1 adult, 1 child: $49,945
1 adult, 2 children: $65,880 …
El Monte
Guaranteed
Income
Program
https://abc7.
com/el-
monte-
approves-
guaranteed-
income-…
El Monte CA Los Angeles County's pilot program will give 1,000
randomly selected residents $1,000 a month for three
years. Participants must be at least 18 years old, have a
household income under $56,000 for a single person or
$96,000 for a family of four and have experienced
negative impacts due to the COVID-19 pandemic.
Elevate MV https://www
.mountainvi
ew.gov/our-
city/depart
ments/city-
managers-…
Mountain
View
CA Households with an income below 30% Area Median
Income (AMI), and parents/custodial caregiver for at
least one child under the age of 18 at the time of
application.
Elm City
Reentry Pilot
https://www
.4-ct.org/
New Haven CT Twenty New Haven area residents will receive
$500/month for one year on an Elm City Resident
Card + prepaid Mastercard. Participants were
selected by Project M.O.R.E. Reentry Welcome
Center and are currently receiving services related
to their transition back to the community.…
127
#
37
38
39
40
41
42
Name of
Pilot
Website Location State Description
Evanston
Equitable
Recovery
Fund
https://daily
northwester
n.com/2021
/04/29/city/f
amilies-
receive-firs…
Evanston IL UpTogether launched the Evanston Equitable Recovery
Fund, a privately funded initiative to provide 25
Evanston residents with a $300 per month payment for
10 months. The Evanston City Council and Economic
Security for Illinois (ESIL) both issued support of the
initiative. Key to the initiative is that there are no …
Evanston
Guaranteed
Income Pilot
Program
https://www
.cityofevanst
on.org/resid
ents/guaran
teed-
income-…
Evanston IL The City will accept 150 participants into the program.
Once a month for a year, participants will each get
$500 loaded onto a prepaid debit card.
The City of Evanston wants to learn more about how
Guaranteed Income can benefit our community
members. We’ve partnered with researchers at …
Excel https://www
.stepupdurh
am.org/exce
l
Durham NC The objective of Durham’s Excel Pilot Program is to
evaluate guaranteed income’s effects on recidivism and
re-incarceration, employment, economic security, and
income volatility, as well as physical functioning,
mental health, stress, and coping, parenting, housing,
and interactions with other institutional systems. 109 …
Expeccting
Justice
https://www
.cdss.ca.gov/
Portals/13/P
ress%20Rele
ases/2023/C
DSS-News…
CA Expecting Justice (Heluna Health DBA Public Health
Foundation Enterprises,
Inc.) was awarded $4,995,758 and will provide 425
pregnant individuals who are
at high risk for pre-term birth with $600-$1,000 per
month for 12 months.
Fairfax
County
Guaranteed
Income Pilot
https://www
.fairfaxcount
y.gov/neigh
borhood-
community-
services/ec…
Fairfax
County
VA A pilot program that will give monthly cash assistance
to select low-income residents is in development in
Fairfax County.
While eligibility criteria, payment amounts, and other
details are still being determined, the county has
allocated $1.5 million to the effort from its American …
Family Goal
Fund
https://www
.whywelift.or
g/family-
goal-fund/
Chicago IL LIFT is a national nonprofit providing coaching services
to families in Chicago, DC, New York, and Los Angeles.
Across our four sites, families receive $150 unrestricted
cash transfers every three months they continue in our
program, for up to two years. Our program and cash
transfer supports aim to accelerate families’ progress …
128
#
43
44
45
46
47
48
Name of
Pilot
Website Location State Description
Family Goal
Fund
https://www
.whywelift.or
g/family-
goal-fund/
Los Angeles CA LIFT is a national nonprofit providing coaching services
to families in Chicago, DC, New York, and Los Angeles.
Across our four sites, families receive $150 unrestricted
cash transfers every three months they continue in our
program, for up to two years. Our program and cash
transfer supports aim to accelerate families’ progress …
Family Goal
Fund
https://www
.whywelift.or
g/family-
goal-fund/
New York NY LIFT is a national nonprofit providing coaching services
to families in Chicago, DC, New York, and Los Angeles.
Across our four sites, families receive $150 unrestricted
cash transfers every three months they continue in our
program, for up to two years. Our program and cash
transfer supports aim to accelerate families’ progress …
Family Goal
Fund
https://www
.whywelift.or
g/family-
goal-fund/
Washington DC LIFT is a national nonprofit providing coaching services
to families in Chicago, DC, New York, and Los Angeles.
Across our four sites, families receive $150 unrestricted
cash transfers every three months they continue in our
program, for up to two years. Our program and cash
transfer supports aim to accelerate families’ progress …
Family
Health
Project
https://www
.family-
health-
project.org/
Lynn MA Family Health Project has undertaken a simple,
replicable program providing new mothers with $400
per month for 36 months without condition.
Family
Prosperity
https://docs.
google.com
/document/
d/1xNTKjoh
XQIWVBns3
Npl1K8lso…
La Cruces NM
Financial
Assistance
for Phoenix
Families
Program
https://www
.phoenix.go
v/newsroom
/city-
manager/21
08
Phoenix AZ Under this 12 month pilot program, 1,000 Phoenix
families with children will be selected to receive a
$1,000 stipend to use on household expenses, such as
childcare, groceries, rent/utility bills, transportation, etc.
There will be no application for the pilot program.
Families with children who have applied for Emergenc…
129
#
49
50
51
52
53
54
Name of
Pilot
Website Location State Description
G.I.F.T.
Guaranteed
Income for
Transgender
People
https://www
.giftincome.
org/faq
San
Francisco
CA Guaranteed Income for Transgender People (G.I.F.T.)
will provide economically marginalized transgender
people with unrestricted, monthly guaranteed income
as a way to combat poverty our most impacted
community members face.
…
Growing
Resilience in
Tacoma
(GRIT)
https://guar
anteedinco
me.us/taco
ma
Tacoma WA The Growing Resilience In Tacoma (GRIT)
demonstration is a collaborative effort between United
Way of Pierce County and the City of Tacoma. GRIT is a
12-month guaranteed income program that gifts 110
Tacoma families $500 a month in unconditional and
unrestricted cash. All 110 participants are employed …
Guaranteed
Income for
Artists
https://sprin
gboardforth
earts.org/gu
aranteed-
income-for-
artists/
St. Paul MN Springboard for the Arts' guaranteed minimum income
pilot program for artists and culture workers in St. Paul
is inspired by the City of St. Paul’s People’s Prosperity
Pilot and the Mayors for a Guaranteed Income
network. This pilot will be one of the first guaranteed
income pilots in the nation to focus on the creative …
Creatives
Rebuild New
York -
Guaranteed
Income for
Artists
https://www
.creativesreb
uildny.org/
(Statewide)NY Creatives Rebuild New York (CRNY)’s Guaranteed
Income for Artists program will provide regular, no-
strings-attached cash payments for 2,400 artists who
have financial need. Each artist will receive $1,000 per
month for 18 consecutive months. Our guaranteed
income work joins with that of municipalities, …
Guaranteed
Income to
Grow Ann
Arbor
https://giga
2.org/
Ann Arbor MI The City of Ann Arbor approved to implement a pilot
that will provide $500/month for 12 months to families
hit hardest by the pandemic.
Guaranteed
Income
Validation
Effort (GIVE
Gary)
https://www
.pbs.org/ne
wshour/sho
w/how-a-
guaranteed-
income-…
Gary IN Aided by $500,000 of seed money from the Mayors for
Guaranteed Income organization, Gary launched the
G.I.V.E. program. 125 people were chosen to
participate, receiving $500 a month for 12 months.
130
#
55
56
57
58
59
60
Name of
Pilot
Website Location State Description
Houston
Equity Fund
https://www
.kingdombui
lders.com/w
p-
content/upl
oads/2022…
Houston TX "Individuals at least 18 years old at the time of
application, and have an income at or below the
federal poverty level.
"
HudsonUP
(cohort 1)
https://www
.hudsonup.o
rg/
Hudson NY HudsonUP is a basic income pilot created by The Spark
of Hudson and Humanity Forward and based in
Hudson, NY. The initiative is being designed in
collaboration with the community and is championed
by Mayor Kamal Johnson. HudsonUP is providing $500
each month to selected Hudson residents over a peri…
HudsonUP
(cohort 2)
https://www
.hudsonup.o
rg/
Hudson NY HudsonUP is a basic income pilot created by The Spark
of Hudson and Humanity Forward and based in
Hudson, NY. The initiative is being designed in
collaboration with the community and is championed
by Mayor Kamal Johnson. HudsonUP is providing $500
each month to selected Hudson residents over a peri…
HudsonUP
(cohort 3)
https://www
.hudsonup.o
rg/
Hudson NY HudsonUP is a basic income pilot created by The Spark
of Hudson and Humanity Forward and based in
Hudson, NY. The initiative is being designed in
collaboration with the community and is championed
by Mayor Kamal Johnson. HudsonUP is providing $500
each month to selected Hudson residents over a peri…
Hummingbir
d Nest
https://www
.hummingbi
rd-ifs.org/
Seattle WA Perigee Fund is in the planning phase, working with
partners in the lead, to launch a no-strings-attached
Guaranteed Basic Income (GBI) pilot in Seattle in 2022.
It will be part of a growing number of local GBI pilots
across the United States. Perigee’s pilot will be
somewhat unique in its focus on the prenatal-to-3 …
I.M.P.A.C.T.
(Income
Mobility
Program for
Atlanta
Communit…
https://www
.atlantaga.g
ov/Home/C
omponents/
News/News/
13975/672…
Atlanta GA Through a partnership between the Urban League of
Greater Atlanta, the Income Mobility Program for
Atlanta Community Transformation (I.M.P.A.C.T.) was
implemented to prove the efficacy of a guaranteed
income in helping communities achieve economic
stability. The IMPACT Program serves 300 residents of…
131
#
61
62
63
64
65
66
Name of
Pilot
Website Location State Description
iFoster Inc. https://www
.cdss.ca.gov/
Portals/13/P
ress%20Rele
ases/2023/C
DSS-News…
CA iFoster, Inc. was awarded $4,862,510 and will provide
300 former foster youth with $750 per month for 18
months.
Immigrant
Families
Recovery
Program -
National
https://www
.missionasse
tfund.org/ifr
p/
USA Mission Asset Fund (MAF) has launched a UBI+
program to help 3,000 low-income immigrant families
across the country rebuild their financial lives in the
wake of the pandemic. Immigrant Families Recovery
Program is the largest guaranteed income program
designed for immigrant families who have been …
Immigrant
Families
Recovery
Program:
Coachella's
UBI …
https://www
.coachella.or
g/Home/Co
mponents/N
ews/News/2
603/18
Coachella CA 18 years of age or older, who have a current, non-
expired, government-issued photo ID, at least one
child under the age of 12 who was living in the
household in 2021, earned less than $75,000 in 2021 or
have a total household income below $150,000 in
2021, and have filed a 2019 or 2020 tax return or gav…
Immigrant
Families
Recovery
Program:
San Mateo
County
https://www
.globenews
wire.com/ne
ws-
release/202
2/02/08/2…
San Mateo
County
CA Households not eligible to receive a second-round
stimulus check (Economic Impact Payment) from the
Federal government, have a household income less
than 80% area median income ($97,440 for an
individual), lost income due to the coronavirus (COVID-
19) pandemic, and have not yet received a grant from…
In Her
Hands -
Atlanta (Old
Fourth Ward
area)
https://thegr
ofund.org/
Atlanta GA In Her Hands is a guaranteed income initiative focused
on putting a solution to financial insecurity directly in
the hands of women in Georgia. No strings attached.
Formed through direct community input, In Her Hands
will provide an average of $850 per month for 24
months to 650 women in three communities in …
In Her
Hands -
Southwest
Georgia
(Clay,
Randolph, …
https://thegr
ofund.org/
Southwest GA In Her Hands is a guaranteed income initiative focused
on putting a solution to financial insecurity directly in
the hands of women in Georgia. No strings attached.
Formed through direct community input, In Her Hands
will provide an average of $850 per month for 24
months to 650 women in three communities in …
132
# Name of
Pilot
Website Location State Description
67 In Her
Hands - The
City of
College Park
https://thegr
ofund.org/
College Park GA In Her Hands is a guaranteed income initiative focused
on putting a solution to financial insecurity directly in
the hands of women in Georgia. No strings attached.
Formed through direct community input, In Her Hands
will provide an average of $850 per month for 24
months to 650 women in three communities in …
68 Inland
Southern
California
United Way
https://www
.cdss.ca.gov/
Portals/13/P
ress%20Rele
ases/2023/C
DSS-News…
CA Inland Southern California United Way was awarded
$5,000,000 and will provide
500 pregnant individuals with $600 per month for 12
months and 120 former
foster youth with $750 per month for 18 months.
69 International
Institute of
Minnesota's
Guaranteed
Income
Program f…
https://saha
njournal.co
m/changing
-
minnesota/r
efugee-…
St. Paul MN Single-parent households with children under the age
of 15,or families with four or more children, one
working parent, and one parent with obstacles to
employment, orsingle adults with physical or mental
illness limiting their ability to work or obtain
employment, or families or single adults unable to …
70 Ithaca
Guaranteed
Income
https://hsctc
.org/igi/#:~:
text=What%
20Will%20It
haca%20Gu
aranteed%…
Ithaca NY Even before COVID-19, income and wealth inequality
were at historic highs and many people who were
working multiple jobs couldn’t afford basic necessities.
Ithaca Guaranteed Income (IGI) is a research pilot that
asks the question: how does a guaranteed income
effect the housing stability and overall wellness of our…
71 Just Income
GNV
https://jignv.
org/
Gainesville FL Just Income GNV is a guaranteed income project in
Alachua County, Florida, providing temporary,
unconditional monthly payments directly to people
who have been impacted by the justice system – no
strings attached. This pilot is designed and
administered by formerly incarcerated people. We …
72 King County
GBI Pilot
https://basic
incometoda
y.com/guara
nteed-basic-
income-
pilot-…
King County WA Eligibility: Rainer Beach Action Coalition: Program
Participant, Referred by partner.
Urban Family: Program Participant
133
#
73
74
75
76
77
78
79
Name of
Pilot
Website Location State Description
LA County
Breathe
https://ceo.l
acounty.gov
/pai/breathe
/
Los Angeles CA Breathe: LA County’s Guaranteed Income Program is
part of LA County’s Poverty Alleviation Initiative. 1,000
participants were selected and will receive a $ 1,000
stipend every month for the next three years.
Lansing
Guaranteed
Basic
Income
https://www
.fox47news.c
om/neighbo
rhoods/dow
ntown-old-
town-reo-…
Lansing MI At least 100 random households across the city of
Lansing are set to receive $500 a month for 18 months
as part of Mayor Andy Schor's latest plan to spend
nearly $49 million that was allocated to the city as part
of the federal American Rescue Plan Act
Let's Go
DMV
https://www
.letsgodmv.
org/
Washington DC Hospitality workers in the greater Washington region
who have all been impacted by the pandemic.
Level Up
Mount
Vernon
Guranteed
Income
https://www
.cmvny.com/
588/Mayors
-
Guaranteed-
Income-…
Mount
Vernon
NY Individuals at least 18 years of age, have a minimum
income requirement of $15,000, but no more than at or
below 80% percent of the CDBG Annual Income Limit.
Local
Sound's
Artist Grants
https://www
.wxxinews.or
g/arts-
life/2022-
07-15/artist-
grant-…
Rochester NY Individuals 18 and older, who identify s a member,
worker, and/or participant within the local music
community (live musician, studio musician, production
engineer, sound technician, etc), with 3 spots reserved
for artists of color
Long Beach
Guaranteed
Income Pilot
Program
https://long
beach.gov/p
ress-
releases/city
-of-long-
beach-…
Long Beach CA The Long Beach Guaranteed Income Pilot Program
initiative will help 500 single parents in our city who are
living in poverty and struggling to meet basic needs.
Direct payments will focus on the 90813 Zip Code
which is the highest concentrated area of family
poverty in Long Beach and has a median household …
Los Angeles
County's
Guaranteed
Income
Program
https://www
.forbes.com/
advisor/pers
onal-
finance/guar
anteed-…
Los Angeles
County
CA Individuals at or below the Federal Poverty Line based
on household size facing economic and/or medical
hardship from COVID-19, and with at least one
dependent child (younger than 18 or a student
younger than 24) or are pregnant
134
#
80
81
82
83
84
85
Name of
Pilot
Website Location State Description
Los Angeles
Section
National
Council of
Jewish
Women, Inc.
https://www
.cdss.ca.gov/
Portals/13/P
ress%20Rele
ases/2023/C
DSS-News…
Los Agneles CA Los Angeles Section National Council of Jewish
Women, Inc. was awarded
$3,681,950 and will provide 150 pregnant individuals
who have or are at risk of
diabetes with $1,000 per month for 18 months.
Madison
Forward
Fund
https://www
.irp.wisc.edu
/MadisonFo
rwardFund/
Madison WI The Madison Forward Fund is a year-long guaranteed
income experimental program. A monthly payment of
$500 will be given directly to 155 households for 12
months. It is unconditional, with no strings attached
and no work requirements. The program is founded on
the belief that Madison families deserve a basic level …
Magnolia
Mother's
Trust (cohort
1)
https://sprin
gboardto.or
g/magnolia-
mothers-
trust/
Jackson MS In the fall of 2018, Springboard To Opportunities
announced the Magnolia Mother’s Trust, a new
initiative that provides low-income, Black mothers in
Jackson, Mississippi $1,000 cash on a monthly basis, no
strings attached, for 12 months straight. While there
have been several initiatives for a guaranteed income …
Magnolia
Mother's
Trust (cohort
2)
https://sprin
gboardto.or
g/magnolia-
mothers-
trust/
Jackson MS In the fall of 2018, Springboard To Opportunities
announced the Magnolia Mother’s Trust, a new
initiative that provides low-income, Black mothers in
Jackson, Mississippi $1,000 cash on a monthly basis, no
strings attached, for 12 months straight. While there
have been several initiatives for a guaranteed income …
Magnolia
Mother's
Trust (cohort
3)
https://sprin
gboardto.or
g/magnolia-
mothers-
trust/
Jackson MS In the fall of 2018, Springboard To Opportunities
announced the Magnolia Mother’s Trust, a new
initiative that provides low-income, Black mothers in
Jackson, Mississippi $1,000 cash on a monthly basis, no
strings attached, for 12 months straight. While there
have been several initiatives for a guaranteed income …
Magnolia
Mother's
Trust (cohort
4)
https://sprin
gboardto.or
g/magnolia-
mothers-
trust/
Jackson MS In the fall of 2018, Springboard To Opportunities
announced the Magnolia Mother’s Trust, a new
initiative that provides low-income, Black mothers in
Jackson, Mississippi $1,000 cash on a monthly basis, no
strings attached, for 12 months straight. While there
have been several initiatives for a guaranteed income …
135
#
86
87
88
89
90
91
Name of
Pilot
Website Location State Description
McKinleyvill
e
Community
Collaborativ
e
https://www
.cdss.ca.gov/
Portals/13/P
ress%20Rele
ases/2023/C
DSS-News…
CA McKinleyville Community Collaborative was awarded
$2,302,017 and will provide 150 pregnant individuals
with $920 per month for 18 months.
Minneapolis
Guaranteed
Basic
Income Pilot
https://www
.minneapolis
mn.gov/gov
ernment/pr
ograms-
initiatives/…
Minneapolis MN Individuals with household income 50% or less of the
city's median area income, with priority given to
housing insecure families, those in job training or
educational programs who have dropped out due to
financial hardship, and young people headed
households
Miracle
Money
https://www
.miraclemes
sages.org/m
oney
San
Francisco
CA Miracle Money is a UBI program for people
experiencing homelessness. Our initial pilot is
distributing $500/month for six months to 15
unhoused neighbors in the SF Bay Area. Each Miracle
Money recipient is paired with a volunteer friend for
weekly phone calls and texts.
MOMentum https://www
.marinmome
ntum.org/
Marin CA MOMentum is a countywide pilot that the Marin
Community Foundation launched in May 2021,
leveraging input from moms and combining it with
deep expertise from local, state and national nonprofits
and county partners. Participants (125 Low-income
moms) will receive $1,000 per month for 24 months, …
Montgomer
y County
Guaranteed
Income
Program
https://www
3.montgom
erycountym
d.gov/311/S
olutions.asp
x?…
Montgomer
y County
MD The Montgomery County Guaranteed Income Pilot
(“MoCo Boost” which stands for “Building Our
Opportunities and Strength Today”) is one of several
dozen national pilots designed to change the narrative
around poverty by providing a regular, unrestricted,
guaranteed income supplement to participants, …
Mother
Rising for
Guaranteed
Basic
Income
https://risin
gcommuniti
es.org/moth
ers-rising-
for-
guarantee…
South Los
Angeles
CA The Regional Task Force members serving on the Best
Start Region 2 South LA Decides Initiative voted to
fund the Mothers Rising for Guaranteed Basic Income.
The Best Start Region 2 South LA Decides initiative puts
the power back in people’s hands by ensuring that
residents can participate in the design and decision-…
136
#
92
93
94
95
96
97
Name of
Pilot
Website Location State Description
Mother Up
Pilot
https://moth
ersoutreach
network.org
/mother-up-
pilot/
District of
Columbia
DC Phase 1 (Soft Launch)
April 2023-March 2026
5 moms in DCT (Direct Cash Transfer) Group
Phase 2 (Pre-Pilot)
Summer 2023-Summer 2026…
Multnomah
Mother’s
Trust
https://www
.multco.us/
multnomah-
idea-
lab/multno
mah-…
Multnomah
County
OR The Multnomah Mothers’ Trust Project began by
recruiting 100 participants from the Black Parent
Initiative and WomenFirst programs. Earlier this year,
the program began distributing $500 monthly
payments and kept records on how the money was
spent. Participants who provided monthly informatio…
My Sister’s
Place Cash
Transfer
Program
https://www
.mysisterspl
acedc.org/pr
ograms-
and-
services/
District of
Columbia
DC My Sister’s Place (MSP) is proud to launch the first
emergency cash transfer program specifically targeted
toward domestic violence (DV) survivors. This pilot
project will benefit families served through MSP’s
Reaching Independence Through Survivor
Empowerment (RISE) transitional housing program an…
NCJWLA
Guaranteed
Income
Project
http://www.
ncjwla.org/g
ip
Los Angeles CA The National Council of Jewish Women | Los Angeles
Guaranteed Income Project is focused on supporting
female-identifying healthcare workers/caregivers in Los
Angeles City Council District 13. The cohort will be 12
participants who will receive $1000 a month for 12
months. We have targeted women who earn between…
New
Orleans
Guaranteed
Income
Program
https://nola.
gov/mayor/
news/may-
2022/city-
of-new-
orleans-…
New
Orleans
LA The Mayor’s Office of Youth and Families announced
the launch of the New Orleans Guaranteed Income
Program through a $500,000 grant from Mayors for a
Guaranteed Income (MGI). The City of New Orleans is
the first recipient of the MGI funding to prioritize
payments to young people. The program will serve 1…
Newark
Equity
https://newa
rkequity.org
/
Newark NJ The Newark Movement for Economic Equity (NMEE)
layers guaranteed income over Mayor Baraka’s existing
equitable growth strategies and wraparound services
provided by various nonprofit organizations. NMEE is
one of a number of initiatives established by the Mayor
to address the economic insecurity faced by Newark’s…
137
#
98
99
100
101
102
103
Name of
Pilot
Website Location State Description
NM
Immigrant
GBI Project
https://www
.uptogether.
org/press-
release/
13 Counties NM As part of the NM Immigrant GBI Project, 330
undocumented or mixed-immigration status families
from 13 counties will begin in March to receive $500
monthly for 12 months. The online application period
opened last month and will close this Friday, February
11 at 3 p.m. MST. To date, more than 2,000 applicatio…
Oakland
Resilient
Families
https://oakla
ndresilientfa
milies.org/
Oakland CA Oakland Resilient Families provided 600 randomly
selected Oakland families (with an intentional focus on
groups with the greatest wealth disparities per the
Oakland Equity Index) with low incomes and at least 1
child under 18 a guaranteed income of $500 per
month for at least 18 months.
Olympic
Community
Action
Programs
GBI Pilot
https://www
.peninsulada
ilynews.com
/news/olyca
ps-basic-
income-…
Olympic
Peninsula
WA Particpants in OlyCap Programs
Open
Research
Basic
Income
Project
(Previously…
https://cdn2
.assets-
servd.host/f
uture-
platypus/pr
oduction/…
USA Individuals between 21 and 40 with income that does
not exceed 300% of the Federal Poverty Line based on
household size ($38,640 for individual).
Paterson
Guaranteed
Income Pilot
Program
https://www
.patersonnj.
gov/depart
ment/divisio
n.php?
structureid…
Paterson NJ In 2021, the City of Paterson launched their guaranteed
income program. 110 Paterson residents, selected
through a lottery by the Center for Guaranteed Income
Research at the University of Pennsylvania, received
$400 a month for 12 months. The program is planning
to launch a second cohort.
Paterson
Guaranteed
Income Pilot
Program
(Renewed
2022)
https://www
.patersonnj.
gov/depart
ment/divisio
n.php?
structureid…
Paterson NJ In 2021, the City of Paterson launched their guaranteed
income program. 110 Paterson residents, selected
through a lottery by the Center for Guaranteed Income
Research at the University of Pennsylvania, received
$400 a month for 12 months. The program is planning
to launch a second cohort.
138
#
104
105
106
107
108
109
Name of
Pilot
Website Location State Description
Pathway to
Income
Equity
https://sono
masun.com/
2022/09/01/
sonoma-
county-
launches-…
Sonoma
County
CA Pathway To Income Equity is a two-year initiative that
will deliver $500 a month to 305 low-income families in
Sonoma County. The initiative aims to support families
with young children or pregnant residents along with
other Sonoma County residents.
People's
Prosperity
Pilot
https://www
.stpaul.gov/
departments
/financial-
empowerme
nt/peoples…
St. Paul MN The City of Saint Paul launched the People’s Prosperity
Guaranteed Income Pilot in October 2020. The People’s
Prosperity Pilot was offered to families participating
in CollegeBound Saint Paul, the City’s college savings
initiative, which is providing every child born to a Saint
Paul resident on or after January 1, 2020 with a colleg…
Philadelphia
Guaranteed
Income
Program
https://nextc
ity.org/urba
nist-
news/econo
mics-in-
brief-…
Philadelphia PA Recipients of Temporary Assistance for Needy Families
(TANF)
Philly Joy
Bank
https://phila
cityfund.org
/programs/
philly-joy-
bank/
Philadelphia PA The Philly Joy Bank is a guaranteed income pilot that
will provide pregnant Philadelphians with no strings
attached cash with the goal of improving birth
outcomes.
The Philly Joy Bank was developed by the Philadelphi…
Preserving
Our
Diversity
(POD) Pilot
#1
https://www
.santamonic
a.gov/housi
ng-
pod#:~:text
=The%20P…
Santa
Monica
CA The Preserving Our Diversity (POD) program provides
cash-based assistance to low-income, long-term Santa
Monica residents in rent-controlled apartments in
Santa Monica to help achieve a minimum monthly
after-rent income of $747 for a one-person household
or $1,306 for a two-person household.
Preserving
Our
Diversity
(POD) Pilot
#2
https://www
.santamonic
a.gov/housi
ng-
pod#:~:text
=The%20P…
Santa
Monica
CA The Preserving Our Diversity (POD) program provides
cash-based assistance to low-income, long-term Santa
Monica residents in rent-controlled apartments in
Santa Monica to help achieve a minimum monthly
after-rent income of $747 for a one-person household
or $1,306 for a two-person household.
139
#
110
111
112
113
114
115
Name of
Pilot
Website Location State Description
Prince
George
Guaranteed
Income Pilot
Program
https://wtop
.com/prince
-georges-
county/2023
/04/prince-
georges-c…
Prince
George
County
MD In April 2023, the Prince George County Council
unanimously approved a guaranteed income pilot
program. The exact details of Prince George’s County
program will be hashed out by a workgroup. But
during a committee meeting last month, Council
member Krystal Oriadha said that payments would …
Project
HOME Turst
Program
https://www
.mainepublic
.org/busines
s-and-
economy/20
23-07-07/…
Portland ME At QHC, the majority of our 250 Project HOME
households are headed by mothers. We know that
when families are stably housed and financially secure,
they and their children thrive in and outside of school,
thrive professionally, and are less likely to ever
experience homelessness.
Project
Resilience
https://covid
19.ulstercou
ntyny.gov/p
roject-
resilience/
Ulster
County
NY Individuals making less than 80% area median income
of $46,900
Project Solid
Ground
https://avivo
mn.org/abo
ut/current-
news/avivo-
ubi-
universal-…
Twin Cities MN The Nancy Somers Family Foundation facilitated
funding for a pilot providing $1000 monthly for 15
individuals through a local anti-poverty non-profit,
Avivo. The pilot began amid the urgency of the
pandemic in 2020 and included low income individuals
who were unhoused, challenged by mental illness …
Providence
Guaranteed
Income Pilot
https://guar
anteedinco
me.us/provi
dence
Providence RI The Providence Guaranteed Income Program is
administered by Amos House and is being evaluated
by the University of Pennsylvania’s Center for
Guaranteed Income Research. Researchers are looking
at the impact this supplemental income has on
participants’ economic volatility, employment status, …
Public
Schools
Students
Experiencing
Homelessne
ss Pilot - …
https://www
.nmapplesee
d.org/family
-economic-
stability
Albuquerqu
e
NM In partnership with the LANL Foundation (LANLF), Cuba
Independent School District (CISD), and West Las Vegas
School District (WLVSD), New Mexico Appleseed
designed, implemented, and evaluated this
intervention to provide educational and financial
support to inadequately housed students.
140
#
116
117
118
119
120
121
Name of
Pilot
Website Location State Description
Public
Schools
Students
Experiencing
Homelessne
ss Pilot - L…
https://www
.nmapplesee
d.org/family
-economic-
stability
Las Cruces NM In partnership with the LANL Foundation (LANLF), Cuba
Independent School District (CISD), and West Las Vegas
School District (WLVSD), New Mexico Appleseed
designed, implemented, and evaluated this
intervention to provide educational and financial
support to inadequately housed students.
Restorative
Reentry
Fund
https://com
munitywork
swest.org/o
ur-
work/restor
ative-…
Bay Area CA The Restorative Reentry Fund is one of the first
guaranteed income programs for people returning
home after incarceration. The population of focus is
Black and Brown adults who are formerly incarcerated
and reside in Alameda and Contra Costa counties,
California. Recipients will receive $500 in uncondition…
Returning
Home
Career Grant
https://rubic
onprograms
.org/news/bl
og/returnin
g-home-
press
Alameda
and Contra
Costa
CA Formerly incarcerated- Primarily black and brown
individuals returning home after incarceration
Richmond
Resilience
Initiative
(RRI) (cohort
1)
http://richm
ondvaannou
ncements.bl
ogspot.com
/2020/10/st
oney-…
Richmond VA The Richmond Resilience Initiative (RRI) is the City of
Richmond's guaranteed income pilot program. It is
facilitated by the Office of Community Wealth Building
and made possible by strategic and financial support of
key partners Robins Foundation and Mayors for a
Guaranteed Income. Over the course of 24 months …
Richmond
Resilience
Initiative
(RRI) (cohort
2)
https://www
.rva.gov/co
mmunity-
wealth-
building/ric
hmond-…
Richmond VA The Richmond Resilience Initiative (RRI) is the City of
Richmond's guaranteed income pilot program. It is
facilitated by the Office of Community Wealth Building
and made possible by strategic and financial support of
key partners Robins Foundation and Mayors for a
Guaranteed Income. Over the course of 24 months …
Rise Up
Alameda
https://www
.alamedaca.
gov/Depart
ments/Base-
Reuse-and-
Economic-…
Alameda CA Guaranteed Income to Grow Ann Arbor (GIG A2) is a
two-year guaranteed income program that provides
monthly payments of $528 to 100 entrepreneurs with
low or very low income to support their efforts. The
income limit is defined by the U.S. Department of
Housing and Urban Development, relative to Ann …
141
#
122
123
124
125
126
127
Name of
Pilot
Website Location State Description
Rise Up
Cambridge
https://www
.cambridge
ma.gov/rise
up
Cambridge MA Rise Up Cambridge is a $22 million commitment from
the City of Cambridge to provide assistance to families
with kids using funds received by the City from the
federal American Rescue Plan Act. It provides direct
cash to low-income Cambridge households with
children at or under 21 years of age, earning at or …
Rochester’s
Guaranteed
Basic
Income
program
https://www
.rochesterfir
st.com/roch
ester/roches
ter-city-
council-…
Rochester NY 175 families in the City of Rochester who live at or
below 200% of the federal poverty level would receive
$500 per month for one year. A separate group of 175
families would receive the same amount monthly
under the second year of the proposal.
San Antonio
Basic
Income Pilot
https://sana
ntonioreport
.org/cash-
without-
conditions-
san-…
San Antonio TX UpTogether invests in low-income families who want to
work with people in their communities and support
one another in accomplishing their goals. Starting
November 2020, Uptogether invested $5,100 in 180-
200 groups whose members live in San Antonio. The
funds were dispersed over 27 months. Each househol…
San Diego
for Every
Child
https://www
.sandiegofor
everychild.or
g/guarantee
d-income/
San Diego CA San Diego for Every Child is piloting a guaranteed
income project as an economic justice tool to help
address the racial and gender inequities that impact
the lives of children experiencing poverty. With COVID-
19, social unrest, and an emerging recession,
guaranteed income is an ideal program to address th…
San
Francisco
Guaranteed
Income for
Artists
https://ybca.
org/guarant
eed-
income-for-
artists/#:~:te
xt=The%2…
San
Francisco
CA The SF Guaranteed Income Pilot for Artists (SF-GIPA),
powered by YBCA, makes no-strings-attached monthly
cash payments to 130 artists who have been
disproportionately impacted by the COVID-19
pandemic. SF-GIPA was designed and launched in May
2021 in partnership with the City of San Francisco.
San Mateo
County
Guaranteed
Income
Program
https://www
.smcgov.org
/ceo/news/li
ft-life-after-
foster-care
San Mateo
County
CA
142
#
128
129
130
131
132
133
Name of
Pilot
Website Location State Description
Santa Clara
Basic
Income Pilot
https://news
.sccgov.org/
county-
santa-
claras-basic-
income-…
Santa Clara CA Young adults 22-24 years of age transitioning out of
foster care
Santa Clara
County Pilot
Program
https://www
.ktvu.com/n
ews/santa-
clara-
county-
launches-…
Santa Clara CA Santa Clara County is now launching a pilot program to
give $1,200 a month to 50 graduating high school
seniors who are homeless. The money is coming from
the new state budget just signed into law by Gov.
Gavin Newsom on June 27, 2023.
Santa Fe
Learn, Earn,
Achieve
Program (SF
LEAP)
https://santa
feleap.org/
Santa Fe NM The goal of SF LEAP is to assist young parents attain
their educational goals so that they are able to provide
a stable income for themselves and their families in the
future. The funding supports one hundred young
parents making less than 200% of the federal poverty
level (about $34,000 for a family of two or $52,000 for…
Shreveport
Guaranteed
Income
https://www
.shreveportl
a.gov/2844/
Shreveport-
Guaranteed-
Income-…
Shreveport LA The City of Shreveport's Guaranteed Income Program
is administered by the City of Shreveport and United
Way of Northwest Louisiana through the Shreveport
Financial Empowerment Center and research is being
evaluated by ABT Associates. Researchers are looking
at the impact of this supplemental income on …
South San
Francisco
Guaranteed
Income
Program
https://www
.ssf.net/dep
artments/ec
onomic-
community-
developm…
San
Francisco
CA Foster youth aging out of care, single heads of
households, families with minor aged children and
residents of the city's lowest income census block
tracks.
Stockton
Economic
Empowerme
nt
Demonstrati
on (SEED)
https://www
.stocktonde
monstration.
org/
Stockton CA The Stockton Economic Empowerment Demonstration
(SEED) was the nation’s first mayor led guaranteed
income demonstration. Launched in February 2019 by
former Mayor Michael D. Tubbs, SEED gave 125
randomly selected residents $500/month for 24
months. The cash was completely unconditional, with …
143
#
134
135
136
137
138
139
Name of
Pilot
Website Location State Description
Strong
Families,
Strong
Future DC
https://mart
hastable.org
/blog/buildi
ng-strong-
financial-
foundation…
Washington DC Martha’s Table, in partnership with the Office of the
Deputy Mayor for Planning and Economic
Development, has committed to supporting over one
hundred mothers living in Wards 5, 7, and 8 through
our latest direct cash assistance program: Strong
Families, Strong Futures DC. This initiative will help …
The Bridge
Project (first
cohort)
https://bridg
eproject.org
/
New York NY Launched in June 2021, the Bridge Project is designed
to support low-income mothers in New York City
during the first 1,000 days of their children’s lives by
providing them with consistent, unconditional cash on
a biweekly basis. The first phase of the Bridge Project
provides either $500 or $1,000 a month to 100 low-…
The Bridge
Project
(second
cohort)
https://bridg
eproject.org
/
New York NY Launched in June 2021, the Bridge Project is designed
to support low-income mothers in New York City
during the first 1,000 days of their children’s lives by
providing them with consistent, unconditional cash on
a biweekly basis. The first phase of the Bridge Project
provides either $500 or $1,000 a month to 100 low-…
The
Targeted
Eviction
Program
https://unite
dwaydallas.
org/updates
/the-
targeted-
eviction-…
Dallas TX Earlier this year, United Way of Metropolitan Dallas
launched an innovative new pilot program that seeks
to address a long-standing problem. The Targeted
Eviction Prevention Project (TEPP) provides direct cash
investments and other resources for families in
Southern Dallas with the goal of empowering them to…
The Ventura
County
Human
Services
Agency
https://www
.cdss.ca.gov/
Portals/13/P
ress%20Rele
ases/2023/C
DSS-News…
Ventura
County
CA Former foster youth
The Youth
Cash
Transfer
Study
https://www
.rootedscho
ol.org/youth
-cash-
transfer-
study
New
Orleans
LA High school seniors
144
#
140
141
142
143
144
145
Name of
Pilot
Website Location State Description
Thrive East
of the River
https://mart
hastable.org
/wp-
content/upl
oads/2020/0
6/Marthas…
Washington DC THRIVE East of the River was a guaranteed-income
pilot that provided emergency cash relief of $5,500 to
almost 600 Washington, DC, households during the
height of the COVID-19 pandemic. THRIVE was
launched by four community-based organizations and
provided cash as well as other services to participants…
Thriving
Providers
Project
https://thrivi
ngproviders.
org/
Multiple WA, TN, CO This program will be piloted in multiple locations.
Selected family, friend and neighbor
providers/caregivers will receive direct cash payments
for one year or more. Providers and caregivers will also
receive peer and professional support that reduces
isolation, increases access to other resources and …
Transformati
onal
Support for
Emerging
Nashville-
Based …
https://www
.bmacoalitio
n.org/initiati
ves
Nashville TN The Black Music Action Coalition (BMAC) and the
Academy of Country Music (ACM) proudly announced
today a new partnership to launch, sustain and support
“OnRamp,” a guaranteed income program for 20
young, Black members of the music community,
including artists and industry professionals, in …
Trust Youth
Initiative:
Direct Cash
Transfers to
Address
Young Adu…
https://www
.pointsource
youth.org/di
rectcashtran
sfers
New York NY LGBTQIA Youth 18-24 who are unhoused or
underhoused
West
Hollywood
Basic
Income Pilot
https://www
.ncjwla.org/
whpgi/
West
Hollywood
CA The City of West Hollywood was created by LGBT
activists, older adults, and renters seeking a place to
live where they would be free from discrimination and
safely age in their community. Since then, the City has
crafted housing policies that stabilize rental costs and
prohibit discrimination, invested in affordable and …
YALift!
(Young
Adult
Louisville
Income For
Transform…
https://metr
ounitedway.
org/progra
m/yalift/
Louisville KY YALift! provides young adults with a one-year, no
strings attached foundation of financial stability. The
pilot is collaboratively administered by Louisville Metro
Government, Metro United Way, Russell: A Place of
Promise, and Mayors for Guaranteed Income (MGI),
and is focused on young adults in three neighborhoo…
145
#
146
147
148
149
150
151
Name of
Pilot
Website Location State Description
YBCA
Guaranteed
Income Pilot
https://ybca.
org/guarant
eed-
income-
pilot/
San
Francisco
CA Black, Indigenous, BIPOC, LGBTQ+ , immigrant and
disabled individuals 18 and older who are artists whose
practice is rooted in a historically marginalized
community, live in low-income households, and have
lost income due to COVID-19
Yolo County
Basic
Income
(YOBI)
https://pove
rty.ucdavis.e
du/article/br
eak-cycle-
generational
-poverty-…
pri CA Yolo County and its Health and Human Services
Agency (HHSA) will launch the Yolo County Basic
Income (YOBI) Project, putting resources in the hands
of families marginalized by circumstances and systems
working for their long-term health and financial
stability. YOBI provides a calculated basic income to a…
YSEquity https://yseq
uity.org/#ov
erview
Yellow
Springs and
Miami
Township
OH YSEQUITY, an initiative supported by the Yellow Springs
Community Foundation, will open applications for the
next cohort in Fall 2023 to provide 15 residents of
Yellow Springs and Miami Township with $300 each
month over a period of 24 months ($7,200 in total per
individual). YSEQUITY is the second guaranteed inco…
Zero Babies
Homeless
https://www
.thesamuels
grp.com/ho
me-works
National HOMEworks
by the
Samuels
Group
The Zero Babies Homeless demonstration project will
focus on low-income pregnant women and mothers
with infants in NYC who are experiencing or expect to
experience housing instability. If a mother qualifies,
they will be randomly assigned to the experimental
program group or to control group. Both groups will …
The Black
Economic
Equity
Movement
(BEEM)
Project
https://bee
mproject.or
g/
San
Francisco
and Oakland
CA The Black Economic Equity Movement (BEEM) project is
a Guaranteed Income project for Black young adults in
low-income areas of San Francisco and Oakland, CA.
The BEEM project lasts for two years, with half of the
BEEM participants getting the payments in the first
year and half getting the payments in the second yea…
Rx Kids https://flintr
xkids.com/
Flint Michigan More potent than any prescribed pill, Rx Kids aims to
improve health, hope, and opportunity. Science
demonstrates the lifelong consequences of early
adversity but also the promise of science-based,
community-driven solutions. For many families, income
plunges, and poverty spikes right before a child is bor…
146
#
152
153
154
155
156
157
Name of
Pilot
Website Location State Description
It All Adds
Up
https://www
.italladdsups
f.org/the-
pilot
Bay Area CA It All Adds Up, also known as the Bay Area Thriving
Families study, is a five-year randomized control trial
providing 225 Bay Area families who have recently
experienced homelessness with $1,000 in guaranteed
basic income for 12 months. The pilot is a partnership
between Compass Family Services and Hamilton …
Unsheltered
Homelessne
ss Response
Pilot
https://ralei
ghnc.gov/ho
using/news/
unsheltered-
homelessne
ss-…
Raleigh North
Carolina
The City of Raleigh’s Housing and Neighborhoods
Department was recently approved by City Council to
implement an Unsheltered Homelessness Response
Pilot.
The Pilot will provide up to two years of unconditional
direct housing assistance to approximately 45 people…
Affording
Survival
https://the-
network.org
/
Cook
County
IL The Network: Advocating Against Domestic Violence
and partners will support eighty survivors of domestic
violence with a guaranteed income for one year
($1000/month).
Survivors will receive domestic violence services, …
CashRx https://brea
dforthecity.o
rg/economic
-security/
Washington District of
Colombia
The CashRx program provides a small group of Bread
for the City medical patients with equity-based cash
transfers based on their needs with the goal of
improving their health outcomes with a specific focus
on the social determinants of health. CashRx is funded
by the Greater Washington Community Foundation’s …
Pediatric
RISE
https://bona
lab.dana-
farber.org/
Boston Massachuse
tts
Pediatric RISE is a new supportive care intervention that
provides unrestricted cash support for 6-months to
families who have a child receiving chemotherapy for
newly diagnosed cancer, with a self-reported
household income at or below 200% of the federal
poverty line (FPL). Pediatric RISE Aim 2 is a randomize…
159
147
APPENDIX III
GUARANTEED INCOME PILOTS IN
CALIFORNIA
148
CA facilities
#Name of Pilot Website Location State Description
1 Abundant Birth Project https://pretermb
irthca.ucsf.edu/a
bundant-birth-
project#:~:text=
The%20Abundan
t%20Birth%20Pr
oject%20is,econ
omic%20and%2
0reproductive%2
0health%20inter
vention.
San Francisco CA In the United States, racial disparities in birth
outcomes continue to persist with income
inequality being one of the key contributors.
Structural interventions that reduce the racial-
wealth gap are urgently needed and have the
promise to narrow longstanding inequities. In
a community-academic partnership, Expecting
Justice piloted the first pregnancy income
supplement program in the US called the
Abundant Birth Project (ABP). ABP provides
unconditional cash supplements to Black and
Pacific Islander mothers as a strategy to
reduce preterm birth and improve economic
outcomes for our communities.
2 Advancing Fresno Guaranteed
Guaranteed Income
https://fresnoeo
c.org/guarantee
d-income/
Fesno CA Eligible participants must: 1. Live in southwest
Fresno (93706) or Huron (93234), two zip
codes with among the highest concentrated
poverty in the city of Fresno and rural Fresno
County, respectively; 2. Be pregnant and/or
have one or more children between the ages
of 0 to 5; and 3. Earn 80% or less of the Area
Median Income for their zip code. For 93706,
this is $30,615 or less and for 93234 this is
$35,103 or less.
3 BIG:LEAP (Basic Income Guaranteed:
L.A. Economic Assistance Pilot)
https://bigleap.la
city.org/
Los Angeles CA Basic Income Guaranteed: Los Angeles
Economic Assistance Pilot (BIG:LEAP) is
providing approximately 3,200 individuals
with $1,000 per month for 12 months. These
are unconditional, regular, and direct cash
payments to individual participants that
supplement existing welfare programs.
4 City and County of San Francisco https://www.sfhs
a.org/about/ann
ouncements/city
-launches-new-
guaranteed-
income-pilot-
program-
former-foster-
youth
San Francisco CA the San Francisco Human Services Agency
(SFHSA) announced the launch of a new
guaranteed income pilot program for former
foster youth in San Francisco. Supported by
California Department of Social Services
(CDSS), the City and County of San Francisco,
the San Francisco Juvenile Probation
Department (SFJPD) and the non-profit
Tipping Point Community, SFHSA’s
Foundations for the Future Guaranteed
Income Pilot will provide 150 low-income
youth who have recently aged out of San
Francisco’s extended foster care and juvenile
probation systems monthly payments of
$1,200 for 18 months. SFHSA is one of just
seven organizations across the State to be
competitively awarded a grant to launch the
program through California’s first ever state-
funded Guaraneed Income Pilot Program.
149
#Name of Pilot Website Location State Description
5 Compass Family Service Basic Income
Pilot
https://www.com
pass-
sf.org/post/partn
er-spotlight-
wells-fargo
San Francisco CA Compass is to study the impact of universal
basic income for 13 low-income families with
children currently enrolled in Compass
Children’s Center. The payments will be $350
per month for six months. Although this pilot
program will be modest, resulting in a total of
$2,100 per family, we know that any increase
in income is likely to produce real benefits for
the children and parents we serve. We hope
that the results will show an overall
improvement in family stability over the pilot
period.
6 Compton Pledge https://compton
pledge.org/
Compton CA Over the course of two years, the Compton
Pledge will provide 800 low-income residents
with unconditional cash installments,
delivering urgent relief to Compton families in
the wake of COVID-19’s devastation. The Fund
for Guaranteed Income has built a solution for
governments to disburse cash to program
participants of the Compton Pledge. One Fair
Wage, Essie Justice Group, Black Lives Matter,
Brotherhood Crusade, and A New Way of Life
are among the advisers to the Compton
Pledge, which was passed as a local resolution
of the BREATHE Act.
7 Concord GI Pilot Program https://www.mer
curynews.com/2
023/03/13/conc
ord-nonprofit-
launches-
guaranteed-
income-pilot-
for-those-
affected-by-
covid-19/
Concord CA Monument Impact, a community-based
nonprofit, has launched a guaranteed income
pilot program after being awarded $1.5
million in American Rescue Plan Act funds by
the city of Concord. The project aims to give
$500 a month over 12 months in cash
assistance to at least 120 low-income Concord
families. “Priority will be given to families with
children age 12 or younger living in
neighborhoods where many low-wage
workers who were not able to work remotely,
had children at home in distance learning, and
lacked access to child care, health care, and/or
federal/state COVID-19 recovery funds,” the
press release said.
8 Corazón Healdsburg https://norcalpu
blicmedia.org/20
22062580166/ne
ws-
feed/healdsburg
-advances-
universal-
income-pilot-
program
Healdsburg CA Last September, the Healdsburg City Council
allocated funding from the American Rescue
Plan Act toward the creation of a universal
basic income program. The City of Healdsburg
is partnering with Corazón Healdsburg to
develop a pilot program. Corazón has been at
work on the details of the program with
hopes that it will launch in the summer. At its
core, the pilot would provide $500 per month
for two years to 50 local families, no strings
attached.
150
#Name of Pilot Website Location State Description
9 Creative Communities Coalition
Coalition for Guaranteed Income
(CCCGI)
https://ybca.org/
guaranteed-
income-for-
artists/#:~:text=
Creative%20Com
munities%20Coa
lition&text=CCC
GI%20is%20an%
2018%20month,
underserved%20
by%20traditional
%20funding%20
sources.
San Francisco CA The Creative Communities Coalition for
Guaranteed Income (CCCGI) is a new initiative
convened by YBCA and led by six San
Francisco arts and culture organizations
dedicated to economic justice: Black Freighter
Press, Chinese Culture Center of San Francisco
(CCCSF), The Transgender District, Dance
Mission Theater, Galeria de la Raza, and the
San Francisco Bay Area Theatre Company
(SFBATCO). The community-led initiative,
funded by Jack Dorsey’s #StartSmall
Foundation and Mackenzie Scott, implements
a $1.3 million, 18-month guaranteed income
program focused on San Francisco artists
grappling with the harms of structural racism,
displacement, and inequity exacerbated by
the COVID-19 pandemic.
10 Direct Investment Program in
Sacramento (DIPS)
https://www.capr
adio.org/articles/
2023/03/20/sacr
amento-
guaranteed-
income-
program-opens-
applications-for-
second-round-
of-participants/
Sacramento CA Families must be up to 150% of the Federal
Poverty Level by household size (up to
$19,320 for a single person)
11 Direct Investment Program in
Sacramento (DIPS) 2.0
https://www.capr
adio.org/articles/
2023/03/20/sacr
amento-
guaranteed-
income-
program-opens-
applications-for-
second-round-
of-participants/
Sacramento CA Live in Sacramento. 2. Income – Eligible
households must earn less annually than the
following limits:
1 adult: $28,205
1 adult, 1 child: $49,945
1 adult, 2 children: $65,880
1 adult, 3 children: $79,500
2 adults: $43,201
2 adults, 1 child: $64,273
2 adults, 2 children: $79,500
2 adults, 3 children: $93,120
Household of 6: $106,740
Household of 7: $120,360
Household of 8: $133,980
For households of 8+: add $14,160 for each
additional person
12 El Monte Guaranteed Income Program https://abc7.com
/el-monte-
approves-
guaranteed-
income-pilot-
program/116573
21/
El Monte CA Los Angeles County's pilot program will give
1,000 randomly selected residents $1,000 a
month for three years. Participants must be at
least 18 years old, have a household income
under $56,000 for a single person or $96,000
for a family of four and have experienced
negative impacts due to the COVID-19
pandemic.
151
#Name of Pilot Website Location State Description
13 Elevate MV https://www.mo
untainview.gov/
our-
city/departments
/city-managers-
office/human-
services/guarant
eed-basic-
income-pilot?
locale=en
Mountain View CA Households with an income below 30% Area
Median Income (AMI), and parents/custodial
caregiver for at least one child under the age
of 18 at the time of application.
14 Expeccting Justice https://www.cdss
.ca.gov/Portals/1
3/Press%20Relea
ses/2023/CDSS-
News-Release-
Guaranteed-
Income-
Pilots.pdf
CA Expecting Justice (Heluna Health DBA Public
Health Foundation Enterprises,
Inc.) was awarded $4,995,758 and will provide
425 pregnant individuals who are
at high risk for pre-term birth with
$600-$1,000 per month for 12 months.
15 Family Goal Fund https://www.why
welift.org/family
-goal-fund/
Los Angeles CA LIFT is a national nonprofit providing
coaching services to families in Chicago, DC,
New York, and Los Angeles. Across our four
sites, families receive $150 unrestricted cash
transfers every three months they continue in
our program, for up to two years. Our
program and cash transfer supports aim to
accelerate families’ progress towards their
self-named career, education, and financial
mobility goals. Key metrics of success include
income gains, educational persistence and
completion, and financial outcomes (savings
behavior, debt reduction, credit building, etc.).
152
#Name of Pilot Website Location State Description
16 G.I.F.T. Guaranteed Income for
Transgender People
https://www.gifti
ncome.org/faq
San Francisco CA Guaranteed Income for Transgender People
(G.I.F.T.) will provide economically
marginalized transgender people with
unrestricted, monthly guaranteed income as a
way to combat poverty our most impacted
community members face.
The Transgender District and Lyon-Martin
Community Health Services, in partnership
with municipal city departments in the City
and County of San Francisco, will provide 55
Transgender residents of San Francisco
County with $1,200 a month in guaranteed
income for a year and a half.
The program will prioritize enrollment of
Transgender, Non-Binary, Gender Non-
Conforming, and Intersex (TGI) people who
are also Black, Indigenous, or People of Color
(BIPOC), experiencing homelessness, living
with disabilities and chronic illnesses, youth
and elders, monolingual Spanish-speakers,
and those who are legally vulnerable such as
TGI people who are undocumented, engaging
in survival sex trades, or are formerly
incarcerated.
17 iFoster Inc. https://www.cdss
.ca.gov/Portals/1
3/Press%20Relea
ses/2023/CDSS-
News-Release-
Guaranteed-
Income-
Pilots.pdf
CA iFoster, Inc. was awarded $4,862,510 and will
provide 300 former foster youth with $750 per
month for 18 months.
18 Immigrant Families Recovery Program:
Coachella's UBI Recovery Program
https://www.coa
chella.org/Home
/Components/N
ews/News/2603/
18
Coachella CA 18 years of age or older, who have a current,
non-expired, government-issued photo ID, at
least one child under the age of 12 who was
living in the household in 2021, earned less
than $75,000 in 2021 or have a total
household income below $150,000 in 2021,
and have filed a 2019 or 2020 tax return or
gave the IRS information as a non-filer in
2020 or 2021
153
#Name of Pilot Website Location State Description
19 Immigrant Families Recovery Program:
San Mateo County
https://www.glo
benewswire.com
/news-
release/2022/02/
08/2381400/0/e
n/San-Mateo-
County-
Coalition-and-
Mission-Asset-
Fund-Launch-
Guaranteed-
Income-for-500-
Immigrant-
Families.html
San Mateo
County
CA Households not eligible to receive a second-
round stimulus check (Economic Impact
Payment) from the Federal government, have
a household income less than 80% area
median income ($97,440 for an individual),
lost income due to the coronavirus (COVID-
19) pandemic, and have not yet received a
grant from MAF through the CA College
Student Support Fund, LA Young Creatives
Fund, or Immigrant Families Fund.
20 Inland Southern California United Way https://www.cdss
.ca.gov/Portals/1
3/Press%20Relea
ses/2023/CDSS-
News-Release-
Guaranteed-
Income-
Pilots.pdf
CA Inland Southern California United Way was
awarded $5,000,000 and will provide
500 pregnant individuals with $600 per month
for 12 months and 120 former
foster youth with $750 per month for 18
months.
21 LA County Breathe https://ceo.lacou
nty.gov/pai/brea
the/
Los Angeles CA Breathe: LA County’s Guaranteed Income
Program is part of LA County’s Poverty
Alleviation Initiative. 1,000 participants were
selected and will receive a $ 1,000 stipend
every month for the next three years.
22 Long Beach Guaranteed Income Pilot
Program
https://longbeac
h.gov/press-
releases/city-of-
long-beach-
begins-
payments-for-
long-beach-
pledge-
guaranteed-
income-pilot-
program/?
_gl=1*1okgqj5*_
ga*NTA3MjA1OT
kwLjE3MDAwOD
Q3NTA.*_ga_DH
0765KYTY*MTcw
MDA4NDc0OS4x
LjEuMTcwMDA4
NDc2MS40OC4
wLjA.
Long Beach CA The Long Beach Guaranteed Income Pilot
Program initiative will help 500 single parents
in our city who are living in poverty and
struggling to meet basic needs. Direct
payments will focus on the 90813 Zip Code
which is the highest concentrated area of
family poverty in Long Beach and has a
median household income 25% lower than
any other zip code in the city. The pilot
program will provide up to 500 participants
with $500 per month for 12 months.
154
#Name of Pilot Website Location State Description
23 Los Angeles County's Guaranteed
Income Program
https://www.forb
es.com/advisor/
personal-
finance/guarante
ed-income-
program-
california/
Los Angeles
County
CA Individuals at or below the Federal Poverty
Line based on household size facing
economic and/or medical hardship from
COVID-19, and with at least one dependent
child (younger than 18 or a student younger
than 24) or are pregnant
24 Los Angeles Section National Council
of Jewish Women, Inc.
https://www.cdss
.ca.gov/Portals/1
3/Press%20Relea
ses/2023/CDSS-
News-Release-
Guaranteed-
Income-
Pilots.pdf
Los Agneles CA Los Angeles Section National Council of
Jewish Women, Inc. was awarded
$3,681,950 and will provide 150 pregnant
individuals who have or are at risk of
diabetes with $1,000 per month for 18
months.
25 McKinleyville Community Collaborative https://www.cdss
.ca.gov/Portals/1
3/Press%20Relea
ses/2023/CDSS-
News-Release-
Guaranteed-
Income-
Pilots.pdf
CA McKinleyville Community Collaborative was
awarded $2,302,017 and will provide 150
pregnant individuals with $920 per month for
18 months.
26 Miracle Money https://www.mir
aclemessages.or
g/money
San Francisco CA Miracle Money is a UBI program for people
experiencing homelessness. Our initial pilot is
distributing $500/month for six months to 15
unhoused neighbors in the SF Bay Area. Each
Miracle Money recipient is paired with a
volunteer friend for weekly phone calls and
texts.
27 MOMentum https://www.mar
inmomentum.or
g/
Marin CA MOMentum is a countywide pilot that the
Marin Community Foundation launched in
May 2021, leveraging input from moms and
combining it with deep expertise from local,
state and national nonprofits and county
partners. Participants (125 Low-income moms)
will receive $1,000 per month for 24 months,
plus access to the UpTogether platform for
networking with other moms, mutual support,
information and resources sharing. This pilot
is designed to give moms an opportunity for
greater independence over their lives, their
finances and the future for them and their
children. MOMentum is 100% funded by
philanthropic donations.
155
#Name of Pilot Website Location State Description
28 Mother Rising for Guaranteed Basic
Income
https://risingco
mmunities.org/
mothers-rising-
for-guaranteed-
basic-income/
South Los
Angeles
CA The Regional Task Force members serving on
the Best Start Region 2 South LA Decides
Initiative voted to fund the Mothers Rising for
Guaranteed Basic Income. The Best Start
Region 2 South LA Decides initiative puts the
power back in people’s hands by ensuring
that residents can participate in the design
and decision-making process to distribute
funding to organizations and projects working
to increase the health and well-being of
children aged 0 – 5 living in South LA and
Compton. The Regional Task Force (RTF),
comprised of eight elected residents and four
elected alternates from across South LA and
Compton, elevates local issues affecting all of
Region 2 by developing recommendations to
increase systems-change impact and
stewarding community-based, participatory
grantmaking. Participatory Grantmaking is a
system that seeks the active participation of
the people impacted by the distribution of
funds in the processes for deciding how the
funds are distributed. The RTF members were
elected by residents of South LA who attend
Best Start Local Council meetings in West
Athens, Compton/E. Compton, Broadway
Manchester and Watts/Willowbrook.
29 NCJWLA Guaranteed Income Project http://www.ncjwl
a.org/gip
Los Angeles CA The National Council of Jewish Women | Los
Angeles Guaranteed Income Project is
focused on supporting female-identifying
healthcare workers/caregivers in Los Angeles
City Council District 13. The cohort will be 12
participants who will receive $1000 a month
for 12 months. We have targeted women who
earn between 50-80% of area median income
as we believe that the financial support of
guaranteed income will allow this
cohort/community to move past some of their
financial/economic struggles towards stronger
financial stability and confidence.
30 Oakland Resilient Families https://oaklandr
esilientfamilies.o
rg/
Oakland CA Oakland Resilient Families provided 600
randomly selected Oakland families (with an
intentional focus on groups with the greatest
wealth disparities per the Oakland Equity
Index) with low incomes and at least 1 child
under 18 a guaranteed income of $500 per
month for at least 18 months.
156
#Name of Pilot Website Location State Description
31 Pathway to Income Equity https://sonomas
un.com/2022/09
/01/sonoma-
county-
launches-pilot-
program-for-
guaranteed-
income-to-305-
families/
Sonoma County CA Pathway To Income Equity is a two-year
initiative that will deliver $500 a month to 305
low-income families in Sonoma County. The
initiative aims to support families with young
children or pregnant residents along with
other Sonoma County residents.
32 Preserving Our Diversity (POD) Pilot #1 https://www.sant
amonica.gov/ho
using-
pod#:~:text=The
%20Preserving%
20Our%20Divers
ity%20(POD,for
%20a%20two%2
Dperson%20hou
sehold.
Santa Monica CA The Preserving Our Diversity (POD) program
provides cash-based assistance to low-
income, long-term Santa Monica residents in
rent-controlled apartments in Santa Monica
to help achieve a minimum monthly after-rent
income of $747 for a one-person household
or $1,306 for a two-person household.
33 Preserving Our Diversity (POD) Pilot #2 https://www.sant
amonica.gov/ho
using-
pod#:~:text=The
%20Preserving%
20Our%20Divers
ity%20(POD,for
%20a%20two%2
Dperson%20hou
sehold.
Santa Monica CA The Preserving Our Diversity (POD) program
provides cash-based assistance to low-
income, long-term Santa Monica residents in
rent-controlled apartments in Santa Monica
to help achieve a minimum monthly after-rent
income of $747 for a one-person household
or $1,306 for a two-person household.
34 Restorative Reentry Fund https://communi
tyworkswest.org/
our-
work/restorative
-reentry/
Bay Area CA The Restorative Reentry Fund is one of the
first guaranteed income programs for people
returning home after incarceration. The
population of focus is Black and Brown adults
who are formerly incarcerated and reside in
Alameda and Contra Costa counties,
California. Recipients will receive $500 in
unconditional cash per month for at least 12
months. Each recipient will have access to a
peer advocate who was formerly incarcerated
and has deep on-the-ground knowledge of
the community and local resources. Our goal
is to expand the program throughout the San
Francisco Bay Area while exploring what level
of cash assistance creates time, peace of
mind, and freedom for people to pursue
opportunities that lead to fulfillment and
wealth building.
157
# Name of Pilot Website Location State Description
35 Returning Home Career Grant https://rubiconpr
ograms.org/new
s/blog/returning
-home-press
Alameda and
Contra Costa
CA Formerly incarcerated- Primarily black and
brown individuals returning home after
incarceration
36 Rise Up Alameda https://www.ala Alameda CA Rise Up Alameda provides 150 low-income
medaca.gov/Dep
artments/Base-
households with $1,000 for 24 months.
Reuse-and-
Economic-
Applicants must be 18 years or older, a resident
of the City of Alameda, and have a household
Development/G
uaranteed-
income less than 50% of AMI. The program is
funded by $4.6 million in American Rescue Plan
Income-Pilot-
Program#:~:text
Act (ARPA) dollars. The goals are to reduce
economic instability, help change local
=The%20City%2
0of%20Alameda
narratives and perceptions surrounding poverty
and provision of public benefits, and inform the
%20(City,over%2
0a%20two%2Dy
larger discussion regarding public benefits and
anti-poverty policies.
ear%20period.
37 San Diego for Every Child https://www.san
diegoforeverychi
ld.org/guarantee
d-income/
San Diego CA San Diego for Every Child is piloting a
guaranteed income project as an economic
justice tool to help address the racial and
gender inequities that impact the lives of
children experiencing poverty. With COVID-
19, social unrest, and an emerging recession,
guaranteed income is an ideal program to
address the experience of child poverty both
in the current moment and beyond. This
project is meant to inform future
governmental and non-profit policies.
38 San Francisco Guaranteed Income for
Artists
https://ybca.org/
guaranteed-
San Francisco CA The SF Guaranteed Income Pilot for Artists
(SF-GIPA), powered by YBCA, makes no-
income-for-
artists/#:~:text=
strings-attached monthly cash payments to
130 artists who have been disproportionately
The%20SF%20G
uaranteed%20In
impacted by the COVID-19 pandemic. SF-GIPA
was designed and launched in May 2021 in
come%20Pilot,th
e%20City%20of
partnership with the City of San Francisco.
%20San%20Fran
cisco.
39 San Mateo County Guaranteed Income
Program
https://www.smc
gov.org/ceo/ne
ws/lift-life-after-
foster-care
San Mateo
County
CA
158
#Name of Pilot Website Location State Description
40 Santa Clara Basic Income Pilot https://news.scc
gov.org/county-
santa-claras-
basic-income-
pilot-program-
changing-lives
Santa Clara CA Young adults 22-24 years of age transitioning
out of foster care
41 Santa Clara County Pilot Program https://www.ktvu
.com/news/santa
-clara-county-
launches-pilot-
program-of-
guaranteed-
income-for-
homeless-high-
school-seniors
Santa Clara CA Santa Clara County is now launching a pilot
program to give $1,200 a month to 50
graduating high school seniors who are
homeless. The money is coming from the new
state budget just signed into law by Gov.
Gavin Newsom on June 27, 2023.
42 South San Francisco Guaranteed
Income Program
https://www.ssf.
net/departments
/economic-
community-
development/ec
onomic-
development/gu
aranteed-income
San Francisco CA Foster youth aging out of care, single heads
of households, families with minor aged
children and residents of the city's lowest
income census block tracks.
43 Stockton Economic Empowerment
Demonstration (SEED)
https://www.stoc
ktondemonstrati
on.org/
Stockton CA The Stockton Economic Empowerment
Demonstration (SEED) was the nation’s first
mayor led guaranteed income demonstration.
Launched in February 2019 by former Mayor
Michael D. Tubbs, SEED gave 125 randomly
selected residents $500/month for 24 months.
The cash was completely unconditional, with
no strings attached and no work
requirements.
44 The Ventura County Human Services
Agency
https://www.cdss
.ca.gov/Portals/1
3/Press%20Relea
ses/2023/CDSS-
News-Release-
Guaranteed-
Income-
Pilots.pdf
Ventura County CA Former foster youth
159
#Name of Pilot Website Location State Description
45 West Hollywood Basic Income Pilot https://www.ncj
wla.org/whpgi/
West Hollywood CA The City of West Hollywood was created by
LGBT activists, older adults, and renters
seeking a place to live where they would be
free from discrimination and safely age in
their community. Since then, the City has
crafted housing policies that stabilize rental
costs and prohibit discrimination, invested in
affordable and inclusionary housing, and
developed the West Hollywood Pilot for
Guaranteed Income. The City, in partnership
with National Council of Jewish Women, Los
Angeles, launched the first pilot in the country
for older adults living on a low-income and
based on state and local data: residents over
the age of 50 are now the fastest growing
population of homeless people in many parts
of the state; and West Hollywood residents
ages 55+ comprise 23% of the City’s
population, but 44% of residents living in
poverty. The pilot’s goals are to help
community members age in place, prevent
homelessness, reduce the stressors of
financial insecurity, as well as capture
qualitative data to provide insight into income
challenges facing older adults.
46 YBCA Guaranteed Income Pilot https://ybca.org/
guaranteed-
income-pilot/
San Francisco CA Black, Indigenous, BIPOC, LGBTQ+ , immigrant
and disabled individuals 18 and older who are
artists whose practice is rooted in a
historically marginalized community, live in
low-income households, and have lost income
due to COVID-19
47 Yolo County Basic Income (YOBI) https://poverty.u
cdavis.edu/articl
e/break-cycle-
generational-
poverty-yolo-
county-begins-
allocating-basic-
income-families-
poverty#:~:text=
On%20April%20
1%2C%20the%2
0Yolo,out%20to
%20families%20i
n%20need.
pri CA Yolo County and its Health and Human
Services Agency (HHSA) will launch the Yolo
County Basic Income (YOBI) Project, putting
resources in the hands of families
marginalized by circumstances and systems
working for their long-term health and
financial stability. YOBI provides a calculated
basic income to a preselected population of
approximately 55 families selected from
current Yolo County residents enrolled in the
California Work Opportunity and
Responsibility to Kids (CalWORKs) or
CalWORKs Housing Support Program (HSP)
who are pregnant or have a child under the
age of six.
160
#Name of Pilot Website Location State Description
48 The Black Economic Equity Movement
(BEEM) Project
https://beemproj
ect.org/
San Francisco
and Oakland
CA The Black Economic Equity Movement (BEEM)
project is a Guaranteed Income project for
Black young adults in low-income areas of
San Francisco and Oakland, CA. The BEEM
project lasts for two years, with half of the
BEEM participants getting the payments in the
first year and half getting the payments in the
second year. BEEM participants have access to
financial coaches and peer support for both
years.
49 It All Adds Up https://www.itall
addsupsf.org/th
e-pilot
Bay Area CA It All Adds Up, also known as the Bay Area
Thriving Families study, is a five-year
randomized control trial providing 225 Bay
Area families who have recently experienced
homelessness with $1,000 in guaranteed basic
income for 12 months. The pilot is a
partnership between Compass Family Services
and Hamilton Families, with evaluation by
NYU's Housing Solutions Lab. The study will
evaluate whether unconditional cash
payments to families leaving rapid rehousing
programs can help them achieve long-term
housing stability.
161
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Photo credits: Monument Impact, Creative Commons
Implementing Guaranteed Income in Contra Costa
A Primer and Roadmap to
Strengthen Our County’s Safety Net
by Dr. Rachel Rosekind
October 22, 2024
2
TABLE OF CONTENTS
EXECUTIVE SUMMARY ........................................................................................................... 4
INTRODUCTION AND OVERVIEW ......................................................................................... 16
RECOMMENDED BOARD ACTIONS TO IMPLEMENT GUARANTEED INCOME IN
CONTRA COSTA COUNTY ..................................................................................................... 19
WHAT IS GUARANTEED INCOME AND HOW DOES IT BENEFIT PEOPLE AND
COMMUNITIES? .................................................................................................................. 21
Core principles and practices of guaranteed income
Guaranteed income as a path to inclusive prosperity
Prioritization, prevention, and promotion
Breaking intergenerational cycles of poverty: The high costs of low incomes
HISTORICAL PRECEDENTS AND CURRENT MOMENTUM ....................................................... 34
The origins and trajectory of political and public support
Expanding, strengthening, and reimagining the social safety net
THE POWER AND PROMISE OF GUARANTEED INCOME ........................................................ 46
A growing body of research documents the diverse benefits of guaranteed income
Guaranteed Income Pilots Dashboard
Key findings from pilot evaluations
GUARANTEED INCOME PILOTS IN CONTRA COSTA COUNTY AND CALIFORNIA ..................... 55
Guaranteed income in Contra Costa County
Contra Costa County pilots
Comment Studio’s CoCo Go Big pilot
Monument Impact’s ELEVATE Concord pilot
Sampling of publicly-funded pilots in California
WHY DOES CONTRA COSTA COUNTY NEED GUARANTEED INCOME? ................................... 65
Income inequality is a racial equity issue
Income inequality has increased since the start of the pandemic
Residents throughout Contra Costa County struggle with housing and living costs
In Contra Costa County, working full-time does not guarantee financial security
GUARANTEED INCOME PILOT DESIGN ................................................................................. 74
Design elements
Baseline goals and values
Intended outcomes
Pilot administration and evaluation
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Enhancing participant support and success through resource connections and services
Ensuring a soft landing for participants
RECOMMENDED PILOT ELIGIBILITY REQUIREMENTS AND PRIORITY POPULATIONS FOR
CONTRA COSTA COUNTY ..................................................................................................... 84
Population selection criteria and methodology
Priority population recommendations
Youth transitioning out of foster care
Unhoused or unstably housed residents
Individuals returning home after incarceration
Families experiencing economic vulnerability
FINANCIAL MODELING AND RECOMMENDED BUDGET FOR CONTRA COSTA COUNTY
PILOTS ............................................................................................................................... 107
CONCLUSION AND AKNOWLEDGEMENTS .......................................................................... 109
APPENDIX I: GUARANTEED INCOME PILOT PROFILES…………………………………………………………111
APPENDIX II: GUARANTEED INCOME PILOTS IN THE UNITED STATES…………………………………120
APPENDIX III: GUARANTEED INCOME PILOTS IN CALIFORNIA…………………………………………….147
APPENDIX IV: BIBLIOGRAPHY AND RESOURCES…………………………………………………………………161
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Implementing Guaranteed Income in Contra Costa:
A Primer and Roadmap to Strengthen Our County’s Safety Net
by Dr. Rachel Rosekind
October 22, 2024
EXECUTIVE SUMMARY
At the April 2024 County budget hearing, the Board asked the Employment & Human Services
Department (EHSD) to work with the community to plan a public workshop on guaranteed
income, which was subsequently scheduled for October 22, 2024. This report is intended to
serve as a companion to that hearing. It is also a stand-alone resource to inspire County and
community leaders and stakeholders to envision and act on this proven and innovative strategy
to lift up local families and communities while addressing persistent economic and racial
inequities.
This report was commissioned by Ensuring Opportunity and prepared by Dr. Rachel Rosekind in
response to growing interest from Contra Costa’s Board of Supervisors, County staff,
community organizations, residents, and other stakeholders in exploring public investment in
guaranteed income (GI) programs in Contra Costa. The purpose of the report is to compile and
share the field’s best practices and emergent evidentiary base. It presents a roadmap and
specific recommendations to help County and community leaders design, implement, and
evaluate effective guaranteed income pilots in our County. It also provides extensive data on
current and completed guaranteed income pilots in Contra Costa, throughout California, and
nationally. The report’s appendices provide information on guaranteed income pilots
throughout the country and an extensive bibliography and resource list.
Recommendations for action
Based on a careful analysis of local needs, gaps, and opportunities, this report recommends
that the Board of Supervisors approves eight specific actions to advance the implementation of
publicly-funded guaranteed income pilots in Contra Costa County:
1. Allocate $5.75 million in Measure X one-time funds to plan and launch guaranteed
income pilots countywide, using the following financial model:
• $4.5 million for direct payments of $1,000/month for 18 months for approximately
250 residents countywide
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• $500,000 to Employment & Human Services Department for program oversight,
grants selection and management, pilot evaluation, and community engagement
• $750,000 for community-based organizations to plan, launch, administer, and staff
3–4 guaranteed income pilots over 18 months
2. Prioritize the following four populations to participate in the pilots: youth transitioning
out of foster care, residents who are unhoused or unstably housed, residents returning
to the community after incarceration, and families with young children (ages 0–6) who
are experiencing significant financial hardship.
3. Structure the pilots to provide pilot participants with up to $1,000 per month for 18
months, based on local needs and best practices.
4. Establish the following eligibility criteria: participants must be Contra Costa residents
during the pilot, and they cannot concurrently participate in another guaranteed income
program.
5. Create a process for County leaders and residents to collaborate on soliciting and
selecting community organizations to implement the guaranteed income pilots.
6. Obtain available income exemptions from the State to ensure that pilot participants
avoid financial harm to the greatest extent possible during their participation.
7. Join the Counties for Guaranteed Income (CGI) Coalition to access technical support and
resources.
8. Designate the Board of Supervisors’ Equity Committee as the body to oversee and
advise on the planning, implementation, and evaluation of the new pilots.
What is guaranteed income and how does it benefit individuals and communities?
Guaranteed income is rooted in three simple ideas: that every human being has inherent
dignity and worth; that every person deserves to have their basic needs met and the
opportunity to thrive; and that unrestricted and unconditional income empowers people to
decide how to meet these needs and how to leverage the funds to work best in their unique
circumstances.
As the name implies, guaranteed income (GI) provides a direct, stable, and flexible source of
income for participants. It supplies an economic floor, via regular payments, for an individual or
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family that reduces financial stressors and barriers, and thereby affords them the opportunity
to make deliberate choices, gain breathing room, and move beyond surviving to prioritizing and
thriving.
Pilots are intentionally designed to support individuals and uplift populations that have
experienced systemic harms and inequities and structural barriers to opportunity and
prosperity. Pilots have focused specifically on Black mothers, foster youth, unhoused or
unstably housed individuals and families, students, formerly incarcerated individuals, survivors
of gender-based and domestic violence, and economically marginalized residents in certain zip
codes or income thresholds.
Guaranteed income is defined by the following core principles and practices:
• Direct and recurring payments: Cash payments are distributed to a defined population
for a set amount of time. Monthly payments typically range from $300–$1,800 for
periods that can range from six months to three years.
• Unrestricted: Participants are not restricted in their spending; they can use the funds to
purchase items and pursue opportunities that they believe merit the investment.
• Additive: Guaranteed income funds are intended to supplement, not supplant or
diminish, other income, whether from employment or public benefits.
• Unconditional: There are no work requirements or program/service participation
requirements to receive the payments, although many pilot programs offer optional
services and supports.
A core commitment to individual agency, dignity, and flexibility has been key to guaranteed
income’s success across distinct and diverse populations. While some participants may use the
cash for car repairs, others pay down debt, start a business, or go back to school. Data
consistently show that the majority of participants’ spending is being used to meet their basic
needs, and that most people are using most of the funds to advance their self-sufficiency and
meet their self-directed goals. This junction is where program goals and participant actions
align beautifully, with guaranteed income serving as a bridge to meet baseline needs and forge
a path forward.
Guaranteed income is both a strategy to address acute problems, such as chronic hunger and
severe housing cost burdens, and an intervention to redress crippling structural disadvantages
and inequities, such as the well-documented racial wealth gap, that sustain disproportionate
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harms and negative outcomes for residents of color and their children. By targeting support to
disadvantaged and vulnerable populations and increasing opportunities for all community
members to step into their potential, guaranteed income pilots are building exit ramps out of
poverty and creating roads to opportunity. They are showing us what a society built on
equitable resourcing and opportunities looks and feels like.
A stable and steady source of income enables financially vulnerable residents to respond to
urgent needs and ensure they can be met for a critical period of time. Data from numerous
guaranteed income pilots show that a small amount of money can make all the difference
between housing or no housing, safe environments or unsafe environments, preventive
medical visits or emergency services, childcare or no childcare—and all of these factors directly
affect one’s ability to find and sustain employment and a person’s overall quality of life.
Pilot evaluations show consistently positive outcomes, from improved physical, mental, and
emotional health and family relationships to increased financial resilience, better jobs, safer
living conditions, and greater access to educational opportunities, for participants and their
children. Guaranteed income pilots have generated a solid base of evidence that is
strengthening the case for us to imagine a bigger, bolder safety net that builds individual and
community health and sustains the hope of residents and their communities. Local successes
are spurring deepened commitments, conversations, and investment at the state and federal
levels.
Guaranteed income is gaining momentum and generating evidence of success
The concept of guaranteed income is inspiring long-overdue conversations about who deserves
our public support and what collective responsibility we hold for building communities in which
everyone has the opportunity to thrive and belong. These forms of narrative change and policy
reframes are fundamental to the broader work of equity and repair and are inextricably related
to the ways in which we conceive of and structure public benefits, determine eligibility for
them, and build support for their implementation. In response to guaranteed income’s impact
on housing, food security, and financial well-being, public benefits administrators are
experimenting with integrating more direct cash into existing safety net programs, in
recognition that this is often the most efficient and effective mechanism to provide individuals
and families with the flexibility they need.
Guaranteed income has been a topic of discussion and experimentation for many years. During
the 1960s, the movement leaders of the National Welfare Rights Organization urged Dr. Martin
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Luther King, Jr. to support GI as a crucial strategy for ending poverty, achieving racial equity,
and promoting human dignity. In the past five years, it has become increasingly clear that
endemic poverty, escalating income inequality, and pervasive economic precarity are fraying
our social fabric and placing increasing strain on Americans of all backgrounds and ages. This
same period has propelled renewed reckoning with historical legacies and persistent patterns
of racial discrimination and oppression. These twinned issues and convergent policy domains
have brought us full circle to the centrality of economic justice within the Civil Rights
Movement and have propelled a surge of interest and investment in guaranteed income
programs throughout California and nationwide.
Researchers around the world have long been studying how guaranteed income promotes
economic stability and overall health and well-being. They are evaluating how people are able
to reduce debt, pay rent or mortgage on time, build savings, and gain employment as well as
how guaranteed income impacts parenting and children’s educational achievement, mental and
emotional health, goal-setting, and public services and sectors. The guaranteed income
movement has leveraged these global successes to build a strong case for its relevance in the
United States, particularly given stubbornly pervasive disparities in wealth accumulation and
distribution and health outcomes. Today, more than 150 pilots have been implemented in 35
states. Over 59,000 people have benefited from guaranteed income nationwide; 12,000 of
them are California residents.
The Guaranteed Income Pilots Dashboard provides data on pilots that collectively have served
over 8,495 participants. This interactive tool is being used to document and track the
implementation of pilots throughout the country. The preponderance of research confirms that
most participants are primarily using their payments to pay for basic needs. This is not
surprising, given the rising cost of living, lagging wages, and entrenched structural inequities
that limit economic mobility. However, the data also show that guaranteed income is building
people up in other ways—through self-care; educational advancement; and time off from work
to attend an interview for a better job, chaperone a child’s school field trip, or volunteer in
community. It is providing the gift of time, discernment, and opportunity, allowing people the
freedom and flexibility to resist taking the first job that comes along and instead search for and
find one better suited to provide stability and fulfillment. It is broadening access—access to
excellence, education, equity, and economic thriving.
Years of intensive pilot evaluations and research have yielded compelling convergent findings.
Guaranteed income has proven to be effective in generating positive outcomes for individual
residents, families, and whole communities in the following nine key arenas:
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• Greater economic security and financial well-being
• Increased workforce participation
• Higher educational attainment and improved educational performance
• Increased public safety and lower public sector costs
• Generational impacts related to health, economic security, and education
• Sustained and stable housing
• Improved health, including physical, psychological, and emotional well-being
• Increased civic engagement and social belonging
• Elevated quality of life, including feelings of hope and agency
The stabilizing effects of guaranteed income have evidentially produced immediate benefits
that lead to foundational long-term gains, such as education and employment advancement,
reduced housing insecurity and justice involvement, improved health, and increased asset-
building.
Guaranteed income is a key strategy to expand and strengthen Contra Costa’s safety net
The growing GI movement has inspired several pilots in Contra Costa County. These smaller
demonstration programs are bolstering our county’s safety net and lifting up community
members. But there is an urgent need for more residents to benefit from this type of direct,
flexible, and stable financial support. Escalating inequality and wealth disparities paint a stark
picture of two different Contra Costa Counties, where some residents keep prospering and
others never stop struggling. Over the past few years, Contra Costa residents have spoken up
consistently in various forums about the rising costs of living and the increasing challenges of
making ends meet. Many are living on the edge of an emergency, without a sufficient buffer to
insulate them in times of unexpected crisis, let alone invest in their futures. Local data shows
that many Contra Costa residents struggle to meet their basic needs, even when working full-
time. Hardship is widespread across the county, and yet notable racial and ethnic disparities
impact pathways to opportunity and signal deeper systemic barriers, harms, and gaps.
County residents who attended the Contra Costa Guaranteed Income Working Group 2023
community forums and focus groups relayed that income volatility, housing burden, and
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perennially rising costs of living exacted tolls on their health and their families and prevented
them from making calculated financial decisions. This scenario is commonly expressed by the
tens of thousands of pilot participants to date. Because guaranteed income provides a fixed and
consistent amount of money each month, pilot participants have predictable cash flow with
which to plan and budget. This novel context has opened doors to active goal-setting, savings
opportunities, and much more.
The recommendations for Contra Costa’s pilot design, goals, and intended outcomes utilize a
targeted universalism lens—i.e., honoring that we all deserve abundant resources to help us
lead healthy, fulfilling, and prosperous lives, but recognizing that we are all situated differently
with regard to the opportunities to secure these resources. This conceptual and pragmatic
framework uplifts shared values and aspirations and encourages us to actualize their universal
attainment through strategic, equity-centered investments.
Implementation of a publicly-funded guaranteed income program in our county is built upon
the following universal goal: All Contra Costa residents should have the resources and
opportunities they need to thrive. Many of our residents are struggling to get by, lacking
sufficient and flexible financial resources to sustain themselves and their families and thereby
being forced to hierarchize basic needs and navigate scarcity. This problem warrants a targeted
response. Guaranteed income is a promising policy pathway for local governments to directly
support and invest equitably in their residents so they can tap into more resources and
opportunities.
While this universal goal is ambitious, and cannot be fully achieved through a small-scale pilot,
designing specific implementation strategies in its service moves us closer to universal
realization. These commitments also embed an infrastructure of care and recognition of shared
humanity into public policymaking and funding decisions, paving the way for transformative
changes that fortify our county’s collective well-being and affirm its diversity.
A county-funded guaranteed income program will strengthen our local safety net by amplifying
and supplementing existing services and benefits. It will also advance and deepen the County’s
commitment to building a more inclusive and equitable community. The ripple effect of this
support will impact the circumstances and trajectories of Contra Costa residents and
communities far beyond those 250 households. It has the capacity to transform the futures of
their children and grandchildren, protect their elders from harm, strengthen the fabric of their
communities, and, cumulatively, build a more resilient, intergenerationally thriving, and
inclusive county.
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Given California’s implementation of a statewide pilot and the Legislature’s endorsement of
guaranteed income as a strategy to address economic and social vulnerability, Contra Costa
County has a unique and timely opportunity to influence state policy discussions and decision-
making. This means that the investment of County funds will have a tangible, far-reaching, and
lasting impact locally while simultaneously helping to build the evidentiary and advocacy basis
for further expansion and scaling. This prospect entails shifting from a scarcity lens that focuses
on the limited number of residents who can be supported through a $5.75 million investment,
to regarding this pilot as a platform to institutionalize policy and build support for an
abundance agenda, where everyone has access to ample resources and opportunities to build
healthy futures and families. In this framework, guaranteed income is a critical strategy to
instantiate and institutionalize a more equitable and inclusive vision of social welfare and
intergenerational thriving.
A flexible tool with wraparound supports
Guaranteed income is proving to be a flexible and multi-dimensional tool to attain advanced
education, support entrepreneurship, promote health, and strengthen families. It is helping
people manage unplanned emergencies, moments of crisis, and destabilizing life transitions. It
is working to preserve local diversity by addressing disparities head-on and supporting people
from all backgrounds to live and thrive in their home communities. It is affording a baseline
level of assistance that ensures residents do not have to forgo one basic need to meet another.
It is an essential component of a visionary toolkit for building brighter, more equitable futures.
Thoughtfully-designed pilots wrap opportunities for services and support around participants.
In other words, “no strings” does not mean “no services.” Many pilots report in their
quantitative data and participant stories that the addition of these optional resources boosts
their uptake and effectiveness, providing compelling evidence that individual choice and agency
matter and that people avail themselves of opportunities when aligned with their needs, goals,
and capacities.
Not only is supportive scaffolding a best practice to enhance participants’ self-sufficiency and
connectedness, it also provides additional stability mechanisms that can help advance their
goals long after the pilot ends. Moreover, many pilots offer proactive post-pilot support,
connecting participants with continued services and resources, such as employment assistance,
educational opportunities, and long-term housing programs, to ensure they sustain
the progress and gains made during the pilot. Our goal is to position Contra Costa’s pilot
participants to achieve lasting stability long after pilots conclude.
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Guaranteed income is not a panacea; it is not a singular solution to any social ill or individual
circumstance. Rather, it is a potent strategy and pointed tool within a larger vision of societal
welfare that centers equity, prevention, and security. Its systems-level focus shifts the locus of
attention and intervention from an individual’s actions to systemic obstacles and impacts. This
is in line with two key tenets: (1) poverty is a systemic failure, not a personal one and (2)
guaranteed income is not (nor is it intended to be) a silver bullet; its implementation should
signal and be integrated with simultaneous (and often synergistic) efforts to improve other
public systems and supports.
Guaranteed income disrupts generational harms and lowers barriers to prosperity
Economic insecurity is a pervasive agent of harm threaded through all life phases that manifests
across generations—resulting in not just material deprivation but theft of human potential. A
preponderance of research demonstrates the value and criticality of early intervention in
promoting health and well-being and the present and future costs—both individual and
societal—that accrue with childhood and neighborhood poverty. These related research
areas—individual gains, generational effects, and societal detriment—furnish the basis for
numerous GI pilots that center families and caregivers. They are also at the core of a larger
movement to advance dual-generation policy design, systems reform, and outcomes
evaluation.
Research has documented that the residential zip code where an individual grows up is more
predictive of social mobility and economic fate than any other national metric. Disinvestment in
communities engenders diminished access to resources and supportive infrastructure,
impacting the ability to succeed of the people growing up and living there and perpetuating
generational disadvantages. Further, the notion of meritocracy and narratives of deservedness
belie the reality of pervasive networks of social advantage alongside corrosive and interlocking
systems of disadvantage. Socioeconomic status and neighborhood-level resourcing all too often
fix destinies and preempt mobility; they also limit societal advancements. Guaranteed income is
part of a broader pushback against entrenched and invisible narratives that limit our potential
as individuals and our well-being as a community.
The pandemic-era expanded federal Child Tax Credit (CTC)—essentially the largest guaranteed
income pilot in history—kept 3.8 million children out of poverty and triggered the largest
decline in child poverty on record, especially for Black and brown children. Although the federal
government declined to continue this massively successful intervention, states have stepped up
by expanding existing credits or creating new ones. In all states collectively, these credits
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amount to a multibillion-dollar investment in children and dual-generational approaches to
economic security. Baby bonds programs are another innovative and tractable upstream
investment to promote healthier futures, build intergenerational assets and mobility, redress
racial wealth disparities, and save public sector costs associated with diminished economic
security and financial precarity.
Even with two working parents, Contra Costa’s families are struggling; the high costs of housing,
childcare, and other basic needs renders many of them financially strapped and chronically
stressed. This pervasive insecurity has a spillover effect on their children’s lives, imperiling their
physical health, academic success, and emotional well-being. An equitable and inclusive
economy and society is one where all residents and their families—regardless of their
race/ethnicity, nativity, gender, income, religion, neighborhood of residence, ability, or other
characteristics—are able to participate and benefit from our collective prosperity and connect
to what should be shared resources and assets. Guaranteed income is laying a powerful
foundation and demonstrable springboard for meaningful and measurable change for
individuals, families, and communities.
Recommendations on pilot design, priority populations, eligibility criteria, and evaluation
• Pilot design considerations: All guaranteed income pilots share a common commitment
to prevention, harm reduction, and equity and seek to address the disproportionate
impacts of racism, economic vulnerability, and social marginalization. However, no two
pilots are identical, as each is designed to respond to local needs. Pilots vary in priority
population, disbursement amount, duration, total budget, evaluation type, and
administrative costs. Key design elements include program scale and scope, priority
populations, program duration, payment amount, total budget, funding sources,
participant outreach and recruitment, interaction with existing benefits programs, and
additional services and supports provided to participants.
• Program goals include contributing toward poverty alleviation, housing security, and
mental health; alleviating current financial hardship and economic volatility by providing
an income floor for a sustained period of time; promoting pathways for mobility and
resilience at the individual, family, and community level to ensure diversity does not
mean disparity in Contra Costa; increasing financial assets and opportunities to build
generational wealth; and providing flexible resources that fill in the gaps of existing
public assistance programs.
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• Priority populations: Guaranteed income pilots are intentionally designed to address
pronounced disparities in economic prosperity and wealth-building, the origins and
effects of generational poverty, the lived realities and collateral consequences of racial
discrimination, and the systemic under-resourcing of low-income communities and
communities of color. Many pilots prioritize populations where small investments at
critical life stages or thresholds, particularly those that are potentially destabilizing, can
make large differences in promoting positive outcomes. Our extensive data analysis (see
full report for details) aligns with this approach and grounds our recommendation that
Contra Costa County pilots focus on the following four populations:
1. Youth transitioning out of foster care
2. Residents who are unhoused or unstably housed
3. Residents returning to the community after incarceration (Note: The Community
Advisory Board to the Community Corrections Partnership has recently
recommended the allocation of $1 million in AB 109 excess funds to launch a
guaranteed income pilot for community members returning from incarceration;
we strongly support that recommendation.)
4. Families with children ages 0–6 who are experiencing significant financial
hardship.
• Eligibility criteria: Participants must be Contra Costa residents and cannot be
concurrently participating in another GI program.
• Evaluating pilot outcomes: Pilot evaluations assess the individual outcomes and
collective benefits derived from unrestricted, unconditional cash support. Evaluation
costs vary depending on project scope, types of data collection, and other factors.
Survey instruments capture data on participant- and family-level outcomes and assess
both quantitative effects, e.g., impact on rent burden or ability to pay bills on time, as
well as qualitative and nuanced outcomes, such as increased goal-setting and indicators
of individual agency and family well-being. Our request is presented as part of a larger
initiative to strengthen our social safety net. Accordingly, the evaluation should also
identify strategies for policy and programmatic changes that can sustain and
institutionalize some of the strongest benefits to residents evidenced through the
pilot. Specifically, we hope that evaluation questions and results will help generate ways
to expand accessibility and reduce barriers to public benefits and resources as well as
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suggest opportunities to reimagine and widen our safety net. This expectation is in line
with the recognition that while the number of residents who will be directly impacted
by this pilot is relatively small compared to the number of those who would be eligible
for it, the evaluation should have significant and sustained influence on future program
design, policy decisions, and fiscal allocations.
Conclusion
This report, our guaranteed income pilot funding request, and our presentation to the Board
acknowledge the importance of public assistance (as does the guaranteed income movement as
a whole) while simultaneously exploring how and why our current public benefits landscape
does not work for all and is not sufficient to meet the scale or scope of need. Building a
stronger and wider 21st century safety net means addressing and redressing the harms inflicted
by exclusionary practices and policies and acknowledging the high cost of contemporary living
and the burdens it places on an increasing number of residents, particularly residents of color.
Strengthening the safety net does not mean erasing or replacing it, but rather supplementing
our current slate of benefits for those who are disproportionately impacted by economic
insecurity, racial disparities, and other compounding vulnerabilities and expanding it to provide
a boost and bridge to those who need it most. This reimagined social safety net creates a
bolder, more inclusive, responsive, holistic, and realistic support system to promote thriving
people and communities.
With a wealth of local knowledge, available funding via Measure X, and demonstrated and
growing community support, Contra Costa County is well positioned to expand the number,
reach, and impact of local guaranteed income pilots. This will, in turn, increase positive
economic and well-being outcomes for many more residents and families who are among the
most vulnerable people living in our county—youth transitioning out of foster care, residents
who are unhoused or at risk of becoming unhoused, residents re-entering the community from
incarceration, and families who are experiencing significant financial hardship.
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Implementing Guaranteed Income in Contra Costa:
A Primer and Roadmap to Strengthen Our County’s Safety Net
INTRODUCTION AND OVERVIEW
At the County’s annual budget hearing on April 23, 2024, the Board of Supervisors heard
significant public testimony, including from the Measure X Community Advisory Board
leadership, requesting that the County invest funds to implement guaranteed income (GI) pilots
as a key strategy to address persistent economic insecurity, disparities, and suffering in our
community. On May 21, 2024, at the budget adoption, the Board directed the Employment &
Human Services (EHSD) Director, Dr. Marla Stuart, to work with the community to plan a public
workshop on guaranteed income to be held at a future Board meeting, with the goal of
educating County Supervisors and the public on the definition and purpose of guaranteed
income and how it could be implemented in Contra Costa. That workshop was subsequently
scheduled for October 22, 2024.
This report was prepared by Dr. Rachel Rosekind, PhD, to provide Board members and the
public with baseline information about guaranteed income and help the County and community
plot the path forward to envision, plan, and implement successful new guaranteed income
pilots in Contra Costa. The report reflects Dr. Rosekind’s expertise in the field of guaranteed
income, economic justice, and racial equity and her deep commitment to co-creating a county
where all residents and communities can access the resources and opportunities they need to
thrive. The report was commissioned by Ensuring Opportunity (an initiative of RCF Connects)
and funding was generously provided by the Y&H Soda Foundation.
In addition to the research and data analysis conducted by Dr. Rosekind, the benchmarks and
recommendations contained in this report were informed by a broad variety of input gathered
from local residents, guaranteed income practitioners and participants, and other stakeholders
over the past two years, including:
• The 300+ residents who participated in listening sessions and focus groups hosted by
the Contra Costa Guaranteed Income Working Group and the 200+ residents who
responded to an online survey
• Foster youth who participated in focus groups with resident leaders, community-based
organizations, and advocacy organizations who comprise the membership of the
Collaborative Advocacy & Power Partnership cohort
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• Members of the public who testified at Measure X Community Advisory Board meetings
about the importance of expanding the number of guaranteed income pilots in Contra
Costa
• Members of the Community Advisory Board to the Community Corrections Partnership
and advocates and practitioners who testified about the value of guaranteed income for
formerly incarcerated individuals
• Panelists who presented at the May 20, 2024, community webinar on guaranteed
income, hosted by Ensuring Opportunity, including local guaranteed income pilot
leaders and participants from the California Abundant Birth Project, Comment Studio,
First 5 Contra Costa, Just Income, and Monument Impact
• Conversations with GI pilot evaluators, implementers, participants, and researchers
from across the Bay Area, California, and the nation, with the goal of gleaning best
practices and recommendations to consider in Contra Costa
Overview of report content
This report begins by providing recommendations to the Board on the specific steps necessary
to fund, plan, and implement guaranteed income pilots in Contra Costa.
The subsequent section includes a foundational primer on guaranteed income, including core
principles and practices; guaranteed income as a path to inclusive prosperity; GI’s focus on
prioritization, prevention, and promotion; and the value of guaranteed income and financial
security in breaking intergenerational cycles of poverty.
The next section provides an overview of the historical precedents of guaranteed income; the
origins and trajectory of political and public support; and the current momentum toward
expanding, strengthening, and reimagining the social safety net.
The following sections describe the guaranteed income landscape in Contra Costa, including
information on current GI pilots; an overview of publicly-funded pilots in California; data on
income inequality, racial/ethnic disproportionality, and high costs of living; and how this
growing body of evidence can help to address the persistent economic and racial disparities
that our County is committed to improving.
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The final sections provide recommendations on pilot design, eligibility requirements, priority
populations, and financial modeling for the County’s implementation of a guaranteed income
program.
The appendices contain a wealth of additional information, including profiles of several GI
pilots, documentation on U.S. and California pilots, and an extensive bibliography and resources
list.
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RECOMMENDED BOARD ACTIONS TO IMPLEMENT GUARANTEED INCOME
PILOTS IN CONTRA COSTA
The following recommendations provide a rationale and roadmap for the County to implement
publicly-funded guaranteed income pilots. As noted above, these recommendations
incorporate best practices in the field as well as the ideas and aspirations of numerous
residents and other stakeholders who provided valuable input, feedback, and inspiration.
1. Allocate $5.75 million in Measure X one-time funds to plan and launch guaranteed
income pilots countywide, including $4.5 million for direct payments to residents;
$500,000 to cover administrative costs for EHSD to anchor the program, perform and
coordinate community outreach, administer RFP/grants administration, and conduct
evaluations; and $750,000 to support staffing and administrative costs for community
partners to implement pilots and provide benefits counseling, stipends for survey
completion and programming participation, and additional supports and services in
alignment with their design and focus population.
2. Prioritize four specific populations of Contra Costa residents to participate in the
guaranteed income pilots, based on local, state, and national data:
a. Youth transitioning out of foster care
b. Residents who are unhoused or unstably housed
c. Residents returning to the community after incarceration (Note: The Community
Advisory Board to the Community Corrections Partnership has recommended the
allocation of $1 million in AB 109 excess funds to launch a guaranteed income pilot for
community members returning from incarceration. We strongly support that
recommendation.)
d. Residents with children ages 0-6 (due to the proven importance of early intervention
and emphasis of Measure X) who are experiencing significant financial hardship,
factoring local cost of living into eligibility criteria.
3. Direct EHSD to structure the pilots to provide up to $1,000/month for 18 months,
which has been shown to be a best practice to promote sustained outcomes.
4. Establish baseline eligibility criteria for residents to participate in a County-funded
guaranteed income pilot. Participants:
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a. Must be a Contra Costa resident, regardless of immigration and housing status
b. Must maintain Contra Costa County residency throughout the pilot program
c. Cannot concurrently participate in another guaranteed income program
5. Direct staff to collaborate with community stakeholders to create and implement an
RFP process that includes community members who will provide input on design,
review responses, inform the evaluation criteria and process, and assist with selection.
6. Direct staff to research and apply for income exemptions to be obtained from the
State.
7. Direct the County Administrator to arrange for Contra Costa to officially join the
Counties for Guaranteed Income (CGI) Coalition to enable staff to access technical
support, expertise, and varied resources. Appoint a member of the Board of Supervisors
(or their designee) to represent the County on this body.
8. Designate the Board of Supervisors Equity Committee as the body to oversee and
advise on the planning, implementation, and evaluation of these new guaranteed
income pilots in Contra Costa.
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WHAT IS GUARANTEED INCOME AND HOW DOES IT BENEFIT PEOPLE AND
COMMUNITIES?
Core principles and practices of guaranteed income
Guaranteed income is defined by the following core principles and practices:
• Direct and recurring payments: Cash payments are distributed to a defined population
for a set amount of time. Monthly payments typically range from $300–$1,800 for
periods that can range from six months to three years.
• Unrestricted: Participants are not restricted in their spending; they can use the funds to
purchase items and pursue opportunities that they believe merit the investment.
• Additive: Guaranteed income funds are intended to supplement, not supplant or
diminish, other income, whether from employment or public benefits.
• Unconditional: There are no work requirements or program/service participation
requirements to receive the payments, although many pilot programs offer optional
services and supports.
Guaranteed income1 is distinguished from Universal Basic Income (UBI) by its targeted
approach.2 Whereas a UBI provides an unconditional and unrestricted cash payment to
everyone, GI adopts an equity-based lens that prioritizes people and populations historically
excluded from social and economic well-being, most of whom continue to experience undue
financial hardship. Pilots have focused specifically on Black mothers, foster youth, unhoused or
unstably housed individuals and families, students, formerly incarcerated individuals, survivors
of gender-based and domestic violence, and economically marginalized residents in certain zip
codes or income thresholds.
Guaranteed income is rooted in the simple idea that every human being deserves to have their
basic needs met, no matter what, and that unrestricted and unconditional income empowers
individuals and families to decide how to meet these needs and to leverage the additional
funds to work best in their unique circumstances. This flexibility has been key to guaranteed
1 Guaranteed income is also often called guaranteed basic income.
2 The Alaska Permanent Fund and Eastern Band of Cherokee Indians Casino Experiment are two
examples of universal programs, though the payments provided through each program are too
small to qualify as a “universal basic income.” For more information on UBI, see Bidadanure,
2019; Hoynes & Rothstein, 2019; Universal Income Project, https://www.universalincome.org.
22
income’s success across distinct and diverse populations; in practice, whereas some people may
use the cash for car repairs, others may pay down debt, start a business, or go back to
school. The pervasive reality is that the majority of spending is going toward basic needs and
that most people are using most of the money to advance their self-sufficiency and self-
directed goals—as a bridge to get ahead, catch their breath, and forge a path forward.
The concept of guaranteed income is simultaneously fostering long-overdue conversations
about who deserves our public support,3 and what collective responsibility we hold for building
communities where everyone has the opportunity to thrive and belong.4 These forms of
narrative change and policy reframes are fundamental to the broader work of equity and repair
and intimately related to the ways in which we frame public benefits, determine eligibility for
them, and build support for their implementation. powell, Menendian, and Ake (2019) remind
us that “Many of the most marginalized groups are also the least favored in the larger public
imagination. Too often, the prevailing assumption is that the condition of that group lies with
them rather than with society or the means by which benefits are distributed. For that reason,
targeted programs for the elderly are more likely to be well-received and politically sustainable
than targeted benefits for marginalized populations based on race or ethnicity. Means-tested
programs are susceptible to the erosion of political will due to powerful and incorrect
stereotypes as well as the averred unfairness of unequal benefit provision.”
Guaranteed income as a path to inclusive prosperity
As the name implies, guaranteed income (GI) provides a direct, stable, and flexible source of
income for participants. It supplies an economic floor, via regular payments, for an individual or
3 powell, Menendian, and Ake (2019) make the point that, “We can see the distinction between popular support
for strategies that target out-groups versus in-groups—particularly with corporations—when comparing federal
social welfare spending versus corporate subsidies. For example, while $59 billion was spent on social welfare
programs in 2014, $92 billion was spent on corporate subsidies. Social welfare programs were publicly and
consistently attacked, while corporate tax credits were largely left out of any public spending debate. Similarly,
popular housing subsidies that primarily benefit the upper-middle class and affluent, including the mortgage
interest deduction, may cost the treasury hundreds of billions of dollars per year. In contrast, the federal
government spends only a fraction of that amount (estimated at $46 billion per year) on affordable housing.
Moreover, President Obama’s 2017 budget estimated that it would cost only $1 billion more a year over 10 years
to completely eliminate homelessness in the US.” Citations embedded within the quoted passage can be found in
the original source document.
4 The noted philosopher Michael Sandel (2020) writes that “the more we think of ourselves as self-made and self-
sufficient, the harder it is to learn gratitude and humility. And without these sentiments, it is hard to care for the
common good.” Guaranteed income is contributing to broader discussions about the side effects and casualties of
unrealistic and unsupported notions of self-reliance that erode our collective commitments and sense of
community.
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family that reduces financial stressors and barriers, and thereby affords the opportunity to
make deliberate choices, attain breathing room, and move beyond surviving to thriving.
Guaranteed income is part of a larger movement to create an economy that works for everyone
and leaves no one behind. This vision of inclusive economic prosperity entails building upon our
current public benefits structure to create a more flexible, holistic, expansive, and realistic
support system that fosters greater individual and community well-being.
In this dynamic framework, continuums of individual support and success are reflected by a
broadened notion of well-being and mobility. The following graphic, generated by the extensive
and collaborative work done by the US Partnership on Mobility from Poverty, redefines mobility
to encompass three interconnected dimensions.
Figure 1. Our Definition of Mobility. (Source: Restoring the American Dream: What Would It Take to Dramatically
Increase Mobility from Poverty? Ellwood & Patel, 2018.)
Guaranteed income is about the power of access—access to excellence, education, and
economic thriving. Access to dreaming and opportunity. As a participant in the Magnolia
Mother’s Trust pilot reflected, “I would say that it was a great opportunity and I'm happy that I
used it the way that I did because it got me very, very far. Farther than I ever thought I could go.
And I would hope that others really use the opportunity to just dream big and try to go after
something they've been wanting for a long time, but they didn't have the access or freedom or
the finances to do it” (Moore et al., 2023). Guaranteed income is about expanding our moral
imagination to embrace our shared humanity and invest in its future. It is about believing that
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we all hold value and add value to the communities in which we reside. And it is about
promoting security, belonging, and equity.
A key component of guaranteed income is a systems-level focus, which shifts the locus of
attention and intervention from an individual’s actions to systemic obstacles and impacts. This
is in line with two key tenets: (1) poverty is a systemic failure, not a personal one and (2)
guaranteed income is not (nor is it intended to be) a silver bullet; its implementation should
signal and be integrated with simultaneous (and often synergistic, as in Los Angeles County, for
example) efforts to improve other public systems and supports. These deep changes are an
incremental process—it took decades for these systems to be built and implemented, and it will
take several more to attune them to the lived experiences and material realities of our most
marginalized and vulnerable community members.
Local governments have a responsibility to collaborate, across departments and the aisle, to
build more equitable and responsive systems. This entails a significant amount of front-end
work and targeted policy in the service of a long-term vision. But it is critical to make these
investments in order to repair and prevent systemic harms and elevate equitable pathways to
health, safety, and prosperity.
Guaranteed income is proving to be a flexible and multi-dimensional tool for recipients to attain
advanced education, support entrepreneurship, promote health, and strengthen families. It is
helping people manage unplanned emergencies, moments of crisis, and destabilizing life
transitions. It is working to preserve local diversity by addressing disparities head-on and
supporting people from all backgrounds to thrive. It is affording a baseline level of assistance
that ensures residents do not have to forgo one basic need to meet another. It is an essential
component of a visionary toolkit for building brighter, more equitable futures.
Prioritization, prevention, and promotion
As a tool to foster greater financial resiliency and overall well-being, guaranteed income
prevents downstream consequences caused by prolonged economic insecurity. By creating
opportunities for participants to make strategic investments in their futures and those of their
families (for example, by investing in job training or education), guaranteed income disrupts
generational harms and lowers barriers to prosperity.
Guaranteed income improves participants’ lives in three ways: by giving them resources to
efficiently navigate through a financial crisis (such as when their car breaks down); by
preventing crises from developing in the first place (e.g., by obtaining routine car maintenance
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to prevent breakdowns); and by creating the conditions for strengthening and sustaining overall
individual and community health. A stable and steady source of income enables financially
vulnerable residents to respond to urgent needs and ensure they can be met for a critical
period of time. Data from numerous guaranteed income pilots show that a small amount of
money can make all the difference between housing or no housing, safe environments or
unsafe environments, preventive medical visits or emergency services, childcare or no
childcare—all of these factors directly affect one’s ability to find and sustain employment and a
person’s overall quality of life.
Guaranteed income is both a strategy to address acute problems, such as chronic hunger and
severe housing cost burdens, and an intervention to redress crippling structural disadvantages
and inequities, such as the well-documented racial wealth gap, that sustain disproportionate
harms and negative outcomes for residents of color and their children. By targeting support to
disadvantaged and vulnerable populations and increasing opportunities for all community
members to step into their potential, guaranteed income pilots are building exit ramps out of
poverty and creating roads to opportunity. They are showing us what a society built on
equitable resourcing and opportunities looks and feels like.
Investing in people’s agency and capacity allows them to show up for who and what they most
care about. Research around the country consistently affirms that participants are using their GI
payments to buy things like new shoes for their children, a warm coat in winter, bedding for a
new baby, and holiday presents for the first time. They’re starting businesses, founding
nonprofits, pursuing education, helping their neighbors, and enrolling their children in
academic, social, and cultural enrichment activities. They’re finding time to discover what
matters to them, explore how they can advance professionally, and care for their families. As
one of the mothers in the Magnolia Mother’s Trust (MMT) pilot’s third cohort shared, “If it
wasn't for MMT, I would not have the great relationship that I have with my kids now. I can now
be the parent I always wanted to be. It's a blessing” (Moore et al., 2023).
A growing body of research demonstrates that guaranteed income programs yield the following
outcomes and benefits:
• Improved economic and food security
• Increased workforce participation
• Increased educational opportunities and achievement
• Public sector cost savings
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• Generational benefits
• Improved health and public safety
• Increased civic engagement and social belonging
• Improved quality of life
Findings will be discussed in greater detail later in this report, and numerous pilot evaluations
documenting these impacts are cited in Appendix I.
Breaking intergenerational cycles of poverty: The high costs of low incomes
The extensive work of Akee et al. (2010) builds a strong case for support for both the sustained
and generational impacts of guaranteed income. Whereas the most recent pilots are
timebound, and thus we have limited data on extensive longitudinal impact, the Eastern Band
of Cherokees casino dividend is a lifetime benefit, and the program began almost three decades
ago. Since its launch in 1996, Akee et al. have published several studies exploring its effects on
numerous life dimensions, all of which link increased economic security to elevated quality of
life, family benefits, and positive youth and young adult outcomes.
The team of researchers began studying 1,420 children, 350 of whom were members of the
Eastern Band of Cherokee Indians. When the study began, about 67% of the latter group lived
below the poverty line. After the casino opened, household income among the Cherokee
families began to rise, eventually lifting 14% of the Cherokee children in the study above the
poverty line, whereas household income for the families who were not Cherokee grew at a
slower rate. Based on these outcomes, the researchers moved to study children’s mental health
and behavioral differences among children who received the payments when they were
younger versus older. For the children whose families’ income rose above the poverty rate,
there was a 40% decrease in behavioral problems. When the youngest cohort reached 21 years
of age, researchers concluded that the younger they were when the payments began, the
better they fared compared to the older Cherokee children and to rural whites. This was true
for emotional and behavioral problems as well as drug and alcohol addiction.
Pilot participants have noted the mounting costs of short-term fixes that result from economic
instability, e.g., paying for an Uber ride to work when they could not afford car repair. Over
time, these emergent and often unsustainable solutions inhibit long-term financial well-being
and asset-building. Opportunities to launch or expand a small business, save for retirement, or
set money aside for a child’s college education are a luxury afforded to far too few, yet they are
27
often the stepping stones to brighter futures for individuals and their families.5 This pathway is
potently illustrated by one of the participants in MMT’s first cohort: “MMT helped me to gain a
financial foundation. I was able to create a savings account that I still have today. I was also
able to pay for my first arm of grad school. I will always be grateful for MMT because it helped
with financial freedom” (Moore et al., 2023).
Child poverty costs the US between $500 billion and $1.03 trillion annually (Lou et al., 2023).
These dollars are funneled through direct cash payments, including tax credits, and in-kind
goods such as child care, education, food subsidies, and health care coverage. Abundant
research shows these investments have significant short- and long-term payoffs for the children
receiving the benefits as well as for society at large.6
The following graphic illustrates the far-ranging and interconnected pathways supported by
direct investment in children and families.
5 These opportunities and future-oriented investments are only possible with sufficient financial means to secure
them. In line with this reality, the Centers for Disease Control (2019) stated that “strengthening economic supports
for families is a multi-generation strategy.” The evidence supports this approach. A recent extensive review of
existing literature on the importance of families' monetary resources in the United States and other high-income
countries assesses how policies that provide more generous income transfers could make a difference to children's
life chances. The researchers found that cash transfers to economically vulnerable families have the potential to
improve children's outcomes (Page, 2024).
6 Substantive evidence points to the social and economic costs of poverty and the potential return on investment
for funding prevention. McLaughlin and Rank (2018) apply cost-measurement analysis to show that the annual
aggregate cost of U.S. child poverty is $1.0298 trillion, representing 5.4% of the gross domestic product. These
costs are clustered around the loss of economic productivity, increased health and crime costs, and increased costs
resulting from child homelessness and maltreatment. In addition, they estimate that for every dollar spent on
reducing childhood poverty, the country would save at least seven dollars with respect to the economic costs of
poverty.
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Figure 2. How do children and society benefit from public investments in children? (Source: Urban Institute, 2024).
Dr. Raj Chetty’s Opportunity Atlas has documented that the residential zip code where an
individual grows up is more predictive of social mobility and economic fate than any other
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national metric (Chetty, (2018; 2019). Disinvestment in communities engenders diminished
access to resources and supportive infrastructure, impacting the ability to succeed of the
people growing up and living there and perpetuating generational disadvantages. Further, the
notion of meritocracy and narratives of deservedness belie the reality of pervasive networks of
social advantage alongside corrosive and interlocking systems of disadvantage. Socioeconomic
status and neighborhood-level resourcing all too often fix destinies and preempt mobility; they
also limit societal advancements.7 Guaranteed income is part of a broader pushback against
entrenched and invisible narratives that limit our potential as individuals and our well-being as
a community.
The pandemic-era expanded federal Child Tax Credit (CTC)—essentially the largest guaranteed
income pilot in history—kept 3.8 million children out of poverty and triggered the largest
decline in child poverty on record, especially for Black and brown children.8 This is because the
expanded tax credit corrected a fundamental design flaw: millions of children do not benefit
from the full credit because their families’ incomes are too low. In total, an estimated 19 million
children under age 17 receive less than the full $2,000-per-child credit, or no credit at all,
because their families’ earnings are too low, or the adults were out of work that year. These
7 Chetty’s work on “Lost Einsteins” is instructive and illuminating here. Given the interconnectedness of rapid
transformations in the employment and technological sectors and the correlation between high-wage jobs and the
tech sector, exposure to innovation during childhood is a critical proxy for future achievement in this domain.
Chetty et al. studied the lives of more than one million inventors in the US to identify the key factors that
determine who becomes an inventor, as measured by filing a patent. They find that children with parents in the
top 1% of the income distribution are ten times more likely to become inventors than children with below median
income parents and that there are analogous gaps by race and gender: white children are three times more likely
to become inventors than black children, and only 18% of inventors are female. Critically, differences in ability, as
measured by test scores in early childhood, explain very little of these disparities, e.g., children at the top of their
3rd grade math class are much more likely to become inventors, but only if they come from high-income families.
The authors state, “Put differently, becoming an inventor relies upon two things in America: excelling in math and
science and having a rich family…Since it is implausible that some neighborhoods or schools prepare children to
innovate in a single field, such as amplifiers, the exposure effects here are more likely to be driven by mechanisms
such as mentoring, transmission of information, and networks. This shows us the often-invisible webs of privilege
and power that shape children’s futures and defy the myth of meritocracy. These matrices leave many children
behind merely based on the ‘birth lottery,’ producing hidden and untapped genius and replicating exclusionary
patterns of social mobility and stagnation…Given our finding that innovation ability does not vary substantially
across these groups, this result implies there are many ‘lost Einsteins—people who would have had high-impact
inventions had they become inventors – among the under-represented groups… If women, minorities, and children
from low-income families were to invent at the same rate as white men from high-income (top 20%) families, the
rate of innovation in America would quadruple… our results suggest that improving opportunities for
disadvantaged children may be valuable not just to reduce disparities but also to spur greater innovation and
growth” (Chetty et al., 2019).
8 Among other changes, the American Rescue Plan Act (ARPA) of 2021 increased the CTC and expanded eligibility
to mixed-immigration status families and families without income. In addition, ARPA changed the CTC to disburse
funds monthly (if desired) from July through December 2021, effectively serving as a federal guaranteed income
for families with children.
30
children are disproportionately Black, Latino, and American Indian or Alaska Native (AIAN)—
roughly 45% of Black children, 39% of Latino children, 38% of AIAN children, 17% of white
children, and 16% of Asian children currently cannot receive the full credit because their
families’ incomes are too low (Marr et al., 2022). According to a Center on Budget and Policy
Priorities model, making the credit fully refundable accounted for 80% of the reduction in child
poverty (Sherman et al., 2021).9 The California Policy Lab estimates that one quarter of all
children enrolled in the Supplemental Nutrition Assistance Program (SNAP) or Temporary
Assistance for Needy Families (TANF) in California (about 630,000 children) became newly
eligible for the CTC under the pandemic expansion (Fischer, Hoynes, et al., 2022).
From 2022 to 2023, the Supplemental Poverty Measure (SPM) child poverty rate rose from
12.4% to 13.7%, remaining significantly higher than the 2021 historic low of 5.2 percent.
Approximately 6.2 million more children were living below the poverty line in 2023 than in
2021; had an expanded Child Tax Credit—such as the 2023 American Family Act—been in effect
in 2023, the child poverty rate could have instead been 8.6% (Center on Poverty & Social Policy
at Columbia University, 2024). Notably, the racial gaps that were narrowed by the expanded
credit have widened once again. In a new analysis, the Center on Poverty & Social Policy
estimated that if the expanded CTC had been in place in 2023, it would have moved 818,000
Black children, 1.47 million Latino children, and 838,000 white children out of poverty (Center
on Poverty & Social Policy at Columbia University, 2024).
Although the federal government declined to continue this massively successful intervention,
states have stepped up by expanding existing credits or creating new ones. In all states
collectively, these credits amount to a multibillion-dollar investment in children and dual-
generational approaches to economic security. More local governments are recognizing the
criticality of increased, flexible, and direct financial support to serve the urgent and diverse
needs of their communities and promote healthier families.10
9 This expanded eligibility is particularly critical given findings linking public benefits to reduced poverty in
adulthood and reduction in racial disparities. For example, Benjamin Glasner, Ronald B. Mincy, Zachary Parolin,
and Christopher Wimer (2023) investigate the effects of the Food Stamp Program on racial disparities in the
intergenerational persistence of poverty. They find that the Food Stamp Program expansion reduced the likelihood
of poverty for all adults by 5 percentage points, with the strongest reductions found for Black adults whose parents
did not have a high school degree. The Food Stamp Program reduced deep poverty in adulthood by 9 percentage
points for Black adults with less-educated parents, stronger than the effects for White adults and for Black adults
with more-educated parents. Their findings indicate that income transfers that reduce poverty during childhood
can contribute to decreased poverty in adulthood, and also reduce racial gaps therein.
10 According to the Economic Security Project, in 2023, 36 states and the District of Columbia took action or
considered legislation to expand their state-level tax credits. Eighteen states passed policies that improved,
expanded, or created a Child Tax Credit (CTC) or Earned Income Tax Credit (EITC). An additional $2 billion will be
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Researchers found that the expanded CTC offered 10 times the return on its investment and
that any program offering the same cash value would have similar effects (Garfinkel et al.,
2022). These conclusions are spurring innovative interventions and initiatives. For example, a
groundbreaking program that offers financial support to pregnant women and babies in Flint,
Michigan is expanding across the state. Rx Kids provides $1,500 mid-pregnancy followed by
$500 monthly payments for the first year of the baby’s life, totaling $7,500. It is the first-ever
pilot to be partially funded by TANF dollars.11 Since its launch, Rx Kids has distributed over $2
million to 828 families in Flint, where nearly 78% of children under five live in poverty. A $20
million allocation in the recent state budget will extend the program’s reach to five Upper
Peninsula counties as well as Kalamazoo, Saginaw, Dearborn, Highland Park, River Rouge, and
parts of Detroit. Dr. Mona Hanna, the director of Rx Kids and associate dean of public health at
Michigan State University College of Human Medicine, recently stated, “We started this in Flint,
but the intent was never to end in Flint,” underscoring the broader vision for Rx Kids and the
momentum behind it.
Baby bonds represent another innovative and tractable upstream investment to promote
healthier futures, build intergenerational assets and mobility, redress racial wealth disparities,
and save public sector costs associated with diminished economic security and financial
precarity, including negative health and housing outcomes.12 In 2021, Connecticut became the
first state to pass baby bonds legislation; programmatic funding was secured in 2023.13 Since
then, 7,810 children across the state have been born automatically eligible, the highest
invested in more than 4 million households across 18 states when people file their taxes in 2024 due to expansions
passed in 2023 alone. Comparatively, in 2021, seven states had a permanent state-level Child Tax Credit; now, 14
do: CA, CO, ID, ME, MD, MA, MN, NJ, NM, NY, OK, OR, UT, VT.
https://economicsecurityproject.org/resource/significant-legislative-wins-in-last-two-years-for-state-tax-credit-
programs/
11 A recent brief from the Urban Institute provides direction and resources to encourage states to use TANF funds
more effectively to support family well-being through direct cash transfers (Hahn, Pratt, and Mefferd, 2024).
12 Senator Cory Booker and Congresswoman Ayana Pressley first introduced federal baby bond legislation in 2019,
which inspired elected leaders across the country to consider state-level policy. The American Opportunity
Accounts Act (AOAA) would provide every child born in the U.S. with a government-funded savings account with
seeded and annual deposits based on income. At birth, each child would receive $1,000 with an annual
supplement of up to $2,000, with children from the lowest-income households receiving the maximum amount.
According to Mitchell and Szapiro (2020), If the AOAA had been implemented 25 years ago, Black children today
would have a median account balance of $27,500, Hispanic children would have $19,800, and white children
would have $7,100.
13 Two states and Washington DC have passed similar legislation; 14 have proposed legislation, and two more are
considering. In California, a pilot program exists for children who lost a primary caregiver to COVID-19 or have
long-term stays in the state’s foster care system, but the distribution amount is yet to be determined, and there
are no current use restrictions. Over time, California leaders aim to build out a full baby bonds program. See
California Senate Bill 242: California Hope, Opportunity, Perseverance, and Empowerment (HOPE) for Children
Trust Account Program (2023).
32
proportion of whom live in areas with the most significant economic challenges and racial
disparities. The Connecticut Department of Social Services estimates that about 15,000 babies
will be eligible for Connecticut Baby Bonds annually. Children whose birth is covered by the
state’s Medicaid program are automatically enrolled in the program. Upon birth, $3,200 is
invested on their behalf and subsequently managed by the Office of the Treasurer. The money
can be used when they reach the ages of 18 and 30 for specific purposes intended to help build
individual wealth, e.g., purchasing a home in Connecticut, starting or investing in a Connecticut
business, paying for education or job training, and saving for retirement.
Connecticut Governor Lamont celebrated the program’s promising start, “In just six months, the
first-in-the-nation Connecticut Baby Bonds program has put more than 7,000 working families
on a pathway to the middle class and is transforming the future of our state. This gives our
young people startup capital for their lives and ultimately will help break the cycle of
intergenerational poverty for thousands of families. These funds aren’t just an investment,
they’re a symbol of hope and a promise that everyone can make it right here in Connecticut.”
The Annie E. Casey Foundation recently released its 2024 Kids Count Data Book, a broad
assessment and state comparison of overall child well-being, highlighting some of the health,
economic, family, and community indicators that can support or interfere with learning. The
index ranks California 43rd for children’s economic well-being and 37th for family and
community, both of which underline the need for a dual-generation approach to ending
poverty. Recognizing this critical intervention, California’s statewide guaranteed income pilot
(passed by the legislature in 2021, awards issued in 2022, and first pilots launched in 2023) has
prioritized two populations: youth aging out of the foster system and pregnant moms.
Moreover, in 2022 California began HOPE accounts, which are seeded by the state for children
who lost a primary caregiver to COVID-19 or have long-term stays in the state’s foster care
system. Under this program, approximately 58,500 children will receive access to $4,500 at age
18, and the money will remain available until age twenty-six. Collectively, these initiatives
amplify the recent surge in states that have created new or expanded existing child tax credits,
evidencing the increasing recognition that families are in need of more support and that
financial assistance provided to parents and transitional populations have significant positive
benefits for individuals and the public sector.
Funded by the National Institute of Health (NIH) and private foundations, Baby’s First Years
provides a striking example of how guaranteed income is being taken seriously as a mechanism
to promote generational mobility and enhance positive outcomes based on strong scientific
33
evidence of the impact of early interventions.14 The program provides new mothers with a
monthly unconditional cash payment for the first four years of their child’s life. One thousand
mothers are participating across four sites—greater New Orleans, Louisiana; New York City,
New York; the metropolitan area of Omaha, Nebraska; and the Twin Cities in Minnesota.
Results from the first year show a direct impact on brain development for children whose
mothers received the cash transfer, documenting more high-frequency activity. One of the lead
authors said the impact was similar in magnitude to those reported in large scale education
interventions, such as class-size reductions (Duncan, 2022). The Black Economic Equity
Movement project is another NIH-funded program. Initiated in late 2022, this pilot provides
$500 a month for 12 months to 300 Black youth ages 18 to 24 who are unhoused or living in
low-income census tracts in San Francisco and Oakland. Anchored by University of California,
San Francisco and constructed as a randomized controlled trial, the researchers are studying
the payments’ impact on participants’ physical and mental health, financial capability, and
community involvement.
In Oregon, a program called the Oregon Rebate has qualified for the 2024 ballot. The initiative
proposes to increase the minimum corporate tax rate for Oregon-based companies making
more than $25 million per year to 3% tax (the current minimum sits under 1%). The amount
raised would be given to the Oregon's State Department of Revenue for rebate distribution,
which means that every Oregonian—regardless of age or income—would receive a guaranteed
income, estimated at between $1,600 per person per year (or $6,400 for a four-person
household). Any remaining money from the rebate would be used to fund services related to
senior citizens, health care, and public education. Measure 118 is expected to reduce childhood
poverty by about 50 percent.15
14 Research indicates that toxic stress in the earliest stages of life (pregnancy through three years old) can alter
the brain’s architecture, which can lead to lifelong issues, including learning, behavioral, and mental health
problems that are difficult to reverse (National Scientific Council on the Developing Child, 2015).
15 See https://www.yesonmeasure118.com/.
34
HISTORICAL PRECEDENTS AND CURRENT MOMENTUM
The origins and trajectory of political and public support
Guaranteed income has been a topic of discussion and experimentation for many years. During
the 1960s, the movement leaders of the National Welfare Rights Organization urged Dr. Martin
Luther King, Jr. to support GI as a crucial strategy for ending poverty, achieving racial equity,
and promoting human dignity. He took heed and incorporated this exhortation in his famous
treatise, Where Do We Go from Here: Chaos or Community? (1967).
Various initiatives were implemented to experiment with direct cash support in different
regions of the country thereafter, but the findings were subject to a limited research agenda,
public dissemination, and policy discussion.16 Given this context, a groundswell of support
16 The most notable of these, the Income Maintenance Experiments, were initiated in the
1960s to assess the potential impact of a guaranteed income on labor force activity through
measuring responses to different levels of benefits and tax rates. They were conducted in the
following states: New Jersey, Pennsylvania, Iowa, North Carolina, Indiana, Washington, and
Colorado. Their goals, design, methodology, and results have been the subject of continued
debate. These studies relied primarily on survey and qualitative interview data (rather than
administrative data) to measure outcomes, and made multiple errors which muddied key
takeaways (Hausman & Wise, 1979; Greenberg & Halsey, 1983). In the case of the
Seattle/Denver Income Maintenance Experiments, self-reporting led to misreported income or
hours worked, as recipients had incentive to underreport to maximize the amount of assistance
received (ASPE, 1983). Bastagli et al.'s (2016) review of 165 countries’ cash transfer programs
(conditional and unconditional) from 2000 to 2015 broadly revealed that cash transfers had
“Up to recently we have proceeded from a premise that poverty is a consequence of
multiple evils: lack of education restricting job opportunities; poor housing which stultified
home life and suppressed initiative; fragile family relationships which distorted personality
development. The logic of this approach suggested that each of these causes be attacked
one by one…While none of these remedies in itself is unsound, all have a fatal
disadvantage. The programs have never proceeded on a coordinated basis or at a similar
rate of development…In addition to the absence of coordination and sufficiency, the
programs of the past all have another common failing – they are indirect. Each seeks to
solve poverty by first solving something else. I am now convinced that the simplest
approach will prove to be the most effective – the solution to poverty is to abolish it
directly by a now widely discussed measure: the guaranteed income.”
-- Dr. Martin Luther King, Jr.
35
never materialized, and later efforts were sporadic and diffused. Welfare reform subsequently
shifted the lens away from societal responsibility and systemic barriers toward personal
accountability and more stringent work requirements.
In the past five years, it has become increasingly clear that endemic poverty, escalating income
inequality, and pervasive economic precarity are fraying our social fabric and placing increasing
strain on Americans of all backgrounds and ages.17 This same period has propelled renewed
reckoning with historical legacies and persistent patterns of racial discrimination and
oppression. These twinned issues and convergent policy domains have brought us full circle to
the centrality of economic justice within the Civil Rights Movement and have propelled a surge
of interest and investment in guaranteed income programs throughout California and
nationwide.
Although guaranteed income has been explored and implemented throughout US history, it
gained significant momentum after Michael Tubbs launched the first mayor-led demonstration
pilot in Stockton in 2019.18 The following year, the pandemic produced widespread economic
either no effect or a positive effect on adult labor force participation. One of the sharpest
distinctions between the implementation of the income maintenance experiments and today’s
wave of pilots is the intentional communities of practice and distributed learnings that have
been a core part of the burgeoning movement. Pilot practitioners, researchers, evaluators,
participants, and advocates are actively and mutually informing and infusing their design,
research agenda, messaging, implementation, outreach, and impact measures to leverage
learnings to best serve their communities.
17 Several sobering statistics reflect this contemporary economic landscape. Real median
money income in the United States increased less than 1% between 2000 and 2016 (Semega et
al., 2017). Based on a much broader measure of national income, the pre-tax income of the
bottom half of the distribution grew by only 1% between 1980 and 2014, compared to 42% in
the next four deciles and 121% in the top decile (Piketty et al., 2018). The share of post-tax
national income going to the bottom half of the population fell from a little over 25% in 1980 to
less than 20% in 2014 (Hoynes & Rothstein, 2019). These statistics are even more disturbing
when paired with economic mobility trends, e.g., whereas 90% of children born in 1940 earned
more money than their parents did, only 50% of children born in 1980 achieved similar
advancement (Chetty et al., 2017).
18 The pilot’s home page makes bold and broad claims about Stockton’s identity as exemplar
and innovator, and as such speaks to the demographic prioritized by guaranteed income and
the radical yet pragmatic philosophy it embodies. It reads, “Stockton, California is a city on the
rise. We’re a microcosm of America – 41% Latinx, 37% White, 21% Asian, 12% Black. Nearly ⅓ of
our population is foreign-born. Once the foreclosure capital of the nation and the largest city
before Detroit to declare bankruptcy, we’re turning the corner. Crime rates are dropping,
municipal fiscal health is stabilizing, and our population is growing. Yet problems persist – our
36
insecurity and surfaced severe racial disparities, significantly accelerating GI’s traction and
urgency.19 Today, more than 150 pilots have been implemented in 35 states, spanning coast to
coast; they have provided over 59,000 people with direct cash. In California, there are 50 GI
programs in various stages (planned, in progress, completed), with more than 12,360 residents
who are receiving direct cash payments (national and state data courtesy of Economic Security
Project, 2024). Appendices II and III provide information on nationwide and California pilots,
respectively.
California has launched dozens of pilots (accounting for about one-third of all U.S. pilots); it was
also the first to implement a statewide pilot. Recently, the California Legislature passed
Assembly Bill 2263 to explore the feasibility, benefits, and challenges of scaling up permanent
guaranteed income programs to reach a larger proportion of California’s most socially and
economically vulnerable populations, focusing on regions with a high cost of living.20 At the
federal level, the introduction of bills such as the Youth Homelessness Guaranteed Income Pilot
median household income of $46,033 falls far below the state’s. Our unemployment is hovering
at 7.3%. We are 18th in the nation for child poverty, and nearly 1 in 4 residents lives below the
federal poverty line. It’s clear – the status quo simply isn’t working, and incremental change just
won’t cut it. It’s time to try something different and address the root cause of poverty – lack of
cash. SEED was born out of the simple belief that the best investments we can make are in our
people. In February 2019, we began giving 125 Stocktonians a guaranteed income of
$500/month for 24 months. This income is unconditional, meaning there are no strings
attached and no work requirements. A hand up, rather than a handout, SEED seeks to empower
its recipients financially and to prove to supporters and skeptics alike that poverty results from
a lack of cash, not character.” https://www.stocktondemonstration.org/about-seed.
19 Material hardship declined significantly following federal stimulus cash payments, which most Americans
received in January & April 2021. From December 2020 to April 2021, the share of Americans reporting adverse
mental health symptoms fell by 20% (among all households); food insufficiency decreased by 41% (among
households with children); financial instability declined by 43% (among households with children) (Cooney &
Shaefer, 2021). The authors took stock of the different forms of relief and recovery efforts initiated during this
time and concluded that “We believe the success of the federal government’s relief measures may be due to the
speed, breadth & flexibility of its broad-based approach, primarily relying on cash transfers” (emphasis mine).
20 California is experiencing a severe budget deficit, and Governor Newsom has repeatedly
warned that innovative and/or ancillary programs will be impacted as a result. In this climate,
AB 2263’s passage through the legislature was a notable achievement, but the governor’s veto
is not necessarily a surprise. In his veto message to members of the California State Assembly,
Governor Newsom maintained that “Considering that there is existing funding provided and
ongoing activity with the current guaranteed income pilots, this bill is premature. Further, the
funding necessary to implement AB 2263 is not included in the budget (AB 2263 veto message:
September 22, 2024).” Newsom’s statement certainly opens the door for the bill to be
reconsidered in future legislative sessions with stronger economic outlooks.
37
Program Act and the Guaranteed Income for Foster Youth Act demonstrate that local successes
are capable of shifting policy and scaling solutions.
Recent polling on guaranteed income showed that over 60% of Americans across party lines
support a federally-funded guaranteed income program, with support particularly high in states
that have run pilots (Lake Research Partners & Chesapeake Beach Consulting, 2024). A survey of
901 likely 2024 voters in California found that over 70% support a federally-funded guaranteed
income program, providing monthly cash payments of $500 or $1,000 a month to people with
incomes below their community’s median income (Lake Research Partners & Chesapeake Beach
Consulting, 2024). Lastly, in response to requests from their constituents, at the US Conference
of Mayors in June 2024, mayors from both red and blue states adopted one resolution
committing to expanding guaranteed income and a second resolution declaring that
guaranteed income helps working families achieve financial stability.
Guaranteed income is a direct response to rising income inequality, deepening societal crises
like child poverty and homelessness, and entrenched structural inequities.21 Local governments
have played a huge role in elevating and scaling the power of flexible, direct financial support to
meet the needs of diverse residents. During the pandemic, over 30 municipalities invested
American Rescue Plan Act (ARPA) dollars in GI pilots. Many of them have since launched
expansions based on their initial successes. For example, the City of Cambridge has
implemented two pilots, RISE (launched 2021) and RISE UP (funded 2023), to champion
guaranteed income as a poverty reduction tool. Through a $22M ARPA investment, RISE UP will
provide cash assistance to all the city’s families whose incomes are at or under 250% of the
federal poverty level who have children at or under 21 years of age (the program will reach
over 6,000 residents). One of RISE’s salient findings was that children in the treatment group
generally achieved higher academic grades (mostly A’s and B’s) than those in the control group.
Pilot participants also had more children enrolled in Advanced Placement classes and fewer
instances of absenteeism and truancy (DeYoung, Tandon, West et al., 2024). Upon taking office
as Mayor of Chicago, Brandon Johnson announced a renewed commitment to guaranteed
income in the form of a second citywide pilot. The Chicago Empowerment Fund will reach over
21 Despite tremendous productivity growth over the last 40 years, workers’ wages have failed to rise. The typical
worker’s wages rose only 23.1% from 1979 to 2020—while productivity broadly increased 61.7%. During this same
period, income inequality ticked upward, as the highest-wage workers reaped a disproportionate share of the
gains in productivity. Racial discrimination within the labor market exacerbated these inequities, e.g., the typical
Black worker’s wage growth was only 18.9% over that period. Today, the median Black-white wage gap is 23.4%—
meaning a typical Black worker is paid 23.4% less per hour than a typical white worker (Maye, 2023).
38
5,000 residents, the same number as the first cohort, and include new priority populations that
align with the city’s focus on racial justice and equity.
Expanding, strengthening, and reimagining the social safety net
During the Great Depression, many people relied on support from state and local governments
and charities. When the scale of need overwhelmed local capacity, President Franklin Roosevelt
signed the Social Security Act, which established a federal retirement program, unemployment
insurance, and a national welfare system. But, as the NAACP's Charles Hamilton Houston
famously noted, the Act was “a sieve with holes just big enough for the majority of Negroes to
fall through.” From social security to the GI bill to subsidized roads and mortgages, people of
color were either outright or implicitly edged out from those affordances of stability and
mobility. These programs, and the privileges and entitlements that follow, like better schools
and infrastructure, have laid the groundwork for many of today’s ongoing resource and
opportunity disparities.
Despite Civil Rights Era advancements that were institutionalized to distribute the fruits of
prosperity more equitably, racial disparities in income and wealth have escalated. According to
the Federal Reserve Board of Governors, the gap in wealth between white households and
households of color has grown 47% over the last 30 years, resulting in Black, Latino, and
Indigenous communities having some of the highest rates of intergenerational poverty.
Between 1983 and 2013, Black and Latino families saw their median wealth drop from $6,800
and $4,000 to just $1,700 and $2,000, respectively (Asante-Muhammad et al., 2017).
While public benefits programs are an important component of our collective social safety net,
there are several features that restrict or deter access to resources for households who need
them. These are:
• Eligibility gaps: Eligibility criteria that are conditioned on activities (such as work),
characteristics (such as the presence of children in the home, immigration status, or a
criminal conviction), and restrictive thresholds (such as asset limits) obstruct access.
• Bureaucracy: Documentation, verification, and renewal processes create significant
barriers for many individuals. Some of these are procedural and some are specific to
individuals’ life circumstances. For example, many low-income people have inadequate
access to transportation and limited ability to take time off work, making in-person
administrative requirements difficult if not impossible. These same limitations can
39
create barriers to completing training and workforce development programs offered
instead of cash assistance.
• Constraints: Benefits are designed and delivered in ways that restrict the ability of
families to exercise choice and agency. These restrictions are often illogical and do not
account for the practical realities and needs of people’s lives.
• Stigma: Corrosive narratives, racialized tropes, and stigma surrounding receipt of public
benefits (and their beneficiaries) deter many people from enrolling in programs, even if
they meet the eligibility criteria.
In the 1960s, the National Welfare Rights Organization (NWRO), a multi-racial coalition that
started in California, proposed a guaranteed basic income in response to the intrusive,
paternalistic, and often explicitly racist policies and practices of welfare assistance. They called
for a dignified income floor that would recognize care work as critical infrastructure and a vital
component of economic justice, that went beyond employment opportunities to a more
expansive view of individual and family well-being. It’s worth noting that care work remains the
foundation that supports and sustains all other work, and that it is still vastly undervalued, with
care providers often ineligible for public benefits. Some GI pilots have focused specifically on
care providers, both parents and professionals, e.g., the Thriving Providers Project, which has
launched in several locations.
Public benefits programs have come a long way since the NWRO’s campaign, in part because of
the spotlight the group cast on their injustices. As documented in other sections of this report,
receipt of public benefits is associated with a range of positive outcomes, particularly for
children, though, importantly, not limited to childhood,22 and there are promising
demonstrations and policy solutions being advanced to improve them even further. And yet,
while public assistance keeps many people out of deep poverty, it does not necessarily promote
financial resilience or pathways to opportunity, which those working in the field concede.
Recently, Nolan Sullivan, director of Yolo County’s Health and Human Services Agency, said,
22 For example, SNAP and the EITC have been found to improve health at birth (Almond et al., 2011; Strully et al.,
2010; Hoynes et al., 2015). It is also documented that children have fewer school absences when they have greater
access or larger purchasing power of SNAP (Bronchetti et al., 2018; East, 2018). The EITC fosters increased
educational achievement and attainment for children (Chetty et al., 2011; Dahl & Lochner, 2012; Bastian &
Michelmore, 2018; Manoli & Turner, 2018). Aizer et al., (2016) found that access to cash welfare during childhood
led to increases in health, educational attainment, and age at death. Last, each additional $1,000 that states spend
annually (independent of federal spending) on public benefits programs per person living in poverty is associated
with a 4% reduction in child maltreatment reports; a 4% reduction in substantiated child maltreatment; a 2%
reduction in foster care placements; and an 8% decrease in child fatalities due to maltreatment (Puls, 2021).
40
“We keep people just above drowning. To stabilize families, to allow them to pull themselves up
this ladder — this doesn’t do it.” (Kuang, 2023).
Additional structural factors and sectoral challenges influence and limit the impact of public
benefits. For example, shifts in the nature and rhythms of employment mean that there are not
enough jobs for individuals with low educational attainment that pay a living wage. We see this
acutely reflected in the economic positioning and housing stability of many of our region’s
residents. Secure employment and steady pay are less and less a feature of our temporary, gig-
centered economy and workforce, and wages are completely out of sync with the cost of living.
Our legacy social safety net programs are just not enough to address this altered employment,
opportunity, and economic landscape.23
The U.S. Government currently spends nearly $900 billion (Medicaid included) annually
addressing these needs for the most vulnerable members of our community.24 And yet
poverty, deep and disproportionate, persists, calling us to reimagine both the provisions and
boundaries of our safety net and experiment with bold and evidence-based strategies. The
reality is that public benefits are often not sufficient to sustain living costs, even when people
are working, and even when those benefits are targeted to support specific basic needs. For
example, SNAP fell short in helping families afford rising food prices in 2021, 2022, and 2023. In
2023, in Contra Costa County, the gap between the average meal cost and SNAP benefit per
meal was $1.25 (Urban Institute, 2024). That’s per meal. When you extrapolate that over the
course of a month, the gap adds up. For people who rely on these benefits, the additional
money spent on food often means shortchanging another basic need and/or incurring more
debt.25
23 The calculations of public benefits as they relate to individual life circumstances and receipt of guaranteed
income are reflected in some of the insights gleaned from the BIG:LEAP pilot. Kim, Castro, West, et al. (2024) assert
that “The GI acted, essentially, as a super-vitamin, shoring up the gaps that traditional safety net services could not
sufficiently cover. According to the narrative data, this was particularly key for those battling significant food
insecurity, housing insecurity, homelessness, and experiences with IPV…The narrative data also demonstrated a
second trend for those who were experiencing poverty but were relatively more stable than those receiving a
multiplicity of benefits with overlapping systems involvement. For the second group, the size of smaller benefits
like WIC and CalFresh failed to outweigh the time costs, transportation costs, and administrative burdens
associated with maintaining them. In these instances, participants would forgo these benefits in order to spend
more time at home or avoid an extremely long commute on public transportation or an expensive Uber ride to
recertify their paperwork.”
24 https://ubemployment.org/
25 United for ALICE (2024) documents that “The CPI [Consumer Price Index] has been used to adjust the FPL since
the FPL was first developed in the mid-1960s. Yet because the CPI underestimates the cost increase of the basic
goods most often used by the lowest-income U.S. residents, the poverty measure today is no longer adequate.
Many households that are struggling are not included under the FPL. In a clear demonstration that the measure is
41
By supplementing rather than supplanting other safety net benefits, guaranteed income
attempts to resolve a major dilemma facing low-wage earners: if they accept a higher-paying
job or a promotion at their current job, they risk losing thousands of dollars a year in critically-
needed subsidies for basic needs and care support. Restrictive, complex, intrusive, and shifting
eligibility requirements around household income and assets lead to the well-documented
“benefits cliff,” where even small increases in earnings or assets can result in abrupt reductions,
or even total loss, of public benefits, a reality that actively prevents people from achieving
economic security and can disincentivize people from taking economic risks for longer-term
gains, e.g., enrolling in school or starting a business.
People draw from wealth and assets to do many things, from pursuing long-term goals to
paying for minor setbacks and emergencies. Without a reserve or financial cushion, a
temporary or tenuous situation often turns into a chronic and tragic one. Assets thresholds limit
people’s abilities to save for emergent situations or pursue pathways like higher education.26
Public benefits administrators are searching for and finding ways to integrate more direct cash
into existing safety net programs, recognizing that this is often the most efficient and effective
mechanism to provide individuals and families with the flexibility they need to thrive. Early
findings from Washington, DC’s Department of Human Services four-year pilot program, DC
Flex, suggest that giving flexible subsidies directly to beneficiaries is an efficient and effective
strategy. DC Flex gives families $7,200 a year for rent to use whenever they need. First-year
results from a randomized controlled trial show that the use of other homelessness support
artificially low, eligibility for many key benefit programs is now based on multiples of it, e.g., SNAP. Use of the CPI
erodes the impact of the U.S. Department of Agriculture’s Supplemental Nutrition Assistance Program (SNAP) in
two ways. First, because SNAP eligibility thresholds are based on the FPL, year after year they fall further behind
the actual number of families that are struggling. States have recognized the inadequacy of the FPL and use
multiples of it, ranging from 130% to 200%, for SNAP eligibility. Yet because annual FPL increases still rely on the
CPI, the number of struggling households not eligible for SNAP benefits increases each year; in 2022, only 41% of
U.S. households in poverty and 18% of ALICE households participated in SNAP. Among all eligible people,
estimated SNAP participation rates were higher. Second, because the amount of the SNAP benefit is primarily
increased through an annual Cost of Living Adjustment based on the CPI, the current benefit does not buy as much
as it used to. For example, in 2010, the maximum monthly SNAP allotment was $200 ($2,400 annually) for a single
person, and by 2022, the maximum allotment had increased by 25%, to $250 a month ($3,000 annually). Yet food
costs increased more, so that even with the annual adjustments, current SNAP benefits do not go as far as they
used to. In 2010, a monthly SNAP benefit of $200 could cover 30 days of food; by 2022, a monthly benefit of $250
could cover only 27 days.”
26 Los Angeles County’s Poverty Alleviation Initiative (PAI) was created in 2021 to help coordinate and drive policy
solutions to lift people out of poverty. PAI oversees the implementation of the county’s large GI pilot, Breathe. The
office is also committed to exploring how to integrate guaranteed income principles into public benefits to better
support residents, specifically how to mitigate benefits cliffs, reform assets thresholds, and ensure that maximum
dollars are spent on providing direct cash not fortifying bureaucratic infrastructure or ensuring recipient
compliance.
42
programs, particularly rapid rehousing, decreased significantly (by 29 percentage points) among
DC Flex participants relative to the comparison group. This finding suggests a flexible subsidy
can reduce reliance on other support services when a family is facing a homelessness crisis,
potentially lowering long-term costs.
Increased use of direct support and cash transfers in housing assistance programs and
demonstrations is evident in other models like the PHLHousing+ pilot. From September 2022
through April 2025, the City of Philadelphia is providing 300 qualifying households randomly
selected from the Housing Authority’s Housing Choice Voucher and public housing waitlists
with a direct, unconditional, unrestricted cash payment loaded onto a prepaid debit card. The
monthly payment amount is calculated to close the gap between the housing costs the
households can afford—generally 30% of their income—and actual housing costs, which means
that monthly payment amounts will vary across households. To be eligible, invited households
must earn no more than 50% of AMI at the time of enrollment and have a child at or under the
age of 15 in the household. David Thomas, CEO of the Philadelphia Housing Development
Corporation, asserted that “Because of rising cost for basic needs, persons can often be at risk
of housing insecurity. This extra income can help them bridge the gap in their finances to create
more room in their budget to make better choices for them and their families.”27
The Housing Choice Voucher program supports 2.3 million low-income families each year.
Research demonstrates that the vouchers decrease economic stress and food insecurity, help
fortify families, reduce the rates of domestic violence and alcohol dependence, and limit school
changes among children (U.S. Department of Housing and Urban Development’s Office of Policy
Development and Research, 2016).28 Yet, the time tax29 and onerous implementation of this
27 https://commongood.unitedforimpact.org/node/9292.
28 The Family Options Study (2016) also found that unhoused families referred for permanent housing subsidies
self-reported the following at the 20-month follow-up: 50% fewer foster care placements; lower rates of
psychological distress; less intimate partner violence; fewer child behavior problems; greater housing stability and
food security.
29 Time tax refers to the various administrative burdens associated with accessing and
maintaining public benefits. These include efforts to learn about the program; completion and
assembly of required forms and documentation; fulfillment of requests for redundant detailed
information; travel and scheduling of appointments or visits to government offices; and
navigation of confusing application, verification, and renewal processes. The Biden
administration has prioritized “tackling the time tax” and directed governmental agencies to
estimate and reduce burdens associated with accessing public benefits and programs. Progress
to date is reflected in the July 2024 report, “Tackling the time tax: Making important
government benefits and programs easier to access.” https://www.whitehouse.gov/wp-
content/uploads/2024/07/OIRA-2024-Burden-Reduction-Report.pdf
43
public benefit program affects recipients, administrators, and additional parties alike, e.g.,
landlords and inhibits programmatic effectiveness. Under the program, recipients pay 30% of
their income towards rent, and the remaining amount is covered by HUD and paid directly from
local public housing authorities to landlords. Currently, only one in ten eligible households
receives a voucher; waitlists are lengthy, e.g., in California, the wait time is two to three years.
Of those who move off the waitlist, in 2019, HUD documented that only 61% of households
were able to successfully use their voucher and that more than 81,000 available housing choice
vouchers could not be used (Ellen, et al., 2021). As a result, HUD is currently exploring whether
providing cash transfers to renters may overcome some of these barriers to access and
implementation.30
Some pilots use the population universe of a specific public benefit roster or pool to establish
eligibility and define goals and outcomes. For example, Yolo County’s Yolo Basic Income (YOBI)
program prioritizes CalWORKs Housing Support families with children under the age of six. The
24-month program provides additional cash supplements to 54 families, the number of families
in the county who meet the pilot criteria, increasing each family's total income to $1 over the
California Poverty Measure (CPM). The average monthly payment is $1,122, totaling $26,928
over the course of the 24-month pilot. At the time of the pilot’s launch, the CPM minimum
poverty (two-year) threshold for a family of four was $61,776. Families will continue enrollment
in CalWORKs and will still receive cash aid, Medi-Cal, CalFresh, childcare, mental health,
substance use, education, housing, and career supports.
Yolo County Basic Income is a pilot to watch for its scaling potential due to the fact that the
county’s poverty rate is consistently among the highest in California and its population and
geography are extremely diverse and include urban, suburban, and rural areas. Public funding
for the program comes from the county’s cannabis tax revenue and Housing Support Program
as well as a grant from the CDSS Office of Child Abuse Prevention. Yolo is partnering with UC
30 The Fund for Guaranteed Income (2024) reports that “39% of vouchers went unused because recipients
couldn’t find housing. This is partially due to the administrative burden the program poses on understaffed
housing authorities, time constrained landlords, and voucher holders. Before a lease is even signed, landlords must
coordinate with local housing authorities and voucher holders, complete all requisite forms, and wait for a housing
inspection. Landlords are not given a time window until the day of the inspection. The unit must be vacant for the
inspection to occur during months that could be spent collecting rent. One study of landlords who once accepted
vouchers and later stopped, found that 50% cited inspections and 40% cited paperwork and bureaucracy as the
primary reason. The many requirements and waiting periods often lead landlords to drop out of the program
entirely. Over 50,000 landlords have left the HCV program in the past decade. These barriers make it more
burdensome for households to use (and landlords to accept) a voucher than it is to secure a lease on the private
market due to time consuming housing inspections, a gluttony of paperwork, and eligibility requirements that can
amount to invasion of privacy.”
44
Davis to conduct evaluations, which will study indicators related to housing stability, income,
family health, family mental health, and self-sufficiency. The control group includes 160
CalWORKs families with children under the age of six who will receive $100 to complete
quarterly surveys ($800 over the course of the pilot). Reported findings show that the number
of families who rented or owned their homes increased by 54% after one year (Kagawa & Choe,
2024). They also reflect greater ability to “make ends meet” and movement toward financial
independence, e.g., decreased necessity of asking for money or food from friends to help get by
(Kagawa & Choe, 2023). Survey data reveal similar sentiments of increased social belonging,
neighborhood trust, and community connectedness, as documented in other pilots.
More broadly, there are numerous policy discussions related to reimagining the social safety
net and addressing pervasive and persistent racial disparities, including within some of its core
programs, like TANF. For example, the Georgetown Center on Poverty and Inequality has been
working to develop policy solutions to create a more equitable, responsive, and reparative
TANF benefits program. Their recommendations include: (1) increasing income eligibility
thresholds to expand TANF access to those currently excluded due to low limits, while reducing
administrative burdens to simplify application processes, (2) eliminating asset limits to allow
families to build savings, and removing the Work Participation Rate and Caseload Reduction
Credit to shift the focus to participant success, and (3) banning harmful program policies with
racially disparate impacts, including lifting restrictions on immigrant families, abolishing
sanctions, eliminating time limits, reducing administrative burdens, suspending drug-related
bans, and ending the family cap (Haider et al., 2022).
In line with the NWRO’s platform and in recognition that the structure of the Temporary
Assistance for Needy Families (TANF) program’s current employment requirements do not work
for many families, the federal government recently launched a pilot program that will allow up
to five states to test a new approach to improving outcomes for families receiving income
assistance through TANF (and related state-funded programs). This pilot is intentionally and
explicitly experimenting with how to integrate greater agency in TANF implementation and
flexibility in state reporting. Notably, the pilot encourages states to partner with people who
have lived experience with TANF or lived experience of not being able to access TANF when
they needed the support. States can adopt individualized engagement plans that allow clients
to set goals for themselves and their families and to determine the steps and resources needed
to achieve those goals. If implemented well, these pilots could help demonstrate how to
measure states on their effectiveness in improving the outcomes of the families who turn to
TANF for assistance rather than focusing only on compliance with rigid work requirements that
45
do not address families’ needs or help them achieve their long-term family and employment
goals.
46
THE POWER AND PROMISE OF GUARANTEED INCOME
A growing body of research documents the diverse benefits of guaranteed income
Researchers around the world have long been studying how guaranteed income promotes
economic stability and overall health and well-being. They are evaluating how people are able
to reduce debt, pay rent or mortgage on time, build savings, and gain employment as well as
how guaranteed income impacts parenting and children’s educational achievement, mental and
emotional health, goal-setting, and public services and sectors. Data from more than 165
studies on 56 cash transfer programs in low- to medium-income countries show that cash
transfers can reduce poverty, improve school attendance and child health outcomes, and
increase economic agency for beneficiaries (Baird et al., 2018; Bastagli et al., 2016). The
guaranteed income movement has leveraged these global successes to build a strong case for
its relevance in the United States, particularly given stubbornly pervasive disparities in wealth
accumulation and distribution and health outcomes.
Many pilots include an evaluation component that is rigorous, utilizes mixed methods
(quantitative and qualitative analysis), and is often conducted as a scientific randomized
controlled trial, with a treatment and control group, such that findings can be used to establish
causality and credibly construct a policy platform. A number of municipalities connected
through the Mayors for a Guaranteed Income (MGI) Coalition are using a shared set of research
metrics to facilitate transparency, allow comparison and analysis across national pilots, and
contribute to data collection on a broader scale.31 The evaluations of MGI-supported pilots are
based on a theoretical framework developed by the Center for Guaranteed Income Research
(CGIR), which posits that prolonged episodes of scarcity exacerbate risky financial conditions,
reduce cognitive capacity, undermine coping strategies (Mani et. al., 2013; Shah, Mullainathan,
& Shafir, 2012), generate negative health and wellbeing outcomes, curtail hope, and
psychologically trap individuals in the present (West & Castro, 2023; West, Castro, &
Doraiswamy, 2023). This unified framework and common research agenda32 strengthen the
31 In June 2020, former Stockton Mayor Michael Tubbs founded MGI, a coalition of over 100 mayors committed to
advancing a federal guaranteed income. Together with the University of Pennsylvania School of Social Policy &
Practice, MGI established the Center for Guaranteed Income Research to consolidate the key learnings from the
pilots taking place in MGI member cities to address knowledge gaps and allow the organization to layer data with
anecdotal evidence. As a follow-up, Counties for a Guaranteed Income was founded in February 2023.
32 The research questions posed in each of the MGI RCTs are as follows: (1) How does guaranteed income affect
participants’ quality of life, namely: a. Financial well-being b. Psychological distress c. Physical functioning d. Time
use e. Parenting practices and child well-being f. Housing security and quality g. Food security; (2) What is the
relationship between guaranteed income and participants’ subjective sense of self, namely: a. Agency, hope,
future planning, ability to set and meet goals, positive risk-taking b. Community connection and trust (e.g., sense of
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argument that despite the absence of extensive longitudinal studies on the current spate of
pilots, the preponderance of evidence, including on the impact of public benefits, cash transfers
in international settings, prior experiments in guaranteed income, and documentation on the
Alaska Permanent Fund and Eastern Band of Cherokee Indians Casino Divide, indicates the
validity, persistence, and momentum of guaranteed income as an effective and efficient
intervention and equity multiplier.
Pilot evaluations show consistently positive outcomes, from improved physical, mental, and
emotional health and family relationships to increased financial resilience, better jobs, safer
living conditions, and greater access to educational opportunities, for participants and their
children.33 These pilots have generated a solid base of evidence that is strengthening the case
for us to imagine a bigger, bolder safety net that builds individual and community health and
sustains the hope of residents and their communities. Local successes are spurring deepened
commitments, conversations, and investment at the state and federal levels.
Guaranteed Income Pilots Dashboard
The Guaranteed Income Pilots Dashboard was created as a partnership between Stanford
University’s Basic Income Lab, Mayors for Guaranteed Income, and the Center for Guaranteed
Income Research. The dashboard provides public-facing spending data on 8,495 participants
and granular information on more than 30 pilots, a ‘Global Map of Basic Income Experiments,’
and participant stories. This interactive tool provides a vital means of researching,
documenting, and tracking the implementation of pilots throughout the country.
The preponderance of research confirms that most participants are primarily using their
payments to pay for basic needs. Given the rising cost of living, stagnant and lagging wages, and
entrenched structural inequities that limit economic mobility, this should not be surprising.
being invested in, valued, and worthy) c. Perception of relationships with other people; (3) How does guaranteed
income affect participants’ income, and through what mechanisms; namely, does GI receipt affect: a. The balance
of paid and unpaid work 3 b. Job quality c. Educational attainment and aspirations; (4) What can participants’
experiences teach us about the administration of safety net programs, including guaranteed income and other
existing benefits programs, namely: a. Onboarding and pilot experiences b. Experiences with other benefits
programs c. Future pilot and permanent GI policy design implications (Kappil, et al., 2023).
33 Importantly, educational impacts span multiple generations; data shows that participants
pursue or continue education, and their children achieve better academic outcomes. These two
findings are importantly interwoven—Ratcliffe (2015) documented that the educational
achievement of one generation ripples through to the next; children of less-educated parents
are less likely to achieve important educational milestones than their peers with more highly
educated parents.
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Despite the primacy of meeting basic needs, GI is building people up in other ways—through
self-care; educational advancement; and time off from work to attend an interview for a better
job, chaperone a child’s school field trip, or volunteer in community. It is providing the gift of
time, discernment, and opportunity, allowing people the freedom and flexibility to resist taking
the first job that comes along and instead search for and find one better suited to provide
stability and fulfillment. Notably, while opponents of guaranteed income have expressed
concern that cash transfers will make recipients less likely to work and more likely to consume
temptation goods, such as drugs and alcohol, most studies have found neither of these to be
true (Akee et al., 2010; Baird, et al., 2018; Burtless 1986; Evans & Popova 2017; Gertler et al.,
2012; Salehi-Isfahani et al. 2017; Vera-Cossio 2021; West & Castro, 2023).
The following image shows the number of pilots in the United States represented on the
Stanford Basic Income Lab’s ‘Global Map of Basic Income Experiments.’
Figure 3. Global Map of Basic Income Experiments, as of July 24, 2024. (Source: Stanford Basic Income Lab).
Key findings from pilot evaluations
The following key convergent findings are drawn from a range of studies and evaluations
conducted on national and international guaranteed income pilots ranging in size and duration.
Each of the positive outcomes listed below is backed by a consistent body of evidence that
underscores its legitimacy. Most of the cited results reference the most recent spate of pilots,
2018 to the present, but some refer to research on direct cash (e.g., tax credits) and earlier cash
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transfer programs, particularly those that built the case for the current GI wave’s
implementation and traction. Appendix IV provides a helpful list of the many sources and
resources documenting the impetus, approaches, need-targeting, and impacts of guaranteed
income. The preponderance of evidence suggests that guaranteed income meaningfully and
measurably improves the social, economic, and psychological well-being of participants.
Economic security and financial well-being: Guaranteed income’s promotion of greater
financial stability has positive effects on housing/rent burden, debt accrual and relief, ability to
cover emergency expenses, savings accumulation, and mental and emotional well-being (e.g.,
The American Guaranteed Income Studies: Paterson, New Jersey, Center for Guaranteed
Income Research, December 2023).34 In one pilot, the number of participants who could pay all
bills on time jumped from 27% to 83% (second-year cohort, Magnolia Mother’s Trust).35
Increasing short-term economic security and cash flow helps families save money over time by
enabling them to purchase items in bulk, make repairs, avoid late payment fees, and prevent
costly credit card debt. The sustained effects of the Alaska Permanent Fund Dividend (PFD) bear
mention as well. The fund provides annual dividend payments to Alaska residents ranging from
$300 to $2,100 per person. Berman and Reamey (2016) document that since 1982, the
payments have lifted 15,000 to 25,000 Alaskans out of poverty each year, and in 2000 alone,
the PFD reduced poverty by 40 percent. The researchers estimate that 25% more Alaskans
would fall below the poverty line without it.
Workforce participation: Pilot payments enable individuals to afford transportation, childcare,
education, training, interview clothes, and other expenses related to seeking and maintaining
employment. For example, one of the participants in the Denver Basic Income Program shared
that “I am able to buy the food I need to have lunch at my job every day...I don’t have to
struggle to find the funds for gas or food, and I have new clothes so I don’t have to look like
someone who just crawled out of the gutter. I’m able to buy good things like a good razor to
34 This is in line with extensive research on the effect of cash transfers and guaranteed income on poverty
reduction and financial security, including the following: the EITC raises millions of people above the poverty line
every year; similarly, the Alaska Permanent Fund Dividend (PFD) reduces poverty by about 20% (with the number
of indigenous Alaskan families below the poverty line reduced by an estimated 25%), and the Eastern Band of
Cherokee Indians casino dividend program reduced the number of families below the poverty line by an estimated
35% from 1995 to 2000 (Meyer, 2010; Berman & Reamey, 2016; Bruckner et al., 2011).
35 Magnolia Mother’s Trust (MMT) was the first pilot to specifically target extremely low-income families headed
by a Black female living in affordable housing in the United States, providing them with $1,000 per month, no
strings attached, for 12 months. Additionally, each child of a mother in the program receives a $1,000 deposit in a
529 savings account. Located in Jackson, Mississippi, MMT’s first cohort included 20 women and ran from
December 2018–November 2019. The second, third, and fourth cohorts have consisted of approximately 100
mothers each. Currently in its fifth cohort, the MMT is now the longest running guaranteed income initiative in the
recent GI movement.
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shave my face” (Brisson et al., 2024). For many participants, guaranteed income increases
workforce participation by providing flexibility to find better work situations, e.g., more or
predictable hours, higher earnings, promotion opportunities, or flexibility to support family
needs. It also permits and encourages people to pursue investments in human capital that
expand access to and possibilities in the workforce, like additional schooling or training.
Findings from the Stockton Economic Empowerment Demonstration (SEED) document that
pilot participants found full-time employment at more than twice the rate of non-participants;
this has been replicated in other pilots, like Denver’s.36 Evidence suggests that guaranteed
income affords the ability to take career risks and pursue new ventures. For example, Open
Research’s recently-published findings from their three-year pilot found a modest decline in
work (1.3 fewer hours/week) but also documented measurable increases in entrepreneurship
and active job searching. Across Magnolia Mother’s Trust’s first three cohorts, 42% of
participants reported positive shifts in their jobs or careers, and 14 moms started or grew their
own business (Moore et al., 2023). It is clear from the data that guaranteed income does not
provide a disincentive to work; rather it enables more agency and flexibility that expands career
pathways, meets the needs of families and caregivers, and promotes human capital
investment.
Education: Guaranteed income has been shown to improve educational opportunities,
participation, and outcomes for adults and their children. For example, a significant number of
mothers in the first cohort in the Magnolia Mother’s Trust pilot went on to complete high
school as a result of the program; one mother earned a certificate in business management.
Others have pursued higher education or resumed disrupted education as a result of increased
economic security and its carryover effect on the ability to pay for childcare, transportation,
and other opportunity costs.37 Pilot participants’ children have reported improved school
attendance and academic performance, and received fewer disciplinary interventions e.g., as
36 Further evidence has been furnished by other cash transfer programs. For example, the Eastern Band of
Cherokee Indians began distributing unconditional cash transfers in 1996 to every individual tribal member via
revenue generated from a local casino. Akee et al. (2010) found no statistically significant evidence of any change
in employment (full-time or part-time) for tribal members after payments began. Similarly, the Alaska Permanent
Fund began disbursing dividend payments to qualifying Alaska residents in 1976 (Alaska Department of Revenue,
2023). Jones and Marinescu (2022) found that dividend payments had no significant impact on full-time
employment but increased part-time employment by 1.8 percentage points (17%). Additionally, researchers from
the University of Alaska’s Institute of Social and Economic Research found that Alaska Permanent Fund payments
boosted winter seasonal employment (Aizenman, 2023). Lastly, researchers studying the Baby’s First Years pilot
found no statistically significant impact of receipt of the funds on maternal workforce participation (Sauval, et al.,
2024).
37 One of the mothers in the Magnolia Mother’s Trust’s second cohort stated, “I wouldn’t have furthered my
education if it wasn’t for MMT. I bought my laptop and got back to school” (Moore et al., 2023).
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shown in New Mexico’s Guaranteed Income Pilot Program for Immigrant Families.38 Gabrielle
Wedderburn, a participant in the Creatives Rebuild New York (CRNY) pilot said, “This money has
allowed me to stabilize myself. It’s helped me establish an LLC for a Latin dance course I
developed and pay for all the startup fees. I’ve even been able to purchase higher education
materials and take specialized courses on how to market my business. There was this one
business course that cost $2,500—something I would’ve never been able to afford before—but
the CRNY funds made it possible” (Cuffie-Peterson & Hand, 2024).
Public safety and public sector costs: Pilots and direct cash transfer programs have been shown
to decrease recidivism, severity and frequency of incidences of intimate partner violence, and
reliance on emergency medical services and housing.39 This prevention-oriented approach has
tremendous impacts on downstream consequences and costs. Reductions in recidivism were
evidenced in Durham’s Excel pilot; reductions in intimate partner violence were reported in
Manitoba, Canada’s Mincome pilot in the 1970s and the city of Los Angeles’s BIG:LEAP in 2024;
and reduced reliance on emergency medical services and shelter, among other public services,
38 The Income Maintenance Experiments in North Carolina and New Jersey saw positive results on elementary
school test scores and persistence rates, respectively (Forget, 2011). In the New Jersey and Pennsylvania Income
Maintenance Experiments, children were 20% to 90% more likely to graduate high school, while children in the
North Carolina experiment had a 22% increase on test scores (Ruckert et al., 2018). Moreover, research on the
Eastern Band of Cherokee Indians casino dividend program from Akee et al. (2010) found that children from
recipient households were 15% more likely to graduate high school by age 19, compared to children from non-
recipient households. The impact of the per capita payment was especially pronounced on the lowest-income
households; children from these households were recorded to have an extra year of schooling by the age of 21
(Neighly et al., 2022).
39 Evidence of the impact of cash transfers on involvement with the criminal legal system, violence, and
victimization is limited but promising. Research on the Eastern Band of Cherokee Indians casino dividend program
found that an annual $4,000 cash transfer to parents reduced their teenage children’s chances of committing a
minor crime by 22% compared to the control group (Akee et al., 2010). Calnitsky and Pons (2021) research on
Mincome found a robust negative relationship between the unconditional cash transfer and both violent crime
rates and total crime rates, as well as property crime rates. Additionally, a small-scale pilot conducted by Delaware
Health and Social Services (DHSS) documented that cash transfers to young men at high risk of violence exposure
were associated with improved health behaviors, including reduced prescription medication and marijuana usage
and physical fights. While not statistically significant, recipients were also less likely to report carrying a weapon,
using an electronic vapor product, and drinking alcohol. In addition, robust research highlights the important role
of social welfare programs and public assistance in reducing crime and violence, e.g., emergency financial
assistance from Chicago’s Homelessness Prevention Call Center reduces arrest rates for violent crimes by 51%,
with the effect lasting for three years and driven by single (as opposed to married) recipients (Palmer et al., 2019).
Lastly, it is well-documented that removing access to public benefits such as college financial aid, Supplemental
Nutrition Assistance Program (SNAP), or Supplemental Security Income (SSI) for previously incarcerated individuals
can increase recidivism rates by significant amounts (Lovenheim & Owens, 2014; Yang, 2017; Tuttle, 2019;
Deshpande & Mueller-Smith, 2022; Carr & Packham, 2017; Foley, 2011). This research is consistent with the idea
that economic factors affect repeated interactions with the criminal legal system and suggests financial security is
an important determinant of crime (Holzer et al., 2006; Travis, 2006; Harding et al., 2014; Munyo & Rossi, 2015;
Blakeslee & Fishman, 2018).
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has been reported for pilots running in Denver, Vancouver, and other areas. Akee (2010) found
that a $4,000 increase in household income reduced the poorest children’s chances of
committing a minor crime by 22 percent.
Generational impacts: Extensive research has shown that children’s income as adults is strongly
related to parents’ income during their childhood and has noted the racial and ethnic
disparities inherent in this pattern (Chetty, 2019; Isaacs, 2007). Nearly half of children born to
families with incomes in the bottom 20% will remain in the bottom 20% as adults; less than one
in five will climb to the top two quintiles. Additional studies confirm that children growing up in
poverty receive less education, earn less as adults, are more likely to receive public assistance,
and have lower-quality health and high health costs over their lifetimes (Duncan & Le
Menestrel, 2019). Moreover, Pilkauskas & Michelmore (2019) found that for single mothers
with young children, the EITC resulted in greater housing stability, reduction in housing cost
burdens, and less household crowding. According to the study, a $1,000 increase in the EITC
amount would reduce extreme housing cost burdens by about 10%, crowding by 22%, and
doubling up by 12%, with smaller increases associated with lesser impacts on housing cost
burdens and crowding (Pilkauskas & Michelmore, 2019). Providing parents with a stable
supplemental income for a set period of time lays the groundwork for wealth- and opportunity-
building that disrupts generational cycles of poverty and promotes greater well-being. It also
decreases parental stress and promotes healthier family relationships.40 For example, the
evaluation of four pilots in the Southeast (in Atlanta, Birmingham, Louisville, and Shreveport)
showed that as parents experienced decreased stress, their sense of agency and confidence
increased, which, in turn, positively impacted their children. These improvements were
evidenced through their support of children’s academic engagement and early childhood
development, greater involvement in enrichment and bonding activities, and increased ability
to meet basic needs (Kappil et al., 2023). A member of the Eastern Band of Cherokees relayed
the transformative potential of the dividend, particularly for young people: “If you’ve lived in a
small rural community and never saw anybody leave, never saw anyone with a white-collar job
or leading any organization, you always kind of keep your mindset right here,” he says, forming
a little circle with his hands in front of his face. “Our kids today? The kids at the high school?
They believe the sky’s the limit. It’s really changed the entire mindset of the community these
past 20 years” (Lapowsky, 2017).
40 Research shows that cash payments can help parents better support their children in several ways. This includes
direct emotional and material support, as well as indirect support, allowing parents to build skills and improve
their employment prospects (Fung et al., 2024; Kappil et al., 2023).
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Housing: Many pilots assess how GI payments affect participants’ rent or mortgage burden (for
currently housed participants) or ability to find stable housing (for those who are unhoused). A
reduction in housing burden is consistently reported. In pilots that prioritize unhoused
individuals, a significant number of participants are able to leverage the GI funds to move into
stable housing. For example, Vancouver’s New Leaf Project found that the percentage of days
participants experienced homelessness decreased from 77% to 49%, whereas the pilot’s control
group experienced an uptick: from 64% to 78 percent (Foundations for Social Change, 2020).
The proportion of Denver Basic Income Program participants living in housing they considered
to be stable more than doubled, from about 20% to 50% (Brisson, et al., 2024). Several
participants in the Magnolia Mothers Trust’s third cohort were able to move out of subsidized
housing and even purchase their own home (Springboard to Opportunities, 2021).
Health: Guaranteed income has been shown to improve participants’ health across a wide
variety of measures, including psychological, social, and emotional well-being; nutritional
access; food security; and child birth weight. For example, more mothers in the Magnolia
Mother’s Trust pilot were able to prepare three homemade meals a day for their family, and
participants in Los Angeles BIG:LEAP experienced lower food insecurity and greater food choice
than the control group over the course of the 12-month pilot. In Stockton, researchers found
that SEED participants experienced significant improvements in anxiety and depression over the
course of the pilot, moving down the scale from likely having a mild mental health disorder to
likely mental wellness over the course of the year (West et al., 2021). Also, in the SEED pilot,
women were able to afford transport to and from dental and preventative medical
appointments they may have otherwise postponed (West, et al., 2021). Similar investments in
proactive medical care were seen in the Magnolia Mother’s Trust pilot, reflected by increases in
health insurance, which in turn prevented participants from accruing medical debt, a clear and
compelling indication of the two-way street between economic status and health (Springboard
to Opportunities, 2021).
Quality of life: In addition to the quantifiable effects, pilots benefit participants in numerous
ways that align with their interests, circumstances, and ambitions. For example, many
participants report spending more time with family and investing in their children’s enrichment.
A significant number of Los Angeles’s BIG:LEAP’s participants reported that they were able to
enroll their children in enrichment activities, such as sports, lessons, and clubs. A participant in
the Embrace Mothers pilot (Birmingham, AL) reflected that “[My daughter's] been wanting
[dance classes] but I just couldn't afford it. And so now, just not being able to say no as much is
really a big thing for me, especially when it comes to my kids, because I want to give them
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everything. I just - I couldn't. And I still can't give them everything, but I can give them a little bit
more” (Kappil et al., 2023). Others who benefit from guaranteed income can pursue creative
hobbies, spend more time with family, and volunteer in their communities. An overarching
theme of participants’ experiences is feeling more satisfied, more in choice around how they
spend their time and contribute to their families and communities, and more hopeful about
their futures. In St. Paul’s People’s Prosperity Pilot, the percentage of people reporting feelings
of high hope progressively increased from 15% to 21% and sustained at 22% after six months
post-pilot. This finding has been replicated across other pilots. While these feelings of
satisfaction, hope, and empowerment may be difficult to quantify, they are qualitatively valid
and central to the lives of those who receive a guaranteed income and the people who depend
on them. In the words of Venettia, a participant in Gainesville’s Just Income pilot, “Hope goes a
long way for people accustomed to hopelessness. Just believe in me a little bit and let me show
you what I’m all about” (Scott, 2024).41
Social belonging and civic engagement: BIG:LEAP’s findings demonstrate that when
government invests in impacted communities, and when residents feel invested in, this ripples
outward to affect relationships with neighbors and overall sense of place and purpose. Across
the study period, BIG:LEAP participants reported an increasing trend of engaging positively with
their neighbors. Consistent with this finding, participants were significantly less likely to
perceive safety issues than the control group at six months and 18 months, even though
participants were significantly more likely to worry about safety at the baseline. CoCo Gi Big’s
evaluation report indicated that 52% of the pilot’s survey respondents relayed that they had
been able to participate in more community activities than before the pilot’s launch. One of the
participants shared, “I’ve been able to go to community events. Go to city council meetings and
other meetings that I normally couldn't afford to attend in person” (Lowery, 2024).
41 This sentiment is echoed across many pilots, including one MMT participant, who said, “I’m not as scared of my
future, really, because there will be bad times, but it’s not going to stay [that way]. I’m more hopeful about things
changing because I know that they're not going to always be bad” (Moore et al., 2023).
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GUARANTEED INCOME PILOTS IN CONTRA COSTA COUNTY AND CALIFORNIA
Guaranteed income in Contra Costa County
The growing GI movement has inspired several pilots in Contra Costa County. These smaller
demonstration programs are bolstering our county’s safety net and lifting up community
members. But there is an urgent need for more residents to benefit from this type of direct,
flexible, and stable financial support. Over the past few years, Contra Costa residents have
spoken up consistently in various forums about the rising costs of living and the increasing
challenges of making ends meet. Many residents are living on the edge of an emergency,
without a sufficient buffer to insulate them in times of unexpected crisis, let alone invest in
their futures.
As the Guaranteed Income Working Group community forums and focus groups revealed,
Contra Costa residents are increasingly worried about their financial futures and their children’s
ability to build a stable future in their hometowns. This heightened financial precarity
introduces tremendous levels of stress and inhibits not just meeting basic needs in the present
but planning for the future. No one should be forced to forgo one basic need (such as putting
food on the table) to meet another need (such as buying their children medicine or staying
safely housed), and yet that is the lived reality of many of Contra Costa’s residents.
A county-funded guaranteed income program will strengthen and expand our local safety net
by amplifying and supplementing existing services and benefits. It will also advance and deepen
the County’s commitment to building a more inclusive and equitable community. The stabilizing
effects of guaranteed income have evidentially produced immediate benefits that lead to
foundational long-term gains, such as education and employment advancement, reduced
housing insecurity and justice involvement, improved health, and increased asset-building.
The proposed $5.75 million investment in Measure X funds for guaranteed income in Contra
Costa will support approximately 250 households (comprising up to 1,000 individuals) with a
payment of $1,000/month for 18 months. This payment amount and duration will afford
participating residents an opportunity to create a financial floor that helps them and their
families meet present needs while they plan for a better future.
The ripple effect of this support will impact the circumstances and trajectories of far more than
those 250 households. These investments have the capacity to transform the futures of their
children and grandchildren, protect their elders from harm, strengthen the fabric of their
communities, and, cumulatively, build a more resilient, intergenerationally thriving, and
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inclusive county. It also offers a boon to local businesses; for pilots whose participant
expenditures have been tracked, a large share of the guaranteed income dollars is funneling
into and feeding the local economy.42
The data shows that investing in people inspires hope, trust, and ambition, allowing them to
flourish and be present in new and positive ways that lift up those around them. We see this
concretely in GI’s effect on children’s educational outcomes and enrichment opportunities and
in participants’ use of the additional income to provide mutual aid and launch social
entrepreneurship ventures. When people are economically stable, they are better positioned
and more likely to contribute to the community in positive and meaningful ways. Political
participation increases, civic and academic engagement improve, and charitable activities
increase (Weeks, 2013).
Given California’s implementation of a statewide pilot and the Legislature’s endorsement of
guaranteed income as a strategy to address economic and social vulnerability, Contra Costa
County has a unique and timely opportunity to influence state policy discussions and decision-
making. This means that the investment of County funds will have a tangible, far-reaching, and
lasting impact locally while simultaneously helping to build the evidentiary and advocacy basis
for further expansion and scaling. This prospect entails shifting from a scarcity lens that focuses
on the limited number of residents who can be supported through a $5.75 million investment,
to regarding this pilot as a platform to institutionalize policy and build support for an
abundance agenda, where everyone has access to ample resources and opportunities to build
healthy futures and families. In this framework, guaranteed income is a critical strategy to
instantiate and institutionalize a more equitable and inclusive vision of social welfare and
intergenerational thriving.
The recommended plan for the County to fund guaranteed income pilots in Contra Costa comes
at an auspicious time:
• In January 2024, Supervisor Federal Glover, current Chair of the Board, stated his
commitment to focus on equity, diversity, inclusion, and access during his final year of
Board service.
42 Additional Contra Costa residents stand to benefit from the pilot evaluation, which will
demonstrate how a targeted policy can impact multiple dimensions, from family well-being to
social and economic inclusion. This may spur further pilots, novel initiatives, and/or
improvements to existing public benefits programs that would support even more residents to
thrive.
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• The Office of Racial Equity and Social Justice is focused on aligning departmental goals
and priorities to address community needs through the lens of economic and racial
equity to achieve better outcomes for those most harmed by and vulnerable to systemic
injustices in our county. It strives to create a more cohesive county ecosystem that is
grounded in and responsive to the proximate experiences, priorities, and needs of its
residents most burdened by racial inequity and social and economic marginalization.
Notably, respondents to the countywide survey implemented by the ORESJ Core
Committee to launch the office cited experience of extensive systemic harms by
departments within the county’s governance structure, including lack of access or
resources related to service provision, racial discrimination, physical and emotional
harms, and inadequate or poor treatment from staff. Black and immigrant communities
experienced disparate harm from the highest number of county agencies (Core
Committee of the Office of Racial Equity and Social Justice, 2022).43
• For the past three years, the Measure X Community Advisory Board has consistently
recommended that the Board of Supervisors invest Measure X funds in guaranteed
income pilots, including in the most recent round of recommendations announced at
the 2024–25 County budget hearing in April 2024. They noted that the Measure X ballot
language states that the goal of the sales tax measure is “to keep Contra Costa’s regional
hospital open and staffed; fund community health centers; emergency response; support
crucial safety-net services; invest in early childhood services; protect vulnerable
populations; and for other essential county services.” The blueprint outlined in this
43 California has led the country in implementing a more intentional, upstream focus on socioeconomic conditions
and promoting more equitable access to assets and opportunities in education, employment, housing, health-
promoting environments, and wealth creation. The statewide GI pilot represents one such program, as does the
historic creation of a Reparations Task Force and recent passage of important foundational bills to advance its
implementation. On September 26, 2024, Governor Newsom issued a formal apology for California’s role in the
perpetuation of slavery and its legacy, marking an important recognition of the throughline between state-level
policy and the disparate and disproportionate outcomes related to housing and homeownership, education, the
criminal legal system, and access to economic mobility and asset-building that continue to afflict Black residents.
Newsom stated, “As we confront the lasting legacy of slavery, I’m profoundly grateful for the efforts put forward
by Chair Wilson and the members of the California Legislative Black Caucus. The State of California accepts
responsibility for the role we played in promoting, facilitating, and permitting the institution of slavery, as well as
its enduring legacy of persistent racial disparities. Building on decades of work, California is now taking another
important step forward in recognizing the grave injustices of the past – and making amends for the harms caused.”
The issuance of this statement sets the agenda, tone, and momentum for localities to advance the work of repair.
It also dovetails with the systems-level focus of guaranteed income, i.e., pursuing policy pathways that
intentionally address systemic harms, barriers, and accountability. The interconnections of racial and economic
justice are part of the origin story of the modern guaranteed income movement and have directly inspired the
most recent wave of pilots. Achieving racial equity and addressing race-related disparities and harms across
numerous domains is often an explicit goal of many of these pilots.
58
report, inclusive of proposed priority populations and other design parameters, would
create a guaranteed income program that fulfills all three of these bolded goals. The
Measure X Community Advisory Board’s vision statement sets a goal that “Contra Costa
County will have the necessary funds to invest in and sustain a robust system of care and
the social and public services necessary to support a vibrant community and ensure that
all county residents have equitable opportunities to thrive.”
There are currently four guaranteed income pilots in Contra Costa in various phases: three in
implementation and one recently concluded. Several other pilots are being planned, including
ones by First 5 Contra Costa, Comment Studio, and others.
The following chart provides high-level information on the four current GI pilots being
implemented in Contra Costa.
Contra Costa pilots
Pilot name,
organization,
status
Population pilot focus Amount and duration Notes
California
Abundant Birth
Project, Contra
Costa County
expansion site
(implementing)
Women who are:
• 8-27 weeks pregnant
• Have household
income below
$132,360
• Identify with one or
more of the
following risk factors
for preterm birth:
(1) Are Black or
African American
(2) Had a previous
preterm birth
(3) Have preexisting
hypertension
(4) Have preexisting
diabetes
(5) Have sickle cell
anemia
$1,000/month for 12
months
Expansion pilot funded through
statewide GI CDSS funds
(originally based in San Francisco;
eligibility parameters have slightly
shifted for expansion
sites). Notably, Contra Costa had
the highest number of applicants
in its first-round drawing of any
county site.
CoCo Go Big
Comment Studio
(completed)
20 Antioch adult residents
&
10 Antioch former foster
youth
Adults received
$400/month for 6
months; Youth received
$200/month for 6
months
Resident-led and resident-
designed pilot
59
Pilot name,
organization,
status
Population pilot focus Amount and duration Notes
ELEVATE Concord
Monument Impact
(implementing)
120 low-income families $2,500 up-front
stabilization payment
+ $500/month for
12 months
City of Concord allocated $1.5
million in ARPA funds to seed this
pilot
RYSE
(implementing)
Youth and young adults
(YYA) ages 16-26
experiencing a crisis that
threatens their housing
stability.
Intent is to provide direct
cash to stabilize their
housing situation and
prevent them from
experiencing
homelessness.
100 YYA throughout the
county will be
supported with varying
amounts, based on a
budgeting plan
developed with support
from staff.
The Direct Cash Transfer as
Prevention (DCT-P) Pilot is based
on a highly successful project,
implemented by A Way Home
Washington, called the Homeless
Prevention and Diversion Fund.
Comment Studio’s CoCo Go Big pilot
Comment Studio’s CoCo Go Big pilot served 20 adults and 10 former foster youth. Demographic
information included the following:
• Participant race/ethnicity: 57% Black or African American, 23% Hispanic or Latino, 10%
white, 7% multiple races/ethnicities, 3% Asian or Asian American
• $21,214 average annual income
• 57% of participants pay more than 30% of their income on rent
• 37% lost their jobs during the pandemic
Asked what they wanted to get out of the GI program, many participants mentioned greater
stability, paying off debt, growth and learning opportunities, and being able to spend more time
with family. One participant hoped “To be able to feel more comfortable at school, enough to
pay some of the tuition and expenses required like food and materials” (Lowery, 2024).
60
Surveys conducted at baseline, midpoint, and exit showed that:
• The top three most common expenditures of GI funds by participants included food
(76%), utilities (67%), and gas/fuel/oil (52%).
• The percentage of respondents who indicated they have always been able to pay their
bills on time increased from 14% at baseline to 35% at exit.
• The percentage of respondents who indicated they never had to use emergency lending
services or borrow money in the past six months increased from 14% at baseline to 35%
at exit.
• The percentage of respondents with student loan debt decreased from 24% to 14%.
• The percentage of respondents with automotive loan debt decreased from 29% to 19%.
• The percentage of respondents with past-due utility bills decreased from 52% to 29%.
• There was an increase in the percentage of respondents from baseline to exit who
indicated they have always been able to go to a doctor when in need of medical care.
• The percentage of respondents who indicated they were employed full-time increased
from 19% at baseline to 24% at exit.
• 62% of survey respondents had an increase in their Total Hope Score from baseline to
exit, and 57% had an increase in their Total Agency Score.
When asked what guaranteed income had made possible for them, participants shared the
following sentiments:
• “The GI program saved me in so many ways. It helped me save up money to be able to
flee a horrible relationship.”
• “Right now, I have money saved up. If there happens to be an emergency, then I’m not
going to panic or just not have any solutions.”
• “A lot of times it isn't just about money, it's about quality of life and your emotions and
your stress level. Having enough money can take away those stressors and help with
your emotions.”
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• Juan shared his story about struggling to find employment due to lack of opportunities
and how the guaranteed income pilot has helped him by being able to afford public
transportation to job interviews, job fairs, and meeting with recruiters.
Monument Impact’s ELEVATE Concord pilot
The following demographic information sheds insight on ELEVATE Concord’s participant
population:
• 120 participants, 258 children under the age of 18
• Average age: 35
• 96% female
• 90% Latino/Hispanic
• Education: 53% have less than a high school degree; 35% are high school graduates; and
12% have some university/college education
• 46% rent rooms in someone else’s home
• 73% live in the 94520 zip code
• Median income: $21,444
ELEVATE Concord's evaluation is being conducted by Dr. Rosa Maria Sternberg, an adjunct
professor at UCSF and the creator of Monument Impact’s mental health program, Mentes
Positivas en Acción. The evaluation will be conducted over two years to capture experiences
during the pilot and one year post-pilot. Quarterly surveys are sent to participants to learn
more about their housing, finances, employment, education, health care, family time, and
community experience, as well as their stress and anxiety levels. Additionally, a cohort of 12
storytellers were interviewed to capture qualitative data at the pilot’s start and will be
interviewed again at the end.
Second quarter surveys conducted In June 2024 revealed that:
• ELEVATE continues to help participants with paying rent and avoiding eviction (0%
reported being evicted in comparison to 14% in the first quarter)
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• Fewer participants reported moving due to rent increases or lease ending; 20% reported
moving due to bad conditions
• Paying bills (58.2%) and buying food/groceries (75%) continue to be the top spending
categories for GI payments
• More participants reported having a job (75.5%)
• More participants reported ELEVATE helping them pay off debt (25.5%)
• A greater number of participants reported having more time to participate in family
activities (41.8%)
• More participants reported ELEVATE helping them with learning a new skill (34%) or
going back to school (16.3%)
• More participants reported ELEVATE is helping them pay medical bills and get health
insurance. Note: This is likely due to Monument’s wraparound services, as their healthy
communities team started a program to enroll people in in Medi-Cal.
• An increased number of participants took part in Monument’s mental health program
Mentes Positivas en Acción (MPA) and their Day Labor program
• Participants reported less stress
Investing in publicly-funded pilots will bring Contra Costa into alignment with peer counties,
such as those listed below, that have similar levels of income inequality, poverty, and racial
equity issues and have committed to addressing them through guaranteed income programs.
Sampling of publicly-funded pilots in California
Pilot Population Amount/Duration Notes
Alameda County 90 former foster youth $1,000/month for
24 months
$2.8M allocation from social
services budget. Pilot designed by
former foster youth
City of Los Angeles
BIG:LEAP
3,202 residents, who were
required to be: 18 years or
older with at least one
dependent child younger
than 18 or a student younger
than 24, or pregnant and
$1,000/month for
12 months
BIG:LEAP was funded through the
American Rescue Plan, a
reappropriation from the city’s
police budget, and additional
investments from local council
districts.
63
Pilot Population Amount/Duration Notes
have an income at or below
the federal poverty level.
Elevate
Mountain View
166 extremely low-income
residents
$500/month for 24
months
Funded with American Rescue Plan
Act dollars
Los Angeles
County Breathe
1,000 residents + 200 former
foster youth + 2,000
additional former foster
youth
$1,000/month for
36 months
More than 180,000 residents
applied, including 95,000 on the
first day applications opened. The
Board of Supervisors has twice
expanded the initial pilot (reflected
in the Population column by “+”),
the most recent of which was
authorized in August 2024.
RISE UP Alameda
(City)
150 households $1,000/month for
24 months
ARPA funds
San Diego County
Family Income for
Empowerment
485 families $500/month for 24
months
Partnership between Jewish Family
Service and San Diego County
Health & Human Services
San Francisco
Guaranteed
Income for
Transgender
People (GIFT)
55 economically marginalized
transgender individuals
$1,200/month for
18 months
Partnership between San Francisco
Treasurer & Tax Collector, Mayor’s
Office of Housing & Community
Development, Office of
Transgender Initiatives, Lyon-
Martin Community Health Services,
and the Transgender District
San Mateo County 70 current and former foster
youth, ages 18 to 22
$1,000/month for
18 months
Total budget of $2.032 million,
supported by Measure K, pooled
funding for youth-focused services
managed by County Human
Services Agency, and a $100,000
contribution from the Silicon Valley
Community Foundation
Santa Clara
County GBI for the
reentry population
100+ justice-impacted
individuals, including
transition age youth
$1,200/month for
24 months
$4 million allocation includes:
• $2 million AB 109
• $2 million ARPA
Note: County CEO administers
three other pilots with public funds
(relevant information included in
later sections of the report).
Sonoma County
Pathway to
Income Equity
305 families with very young
children
$500/month for 24
months
ARPA funds (County-City funded)
64
Notes
• Publicly-funded pilots in California have also launched in Coachella, El Monte, Long Beach, Pomona,
Sacramento, San Francisco, South San Francisco, Santa Monica, West Hollywood, and other sites.
• Nationally, there are at least 25 additional pilots that are 100% publicly funded.
• If we include pilots drawing from a hybrid of public and private funding, the total number of pilots is
significantly higher.
For a list of pilots that have run or are currently being implemented in California, see Appendix
II.
65
WHY DOES CONTRA COSTA COUNTY NEED GUARANTEED INCOME?
Income inequality is a racial equity issue
The state of California, and the Bay Area in particular, has been an engine of economic
productivity and mobility, yet that success has not included or accommodated all residents,
both historically and in the present day. Earning gaps data chart the trajectory of income
inequality that defines the region, e.g., in 2020, median earnings for Latinos in the nine-county
Bay Area were $45,500 as compared to $94,000 for whites (Bay Area Equity Atlas, 2020).44 Our
responsibility to ensuring a region that people of all incomes and backgrounds can call home
requires bold and equity-driven policies and strategies that recognize the burdens and barriers
too many of our residents face—not just to pursuing their dreams but to meeting even their
most basic needs.45
Aside from wealth accrued through earned income, asset acquisition, especially through
homeownership, serves as a bedrock for future and generational economic security. In this
context, it is notable that there is nearly a 30-point gap between Black and white household
ownership rates: 75% to 45% nationally, and 63% to 36% in California (Federal Reserve Bank of
St. Louis, 2022).46 Black rates of homeownership peaked just before the subprime mortgage
44 In their paper on strategies to increase opportunity and mobility in the United States,
Ellwood and Patel state, “Even in places with comparatively greater economic opportunity, low-
income families, including immigrant families, are isolated in desperate situations. When the
Partnership visited with predominantly Mexican immigrant families in the Mayfair
neighborhood in east San Jose, they shared with us that renting a couch to sleep on can cost
$600 a month; renting a garage for a family to live in can cost $1,000 a month. These families
live within 30 minutes of some of the biggest technology companies in the world. Yet one
woman we spoke with asked us in Spanish, ‘What is this ‘Silicon Valley’ you keep talking
about?’—highlighting the economic and cultural divides in the region.” Ellwood & Patel (2018).
45 Economy et al. (2024) posit that “The lack of affordability can also create displacement pressures, causing some
households to move involuntarily. As of February 2024, 37 percent of Bay Area renters felt pressured to move, and
19 percent reported moving involuntarily, for reasons that included the landlord raising rent or refusing to make
repairs. Research has also shown that lower-income households are increasingly feeling pushed out of the region’s
expensive coastal markets. For example, 40 percent of households who left the Bay Area between 2010 and 2016
had incomes below $50,000—in contrast, only 10 percent of those who left earned more than $200,000.
Additionally, those moving from the Bay Area were disproportionately Black and Hispanic/Latine, raising concerns
about how the housing crisis is affecting communities of color. evictions over time 2021-2023.”
46 Rothstein (2017) has documented the extensive private and governmental forces that have
inhibited homeownership and affordable housing for many Black families. In the public sector,
between 1934 and 1962, the Federal Housing Authority financed mortgages and built
affordable, high-quality public housing almost exclusively for white families (Schweitzer, 2020).
The Servicemen’s Readjustment Act of 1944—the G.I. bill—provided many benefits for
66
crisis, and have not recovered, whereas white homeownership has soared to record levels in
recent years, despite the affordable housing crisis. The following graphic shows the Bay Area’s
significant racial and ethnic disparities in homeownership.47
Figure 4. Home Ownership by Race and Hispanic/Latine Origin. Retrieved from Economy, et al., 2024.
(Source: American Community Survey 1-year estimates from the United States Census Bureau
accessed through IPUMS USA, University of Minnesota, www.ipums.org.) Note: Group quarters
were excluded. Hispanic and other racial categories are mutually exclusive.
Programs such as guaranteed income ask us to prioritize equitable wealth-building and
inclusive economic prosperity in order to create a society that is welcoming, abundant, and safe
for everyone.
Income inequality has increased since the start of the pandemic
New data released September 10, 2024, shows that California’s poverty rate increased to 18.9%
in 2023, up from 16.4% in 2022 and 11.0% in 2021, according to the Census Bureau’s
veterans, including loans to purchase a home, business, or farm. Research shows that most of
the approximately 1.2 million Black war veterans were denied the same benefits that white
veterans received (Brown, 2021). Zoning practices, “urban renewal” policies, and discrimination
within the home loan and banking industry have layered upon these foundational
disadvantages.
47 “NH” refers to “non-Hispanic” in the chart.
67
Supplemental Poverty Measure. The state’s poverty rate was particularly high among Black and
Latino Californians, and California continued to have the highest poverty rate of the 50 states.48
The chart below tracks the distribution of poverty across different population groups.
Figure 5. California Poverty Rates Under the Supplemental Poverty Measure, 2022 to 2023. (Source: “California’s
Poverty Rate Soars to Alarmingly High Levels in 2023,” California Budget & Policy Center, 2024).
The 2023 figure starkly reveals the effect of expired pandemic reliefs and protections that have
left many people and families struggling to hold their ground; to wit, the 2023 poverty rate is
higher than the pre-pandemic rate of 16.6% in 2019. It is also notable that inflation-adjusted
hourly wages for low-wage workers also decreased in California.
48 These racial disparities are persistent. For example, even after controlling for age, tenure,
educational attainment, employment status, household composition, and disability status—all
factors that can influence a household’s income—Black residents in the Bay Area are 1.9 times
more likely to be represented among extremely low-income households, while American
Indian/Alaska Native residents are 1.9 times more likely (Reid, 2021).
68
The gap between high and low incomes is both immense and escalating. In 2022, families at the
top of the income distribution—the 90th percentile—earned 10 times more than families at the
10th percentile: $305,000 vs. $29,000, respectively (Public Policy Institute of California, April
2024). In 2023, the average income of the top 1% of Californians was 14 times the $89,300
median California household income and 67 times the average income for the bottom 20% of
Californians, which stood at a woefully inadequate level of $18,170 (California Budget & Policy
Center, 2024). Families with incomes in the bottom quarter of California’s income distribution
either fall below or are at risk of falling below the amount required to meet basic needs (about
$40,000 per year for a family of four). Poverty would be higher without safety net programs,
but it is pervasive even with them.
Residents throughout Contra Costa County struggle with housing and living costs
Most Bay Area households are affected in some way by the region’s ongoing affordability crisis:
housing costs are increasing faster than incomes, nearly half of renters are cost-burdened, and
rates of homelessness continue to rise. The California Housing Partnership’s 2024 Affordable
Housing Needs Report relays the scope and severity of the regional housing affordability crisis
on Contra Costa residents. According to the report, as of 2023, 30,812 low-income renter
households in Contra Costa County do not have access to an affordable home. Seventy-two
percent of extremely low-income (ELI) households are paying more than half of their income on
housing costs, compared to 1% of moderate-income households. Renters in Contra Costa
County need to earn $43.63 per hour—2.5 times the City of Richmond minimum wage—to
afford the average monthly asking rent of $2,269. Asking rents increased by 1.4% between the
fourth quarter of 2022 and the fourth quarter of 2023.
Contra Costa County’s deep systemic inequities compromise the economic and housing stability
of tens of thousands of families in our communities—with the greatest impacts felt by
extremely low-income households and people of color.49 According to the Bay Area Equity
49 In their report on the housing needs of low-income households in the Bay Area, Economy, et
al. (2024) state that “From 2012 through 2022, the top 1 percent’s median income has grown
by 87 percent—from $461,000 to $863,000. In contrast, the bottom 10 percent’s income has
grown by only 27 percent, from $6,200 to $7,900. This widening income gap has direct
implications for housing affordability: in the context of limited supply, higher-income
households can push up rents of existing units. It also contributes to rising Area Median
Incomes (AMIs), with significant implications for affordable housing policies and who they
benefit. In 2023, the typical Bay Area rent was over $3,000, up from $2,360 in 2015…Of the Bay
Area’s 1.2 million renter households, 57 percent have incomes lower than 80 percent of AMI.
69
Atlas, between 2000 and 2020, Contra Costa County’s median rent increased by 42%, while the
median household income for renters increased by just 11 percent. During this time, the share
of rent-burdened households grew by 9 percentage points (41% to 50%). A majority of renter
households of color (55%) in Contra Costa County are rent burdened, compared to 46% of
white renter households. Black renters are particularly impacted—nearly two-thirds (64%) of
Black renter households are rent burdened. Additionally, rent burden disproportionately
impacts younger and older residents of Contra Costa County: 56% of children in the county live
in a rent-burdened home, as do 58% of seniors. Critically, rent burden is a countywide issue:
43% of renter households in Orinda are rent burdened, and 41% of those in Danville (Bay Area
Equity Atlas analysis of American Community Survey data from IPUMS USA and the Census
Bureau, 2024).
This staggering degree of rent burden is coupled with extreme levels of rent debt.50 Nationally,
67% of households behind on rent are composed of people of color, 78% are low income, and
50% are households with children (National Equity Atlas, 2024). In California, the estimated
total rent debt is $1,705,500,000; 646,000 households are behind on rent, with 833,000
children living in those households (National Equity Atlas, Rent Debt Dashboard, 2024). Of these
renters, 82% are people of color, 86% are low income, and 60% are households with children.
Combined, rent burden and debt equate with unsustainable housing situations and chronic
precarity. As of February 2024, 67,000 Bay Area households were behind on rent by an average
of 2.6 months, for a total of nearly $460 million. The majority of these renters were low-income
households (94%) and/or people of color (90%) (Economy, et al., 2024). Notably, as of July
2023, Contra Costa had the second highest eviction filing rate in the Bay Area and the seventh
highest per capita rate in the state, a staggering indicator of our county’s widespread and high
level of housing insecurity (Hosseini, 2024). High housing cost burdens increase the risk of
housing instability and eviction. Research has shown that evictions—which disproportionately
impact Black and women renters—have profound negative impacts on health, housing stability,
and employment (Hoke & Boen, 2021).
In Contra Costa County, working full-time does not guarantee financial security
And almost 40 percent of renters—more than 470,000 households—have incomes below 50
percent of AMI.”
50 Rent debt can accrue from prolonged rent burden, or as a collateral consequence of an incidental shock, like
illness or job loss. Many of the most rent-burdened and rent-debt-ridden households were disproportionately
housing insecure before the pandemic; escalating costs of living since then have magnified these societal
disparities and their affliction on individual residents’ lives and futures.
70
In their report “Shedding Light on Bay Area Poverty” (2023), the Tipping Point Community
documented that most people who are poor in the Bay Area are employed and derive minimal
support from government programs. In fact, half of Bay Area residents in poverty have one or
more working-age adults in their family who is employed full-time for the entire year. In
addition, 10.4% of those in poverty have adults who work full-time for part of the year, and
19.2% have adults who work part-time. In other words, a job, even a full-time one, does not
guarantee economic security in this region. Hard work does not necessarily equate with
financial stability.51 To reverse these trends; upend entrenched patterns of structural racism,
systemic discrimination, and inherent societal disadvantage; and avoid the negative outcomes
that accrue with them, it is increasingly clear that more coordinated, targeted, and prevention-
oriented responses are needed.
As of 2023, 26% of Contra Costa households fall below United Way’s Real Cost Measure (RCM);
this figure rises to 45% for Latino and African American households.52 Notably, 97% of these
households have at least one working adult. A family of four (2 adults, 1 infant, 1 school-aged
child) would need to hold more than three full time, minimum-wage jobs to achieve economic
security.53 Deepening inequality and wealth disparities paint a stark picture of two different
Contra Costa Counties, where some residents keep prospering and others never stop struggling.
Although Contra Costa has a higher median income compared with other Bay Area counties, its
deep disparities in health, wealth, justice, education, jobs, and housing cut deeply across racial,
ethnic, and geographic lines, as documented in, e.g., Bay Area Equity Atlas, Contra Costa County
FY 24–25 budget hearings Health Department and Employment and Human Services
Department presentations, Contra Costa County 2024 Point-in-Time (PIT) Count, Contra Costa
County Continuum of Care 2022 and 2023 Annual Reports, and the California School Dashboard
for specific Contra Costa County school districts (see Appendix I for documentation and links).
51 Reid (2021) documents that “Since the Great Recession, the [Bay Area] region has experienced significant job
growth, yet very few of these employment opportunities are among middle-wage occupations, which could
provide workers with living wages. Instead, job growth has been concentrated in high- and low-wage jobs. The
development of this ‘hourglass economy’ means that the region will continue to struggle with a high share of low-
wage workers who cannot support their families even if they work full-time.” Addressing these challenging
structural constraints demands a broad set of cross-sector interventions. Reid states that “The most immediate
need is to re-imagine and strengthen the social safety net.”
52 The Real Cost Measure estimates the amount of income required to meet basic needs including the costs of
housing, child care, food, transportation, health care, and taxes. Unlike the official poverty measure which is
primarily calculated based on the cost of food adjusted for inflation annually, the Real Cost Measure takes into
account geographical differences in the cost of living throughout California.
53 This calculation is based on $13.00/hour, 40 hours per week, 50 weeks per year.
71
Economic insecurity certainly affects people in all regions of Contra Costa. More than one-third
of local workers do not make enough to afford their basic needs.54 However, that figure
increases to 50% for Black workers and 63% for Latino workers (Bay Area Equity Atlas, 2021).55
Our childcare providers, hospital aides, office cleaners, school bus drivers, and other workers
provide the essential services that make our county run, yet they cannot afford to meet their
own essential needs. Too many families are one financial shock away from falling behind on
rent and becoming homeless, whether from loss of employment or an unexpected hospital
visit.56
54 It is notable that the costs of basic needs, like housing, food, utilities, and gas, have risen tremendously in the
region and is increasing faster than the cost of non-essential goods. Recent wage gains for lower-wage jobs cannot
make up for over a decade of stagnating wages. Moreover, higher hourly wages do not always translate into higher
take-home pay every month, given the difficulty of finding full-time employment. (United for ALICE, 2024).
55 These figures are taken from datasets compiled by the Center for Women’s Welfare at the University of
Washington; The Self-Sufficiency Standard for California 2021; and IPUMS USA. The Bay Area Equity Atlas (2024)
states that, “A worker earning enough to meet their basic needs is defined as an individual earning at least half of
the Self-Sufficiency Standard for a household of two adults, one school-age child, and one preschool-age child in
the county where they reside. This family type was chosen based on the assumption that two full-time workers
would be able to support a family of two adults and two kids (regardless of current family composition) in an
equitable economy.”
56 Nationally, almost 70% of families with incomes below the Federal Poverty Line reported experiencing a
material hardship in 2018; of these families, 61% experienced a financial shock in that same year (Urban Institute,
2018). The Bay Area’s high cost of living exacerbates the baseline struggle of many residents and heightens their
exposure to a life-altering shock. The recent statewide survey on homelessness revealed the degree to which this
context precipitated their housing crisis (Kushel, M., & University of California, San Francisco Benioff Homelessness
and Housing Initiative, 2023).
72
Figure 6. Income Gap for Bay Area Single-Parent Household with Two Children. (Source: “Big Moves for Housing
and Economic Security,” ALL HOME Regional Impact Council, 2024).
As Figure 6 shows, even if a single parent is working full-time and receiving all the public
benefits for which they’re eligible, they often still don’t have enough resources to live above
the California Poverty Measure (CPM) threshold.57 Guaranteed income invites us to take a hard
look at the obstacles people face to pursuing their dreams and offers a tangible path to help
overcome them. In the Bay Area, 43.5% of Latino and 41.9% of Black residents are living in or
near poverty—more than double the rate (15.8%) for white residents (Tipping Point
Community, 2024). This creates a wealth chasm; calling it a wealth “gap” does not do justice to
the extent of damage it has wrought and continues to inflict on Black and brown
communities.58
Poverty produces its own multiplier of harms and intersects with structural racism, over-
policing, underfunded public schools, housing instability, gender inequity, and labor
exploitation.59 It creates its own economy with exploitative rents, banking fees, unfair labor
practices, predatory debt accrual, and more. It manufactures and reproduces social
inequalities, individual trauma, and generational harms. Looking soberly and purposefully at
57 The CPM is a state-specific index of poverty, modeled on the Census Bureau's Supplemental Poverty Measure,
that improves upon traditional poverty measures by accounting for necessary expenditures like child care and out-
of-pocket health costs; adjusting for geographic differences in housing costs; and including tax credits, food
assistance, and other non-cash benefits in the resources available to help families meet basic needs.
58 These economic disparities and harms are inextricably interwoven with other vulnerabilities, particularly
housing burden and precarity. As a December 2021 report from the Terner Center for Housing Innovation at the
University of California, Berkeley documented, “In a region where the average household income is approaching
$140,000 (and the top 10 percent earn more than $290,000), approximately 457,000 households were considered
extremely low-income (ELI) in 2019, trying to make ends meet on an average of $17,800 a year. These ELI
households—who are more likely to include Black, Hispanic/Latinx, American Indian/Alaskan Native, and Asian
individuals—are at significant risk of housing instability. Even prior to the COVID-19 pandemic, nearly 51 percent of
ELI households in the Bay Area were precariously housed, meaning that they received no housing assistance or did
not own their home outright, and were paying more than 30 percent of their income toward rental or mortgage
costs. These at-risk households include over 575,000 people—including 174,000 children—which is more than 10
times the number of people currently receiving assistance through the region’s network of homeless service
providers.” (Reid, 2021). Although not all ELI households are at risk of homelessness, the data reveal a number of
factors that make these households particularly vulnerable to housing insecurity and more likely to experience
barriers to economic security and mobility, e.g., the presence of individuals with a self-reported disability, lower
educational attainment, etc.
59 Financial security during childhood decreases risk factors for varied systems involvement. For example, a new
body of research compiled by Chapin Hall, a research and policy center that focuses on child welfare and family
well-being at the University of Chicago, finds that material hardship increases the risk for child welfare
involvement due to neglect and abuse. They document that when families are given cash assistance, their risk for
child welfare involvement is reduced (Anderson, Grewal-Kök, Cusick, Weiner, & Thomas (2023).
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these lineages and interconnections requires that we recognize and rectify how past
transgressions play out in present harms, pervasive injustices, and ongoing inequities.
Contra Costa’s widespread poverty, financial strain, and concentrated racialized resource
disparities are set within a region with an exorbitant cost of living and many high-income
earners who compete for limited housing stock. These characteristics mirror those in a majority
of other communities where guaranteed income has been successful in shifting policy
discussions, transforming community members’ lives, and rewriting stories of trust, agency,
deservedness, and dignity.
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GUARANTEED INCOME PILOT DESIGN
Design elements
All guaranteed income pilots share a common commitment to prevention, harm reduction,
equity, and addressing the disproportionate impacts of racism, economic vulnerability, and
social marginalization. However, no two pilots are identical; each is designed to respond to local
needs. Guaranteed income pilots vary in priority population, disbursement amount, duration,
total budget, evaluation type, and administrative costs.
Guaranteed income is both basic and nuanced—availing flexibility and variability in different
communities. Yet, while all pilots are unique—operating at different scales, on different
timelines, with different priority populations, and offering different levels of optional wrap-
around services—they all share key design elements. These include:
• Program scale and scope (participant number and eligibility criteria)
• Program duration
• Payment amount
• Funding sources
• Participant outreach, recruitment, and engagement
• Interaction with existing benefits programs
• Program administration
• Additional supports and services for pilot participants
• Evaluation
Baseline goals and values
The recommendations for Contra Costa’s pilot design, goals, and intended outcomes utilize a
targeted universalism lens—i.e., honoring that we all deserve abundant resources to help us
lead healthy, fulfilling, and prosperous lives, but recognizing that we are all situated differently
with regard to the opportunities to secure these resources. This conceptual and pragmatic
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framework uplifts shared values and aspirations and encourages us to actualize their universal
attainment through strategic, equity-centered investments.60
Implementation of a publicly-funded guaranteed income program in our county is built upon
the following universal goal: All Contra Costa residents should have the resources and
opportunities they need to thrive. As documented in the previous section and throughout this
report, too many of our residents are struggling to get by, lacking sufficient and flexible
financial resources to sustain themselves and their families and thereby being forced to make
difficult choices to prioritize basic needs and navigate scarcity. This problem warrants a
targeted response. Guaranteed income is a promising policy pathway for local governments to
directly support and invest equitably in their residents so they can tap into more resources and
opportunities. This pathway reflects the model of mobility uplifted by the US Partnership on
Mobility from Poverty, in which agency, sense of belonging, and economic success are
interwoven.
While this universal goal is ambitious, and cannot be fully achieved through a small-scale pilot,
designing specific implementation strategies in its service moves us closer to universal
realization.61 These commitments also embed an infrastructure of care and recognition of
shared humanity into public policymaking and funding decisions, paving the way for
transformative changes that fortify our county’s collective well-being and affirm its diversity.
As Veronica, who participated in Cambridge’s RISE pilot said, “A step up for everybody is a
beautiful thing…Some people already have plenty of steps up already, but a step up for those
that really need it, that would be a really beautiful thing.” Targeted investments in those who
have less access to opportunity and stability build shared prosperity and yield universal gains
that lift up families, schools, and communities. Veronica’s statement aligns with the goals of
60 powell, Menendian, and Ake (2019) specify that “Targeted universalism is based on exploring the gaps that
exist between individuals, groups, and places that can benefit from a policy or program and the aspiration-
establishing goal. Targeted universalism policy formulations do more than close or bridge such gaps, but ultimately
clarify and reveal the barriers or impediments to achieving the universal goal for different groups of people.”
61 Critically, while a goal is universal, it can only be achieved through strategies that center diversity and account
for inequities. powell, Menendian, and Ake (2019) write, “Targeted universalism rejects a blanket universal
strategy, which is likely to be indifferent to the reality that different groups are situated differently relative to the
institutions and resources of society. It also rejects the claim of formal equality that would treat all people the
same as a way of ignoring difference— recall that universal strategies may not achieve universal goals. For this
reason, targeted universalism is sometimes referred to as “Equity 2.0”—a framework to realize the full potential of
pursuing equity. It embraces difference and disables any attempt to legitimize an inequitable status quo through
treating everyone the same, with the same solutions, and the same attention. With an unwavering commitment to
the universal goal, targeted universalism platforms require a diversity of strategies to advance all people toward
it.”
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California’s statewide pilot, which is intended to “disrupt poverty, advance equity, and support
the basic needs of recipients” (Governor Newsom, Press release, November 3, 2023).
The recommended goals for Contra Costa County’s guaranteed income pilot should include:
• Contribute toward poverty alleviation, housing security, and mental health
• Alleviate current financial hardship and economic volatility by providing an income floor
for a sustained period of time
• Promote pathways for mobility and resilience at the individual, family, and community
level to ensure diversity does not mean disparity in Contra Costa
• Increase financial assets and opportunities to build generational wealth
• Provide flexible resources that fill in the gaps of existing public assistance programs
Pilots often establish additional goals tailored to the needs and circumstances of the pilot
population, such as increasing the number of former foster youth who are stably housed or
reducing recidivism for the reentry population. Resident stakeholders and the selected pilot
evaluation partner can assist with defining parameters and metrics for additional indicators.
Intended outcomes
Projected and evidenced pilot outcomes vary significantly, depending on the pilot site’s goals,
the priority population and participants’ beginning circumstances, family contexts, and
individual aspirations.62 As a flexible tool, cash payments can be used to address specific and
variable needs, respond to emerging demands, and create the possibility for increased choice
and agency. However, it’s important to note that cash, and guaranteed income overall, is an
imprecise instrument if the intent is to achieve a single outcome for everyone. People have
62 Even within priority populations, additional parameters can target site-specific participants and outcomes. For
example, HOPE SF’s pilot-to-policy program, Place to Prosper, intentionally addresses anti-Blackness and
recognizes economic disadvantage. The program places “Black people at the core of a vision for racial justice with
the understanding that pulling the most marginalized to the center lifts up everyone.” (Wealth Building
Framework, 2021) The two-year place-based pilot deposits $750 monthly to 75 HOPE SF families with children
under five years old. Initiated in 2009, the Partnership for HOPE SF aims to introduce mixed-income communities
in four former public housing neighborhoods without the displacement of legacy residents; 45% of residents
identify as African American/Black in these neighborhoods and have a median household income of $15,000.
Potential outcomes from this pilot include increased parental economic stability through a sustained ability to
meet basic needs and improvements in child educational achievement and family well-being. The direct cash
transfers may also stabilize neighborhood displacement and enhance feelings of safety as defined by community
members themselves.
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varying needs and fluid circumstances, set against a broader landscape of barriers and
opportunities. For this reason, GI pilots should seek to advance some or many aspirational
outcomes for everyone rather than expect a uniform outcome for all.
California’s statewide guaranteed income program distributed funding over seven pilot sites to
“learn more about how guaranteed income can work as a supplement to, rather than a
replacement of, existing safety net programs”63 and specified that “Outcomes that will be
studied and evaluated include health and overall well-being, financial stress, employment, and
education. Some of these specific data measures will be consistent for all pilots and some will
be pilot-specific” (California Department of Social Services, Press release, November 3, 2023).
The program is part of the state’s steady embrace of more equity-driven approaches to
addressing pervasive economic insecurity and social welfare. The statewide program was
launched based on preliminary pilot findings and a relatively smaller handful of programs
throughout the state. Since that time, there has been tremendous growth in the
implementation, research, and advocacy of guaranteed income across California. This set the
stage for the legislature’s latest endorsement of guaranteed income as a tractable public
investment: Assembly Bill 2263.
Guaranteed income is not a panacea; it is not a singular solution to any social ill or individual
circumstance. Rather, guaranteed income is a potent strategy and pointed tool within a larger
vision of societal welfare that centers equity, prevention, and security. It lays a powerful
foundation and demonstrable springboard for meaningful and measurable change for
individuals, families, and communities.
After payments end, income volatility and other enduring realities may impact a resident’s
savings capacity and financial security. This reflects the fact that economic mobility is limited by
more than just a lack of cash, e.g., caretaking responsibilities, disability, structural inequities
63 The evaluation report on Los Angeles’s BIG:LEAP references the different approaches to guaranteed income’s
interaction with existing public welfare programs. Kim, Castro, West, Tandon, Ho, Nguyen, and Sharif (2024) state:
“Designing unconditional cash programs in the US historically revolves around an enduring debate about whether
or not GI should work alongside the safety net or replace means-tested benefits (Baker et al., 2020). Supporters of
replacing the safety net with cash, an idea espoused by Andrew Yang when running for President, base their case
on Milton Friedman’s proposal for the Seattle/Denver Income Maintenance experiments (SIME/DIME) in the
1970s, where the logic rested on replacing benefits with a negative income tax (Christophersen, 1983). This
approach was expected to improve efficiency, lower costs, and increase work incentives, but participants in
SIME/DIME refused to sign up for the program until they were assured they would not lose their benefits,
foreshadowing the ethical dilemmas of the present (Baker et al., 2020; Christophersen, 1983). In contrast, most
current GI programs follow the Stockton model, where unconditional cash is designed to work alongside the safety
net rather than replace it (Baker et al., 2020). The logic rests on mitigating the potential for pushing people further
into poverty when GI is not enough to offset the combined loss of public insurance, housing supports, subsidized
childcare, CalFresh, and myriad other benefits.”
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(such as the gender pay gap), and other determinants. No level of commitment, creativity, or
resources will make substantive progress on advancing economic equity and increasing the
wealth of low-income residents, and in particular, households of color, without attention to—
and scaled solutions for—addressing these critical realities and disparities.64 But guaranteed
income can and does provide direct relief and preventative resources in the present and create
pathways for opportunity and mobility in the future. And that is precisely what guaranteed
income pilots are achieving throughout the country.
Despite variability in participant context and the persistence of structural barriers and systemic
inequities, guaranteed income pilots in Contra Costa should seek to:
• Provide basic income for participating residents to meet essential needs, improve
financial security, and empower individual decision-making.
• Reduce racial and economic inequities in housing, health, income, and educational
opportunities.
Pilot administration and evaluation
The most common administrative structure for pilots involves three to four components:
• Government sponsor: County or city staff serve as anchors to provide programmatic
oversight and perform specific duties but may not necessarily be engaged in its day-to-
day administration.
• Implementing partner: Often a non-profit with existing ties to the priority population
serves as the agency responsible for administering the program. Responsibilities often
include program support, application collection, participant selection and enrollment,
and collaboration with other partners on outreach and communication. Some of these
tasks may also be performed by the government sponsor.
64 For example, many low-income people are saddled with debt in the form of medical bills, student loans, and
high-interest credit cards. That debt (let alone the structural conditions that foster it) does not necessarily
disappear as a result of an 18-month pilot. Magnolia Mother’s Trust participants surveyed in their alumni study
grappled with the reality that debt seemed nearly impossible to avoid in the context of limited income, dwindling
savings, and unexpected crises. This reality buttresses the need for more sustained forms and systems of support
that account for the glaring gap between wages and earned income on the one hand and the costs of living on the
other. These strategies and solutions cut across multiple policy and sector domains, from housing affordability to
healthcare provision to educational access, all of which significantly impact individuals’ and families’ capacities to
avoid debt.
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• Fiscal payment partner: In some programs, usually when an implementing partner or
the municipality does not have the capacity to administer the financial components, an
additional funding or fiscal payment partner is engaged.
• Research/evaluation partner: These range from university-based research centers to
smaller organizations specializing in community data gathering. Some pilots also blend
the two: layering a larger institutional evaluation with a community-based research
approach.
Outcomes evaluation
Pilot evaluations communicate the individual outcomes and collective benefits derived from
unrestricted, unconditional cash support. Varying survey instruments allow for data to be
captured on participant- and family-level outcomes. These gauge quantitative effects, e.g.,
impact on rent burden or ability to pay bills on time, along with outcomes that are more
nuanced, aspirational, or affective, such as hope and goal-setting.
While it is true that individual pilot findings help build the case for a broader commitment to
guaranteed income, including at the state level, program evaluation should be shaped to
contribute meaningfully to improving local residents’ lives. Since the request for funding a pilot
in Contra Costa is presented as part of a larger project to strengthen our social safety net, the
evaluation should optimally be conducted such that the findings can present avenues where
policy and programmatic changes could institutionalize some of the strongest benefits to
residents. Specifically, we hope that evaluation questions and results will help generate ways to
expand accessibility and reduce barriers to public benefits and resources as well as suggest
opportunities to reimagine and widen our safety net. This expectation is in line with the
recognition that while the number of residents who will be directly impacted by this pilot is
relatively small compared to the number of those who would be eligible for it, the evaluation
should have significant and sustained influence on future program design, policy decisions, and
fiscal allocations.
Quantitative data on participant demographics, spending, and other indicators can help inform
baseline, interim, and final reporting, but it is also vital that other dimensions of well-being are
reflected through qualitative tools that document lived experiences and participant stories. As
reflected by the expansive definition of well-being and mobility proposed by the US Partnership
on Mobility from Poverty (documented in Figure 1), evaluated indicators should also account
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for the extent to which guaranteed income affected feelings of self-determination, agency, and
a sense of belonging and community connectedness.
Evaluation costs are variable and differ across sites. Fees are dependent on a number of factors,
such as project scope and length, decision to include co-principal investigators, research design
decisions, amount and type of data collection, associated travel costs, and other factors.
Evaluators typically meet with potential partner sites to assess these factors and then craft a
budget that is both responsive to the site’s needs and supports a rigorous evaluation. Some
pilots partner with a local firm or university, others pursue a randomized controlled trial with a
national research center, while yet others design an evaluation process with their participants
or a resident advisory board.
Enhancing participant success and support through resource connections and services
People need cash and resources beyond cash. Thoughtfully-designed pilots wrap opportunities
for services and support around participants. In fact, many pilots report in their quantitative
data and participant stories that the addition of optional services and supports boosts uptake
and effectiveness, providing compelling evidence that individual choice and agency matters,
and that people avail themselves of resources when aligned with their needs, goals, and
capacities. Many participants across different populations and pilot types are eager to tap into
these additional resources and supports. As one Magnolia Mother’s Trust participant said, “If
you’re gonna be in it, don’t just be in it for the finances, be in it for all the resources that you can
get out of it. If you need a therapist, get that out of it. If you need help parenting, get that out of
it, you know, like use all the resources you can.” In a society where resources and opportunities
are so stratified, programs that render them more accessible both serve a broader public good
and amplify individual agency.
Pilots have offered workshops on investing, taxes, real estate, starting a business, saving for
college, budgeting, building credit, parenting, child care, and career exploration. Their intent
moves beyond helping participants leverage their pilot payments to help set them up for long-
term success by clarifying needs and establishing viable goals. In this respect, the pilot becomes
a bridge to other services that can help participants plan for the future and actualize self-
directed pathways toward greater well-being and stability. For example, Los Angeles County’s
Breathe pilot pairs former foster youth with coaches who provide them with support to
optimize their benefits and develop their talents and assets. Many have used the combination
of stable financial support with coaching to think bigger and go farther, returning to school or
launching their own businesses.
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County residents who attended the Contra Costa Guaranteed Income Working Group
community forums and focus groups relayed that income volatility is a huge concern and major
stressor that directly inhibits their ability to make calculated budget decisions. This scenario is
common across the tens of thousands of pilot participants to date. Against this landscape,
guaranteed income has presented many people with their first opportunity to practice financial
planning and build financial literacy. Because GI pilots provide a fixed and consistent amount of
money each month, pilot participants have predictable cash flow to plan and budget with. This
novel context has opened doors to active goal-setting, savings opportunities, unique
celebrations of special occasions, and much more.
Reflecting on her experience, one of the mothers in the Magnolia Mother’s trust pilot said that
“It [the pilot] really taught me how to budget and that’s one thing I can honestly say that I got
from that. I never knew how to before then.” The MMT experience inspired parents to offer
their children opportunities to practice financial responsibility. One mother was able to give her
child an allowance for the first time and teach them about saving. The children also shared that
they gained greater awareness about managing money, how to make sound financial decisions,
and the importance of saving. Anecia, a Cambridge RISE participant said, “[To] set new goals,
like I mean I think with the money it just has opened my eyes to really just get like focused on
home buying or something else for me and my kids. And it just caused me to look at my budget
more and just be more aware of my spending altogether.” Their reflections attest to the fact
that, as with many things in life, practical experience is the best teacher. This assertion has
been backed by empirical research. In a meta-analysis of existing papers and studies on
whether financial education improves financial literacy or personal financial outcomes,
Hastings, Madrian, and Skimmyhorn (2013) find that “Most individuals cite personal experience
as the most important source of their financial learning, which suggests reverse causality —
that experience creates literacy, not the other way around.”
Guaranteed income’s unconditional approach does not preclude incentivizing participation in
evaluation surveys, trainings, workshops, and other optional programming and services, and
pilots routinely offer additional payment incentives for evaluation survey completion and/or
enrollment in additive workshops. Most pilots contract with providers and/or hire a coach to
enhance services and supports for participants, such as the California Abundant Birth Project,
which recently launched an expansion site in Contra Costa, and offers participants an
abundance coach. LA County partnered with a local provider who offered benefits access, job
training, and workforce-based services. Eighty percent of participants have engaged in these
programs and services since the pilot began. CoCo Go Big offered an array of supports and
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services to pilot participants, including one-on-one and small group coaching, civic advocacy
training, and financial planning. ELEVATE Concord is embedded within Monument Impact’s
extensive network of services and supports, which provide additional touchpoints and access
pathways for participants, and as indicated earlier, have enhanced the pilot’s derived and
sustained benefits.
In addition to coaching, the Arlington’s Guarantee program advocate provided active listening
and warm handoffs to the Department of Human Services community assistance team and
other community resources. This resulted in at least 678 documented referrals for assistance
with food, employment, and more. Lastly, like most pilots, the Polaris Resilience Project
requires benefits counseling at the outset so participants understand any impacts or
disruptions that may occur as a result of their enrollment in the program. Project staff also
focus on providing referral pathways that are specific to the needs and circumstances of the
population they serve.65
Wraparound scaffolding is a best practice that enhances participants’ self-sufficiency and
connectedness, providing additional stability mechanisms that can help them throughout the
pilot period and after it concludes. Regardless of their enrollment in additional services, pilot
participants continue to receive the guaranteed income cash payments.
Ensuring a soft landing for participants
When pilots end, the sunset and transition process should be carefully planned and
communicated to participants. Many pilots offer aftercare support, connecting participants
with continued services and resources like employment assistance, educational opportunities,
and/or long-term housing programs such as rapid re-housing or permanent supportive housing
to ensure they sustain progress and gains made during the pilot. The goal is to provide a net,
bridge, and boost that positions people to achieve lasting stability long after pilots conclude.66
65 The Polaris Resilience Fund supports survivors of human trafficking. The program’s director describes the
referral pathways as follows, “Polaris’s vision is focused on more than momentarily alleviating the economic
situation of trafficking survivors, it is focused on long-term stability. That’s why, through collaborative efforts with
trusted allies, we are working to establish referral pathways for survivors who encounter barriers to financial
inclusion. Together, we are addressing the myriad challenges faced by survivors, building a resource ecosystem
that benefits them, and fostering lasting systemic changes.”
66 The following quotation reflects how one participant used guaranteed income as both a bridge and a boost—as
a springboard to opportunity, juncture for reflection, and path to greater self-sufficiency: “The program gave me
that head start that I needed…It was only $1,000 a month, but with the 2,000 a month I was making off of my job,
it made me know, Well, this much is what I need to not have to get a loan to still be able to provide for my family.
I've always had a goal of not being on any type of SNAP benefits for too long. It's supposed to be temporary to until
I can get on my feet. I was like, Okay, so this is the amount of income I need in order to not need government
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It’s also worth noting that believing in the dignity and agency of participants means believing
that they understand the pilot’s timebound nature. Part of responsible onboarding is reviewing
all aspects of the pilot with participants, from offering benefits counseling and potential
impacts as a result of participation to ensuring they have access to supports if and when they
need them post-pilot. Qualitative research shows that participants are considering how to best
use the additional income during the period they receive it in order to set themselves up for
future success. Providing unconditional cash at a critical time is a way to meet people where
they are with maximum flexibility and agency, bolstering goal-setting and enabling new chances
and choices.
Mothers in MMT’s first three cohorts acknowledged the difficult choices they faced when the
GI payments ended. Yet, despite these challenges, many adapted by devising creative ways to
integrate some of the pilot’s opportunities into their post-pilot budgets. For example:
• One mom shared that even though she can no longer afford her child’s involvement in
athletic teams, she now takes them to the public gym to play sports.
• Others resolved that, though their ability to travel with their children is now limited,
they can still do it at a more manageable and affordable frequency.
• While out-of-town getaways are no longer affordable, one mom shared that they now
have a routine family night where she and her children spend quality time together
(Moore et al., 2023).
As noted earlier, it is both unreasonable and undesirable to expect guaranteed income, or any
financial support program for that matter, to (re)solve numerous structural and systemic
barriers and personal limitations that many of face in their quest to lead healthy, stable lives
and care for their families. This recognition is the crux of reimagining the safety net, i.e.,
building more robust, reliable, flexible, and holistic systems of care and accountability that
promote opportunity, mobility, and well-being for all. In an interview that aired on CNN’s The
Lead on July 30, 2024, a Denver Basic Income Project participant was asked, “Has having this
money changed the way you think about the future?” to which she replied, “It’s provided a
future for me and my family.” Over the course of the pilot, the family moved out of their vehicle
and into stable, independent housing.
assistance. It was the head start that I needed or just an opportunity that I needed to get me to the next step, and it
made me work even harder…Then as far as my mental health, I was less stressed. It made me realize how much
finances play a part in your overall mental state. If you have it and you know that your needs are being met, you're
a little less stressed” (Moore, et al., 2023).
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RECOMMENDED PILOT ELIGIBILITY REQUIREMENTS AND PRIORITY
POPULATIONS FOR CONTRA COSTA COUNTY
Population selection criteria and methodology
The following eligibility criteria will ensure that the pilots’ benefits are focused on Contra Costa
residents:
• Must be Contra Costa resident, regardless of immigration and housing status
• Must maintain Contra Costa County residency throughout the program
• Selected participants cannot be concurrently participating in another GI program
As discussed previously, while guaranteed income pilots are intended to provide participants
with a basic financial floor, they are not universal in scope. Rather, GI pilots are intentionally
designed to address our country’s pronounced disparities in economic prosperity and wealth-
building, the origins and effects of generational poverty, the lived realities and collateral
consequences of racial discrimination, and the systemic under-resourcing of low-income
communities and communities of color.
Population selection methods are variable; some pilots administer an open application process,
where community members are invited to apply and notified of eligibility criteria; other pilots
draw from a predetermined sample group, e.g., a housing voucher pool. Beyond basic criteria,
there are often additional screens, weighting, randomization, or carve-outs to ensure equitable
representation across target AMIs (area median income), zip codes, or neighborhoods.67
67 South San Francisco adopted a rigorous and thoughtful model to ensure equity in its selection process. They
created multiple tiers and applied a points system to rank and prioritize the greatest needs. The first screen was
delineated by four tiers. Tier 1 was designated for applicants with household income at or below 30% of AMI and
ineligible for public benefits. Tier 2 was for applicants with household income at or below 30% of AMI but eligible
for public benefits. Tier 3 was for applicants with household income at or below 50% of AMI and ineligible for
public benefits. Tier 4 was for applicants with household income at or below 50% of AMI and eligible for public
benefits. Eligibility for public benefits referred to the applicant himself/herself and not to family members. To
further differentiate the level of need within a tier, a points system based on four factors was calculated and used
secondarily for each applicant; these are factors that are understood to increase the risk and likelihood of
remaining in poverty: 1) households with minors in their home, 2) single parents of minor children, 3) residence in
a low-income census block group, or 4) Foster Youth aging out of care. Each applicant was assigned one point per
risk factor. All 131 individuals in Tier 1 were invited to the program. With 160 spots available in the program in
total, 29 individuals from Tier 2 with the greatest number of points were invited to participate. No individuals from
Tiers 3 or 4 were included in the program. Of note, by including residence in a low-income census block as a
consideration, the program was acknowledging that high concentrations of poverty have a reinforcing effect on
the neighborhood in terms of reduced funds circulating in the economy, opportunities for economic or educational
attainment, limited services and generally a more challenging climb to economic stability. The administrators of
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Many pilots prioritize populations where small investments at critical life stages or thresholds,
particularly those that are potentially destabilizing, can make large differences in promoting
positive outcomes. California’s statewide pilot (focused on pregnant moms and former foster
youth), Santa Clara County’s four priority populations (former foster youth, unhoused high
school seniors, community members returning from incarceration, and young parents),
numerous pilots throughout the country, and data emergent from experimenting with cash and
flexible subsidies to augment social services have highlighted the preventative mechanism of
guaranteed income.68 Whether a bridge, boost, or band-aid, stable financial support for a
defined period can help individuals and families with critical, time-sensitive assistance to
address acute suffering; prevent negative outcomes; and promote security, health, and well-
being. Our priority population recommendations align with this approach.
Priority population recommendations
As noted above, our recommendations are informed by an emphasis on guaranteed income as
an upstream investment; findings and promising pathways gleaned from nationwide pilots; and
extensive local data on economic needs, circumstances, and disparities. They also align with the
emphasis on protecting vulnerable residents reflected in the Measure X ballot language. We
therefore recommend prioritizing the following four populations:
• Youth transitioning out of foster care
• Residents who are unhoused or unstably housed
• Residents returning to the community after incarceration (Note: The Community
Advisory Board to the Community Corrections Partnership has recommended the
allocation of $1 million in AB 109 excess funds to launch a guaranteed income pilot for
Los Angeles’s BIG:LEAP pilot used quota sampling to determine the number of available treatment and control
group participants by council district. Per the city’s directive, the first step of quota sampling was to allocate
available slots by the proportion of eligible residents in each district that account for the city’s overall poverty rate
(16.6%). For example, Council District 1 contained 9.8% of Angelenos living in poverty (rather than having a 9.8%
poverty rate itself). Supported by the city’s general fund, this led to allocation of more slots to districts with a
greater number of lower-income Angelenos. In step two, Council Districts 6, 8, 9, and 10 invested discretionary
funding to provide additional slots. Thus, for each $12,000 ($1,000 per month x 12 months) of additional funding
provided by a council district, one additional slot was allocated to that council district. Post-hoc, several districts
had difficulties meeting enrollment targets. Where those slots remained open, they were re-allocated to the
districts that invested additional funding.
68 Evidence of sustained traction and collaboration in this domain is supported, e.g., by the establishment of a
nationwide Mother and Infant Cash Coalition, which brings together various pilot programs across the US who are
designing, implementing, and/or evaluating cash transfers focused on the pregnancy/postpartum period.
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community members returning from incarceration. We strongly support that
recommendation.)
• Residents with children ages 0-669 (due to the proven importance of early intervention
and emphasis of Measure X ballot language) who are experiencing significant financial
hardship, factoring local cost of living into eligibility criteria. Note: Income-based
eligibility criteria vary greatly by region. Multiples of Federal Poverty Level (FPL) or AMI
are common, and criteria are often constructed to reach individuals and families who
may be ineligible for various public benefits but are still struggling to make ends meet
and/or earning less than what is needed to afford the basic necessities of housing, food,
childcare, health care, and transportation in their locality.
The following sections provide a brief description of the considerations, context, and rationale
for each population. Note: They are not sequenced in any rank order.
Youth transitioning out of foster care
Following Santa Clara’s lead, other jurisdictions, including Alameda, Los Angeles, San Francisco,
and San Mateo counties, have prioritized guaranteed income pilots to support youth aging out
of the foster system. This population often has a history of trauma and disrupted education and
a high risk of negative outcomes, including economic insecurity and homelessness;
approximately one in five become homeless the moment they age out of the system. In Contra
Costa, 15% of the 2,843 adults experiencing homelessness represented in the 2024 PIT Count
were former foster youth. Leaving the foster care system can often represent a destabilizing life
transition, exacerbating the urgency of critical support.
Young people have a range of needs, many of which are vital to launch them into the next
phase of their lives. When youth age out of the foster care system, they are often abruptly
disconnected from services and supports they have had in place for quite some time.
Guaranteed income is a bridge to help guide them toward greater financial security and,
ultimately, greater self-sufficiency, so that they can pursue their next chapter and successfully
transition toward promising futures.
Former foster youth are particularly well-poised to benefit from a steady stream of financial
support at this critical life threshold. A period of 18 months is enough time to pursue an
apprenticeship, finish college, or find housing. Because only a relatively small number of foster
69 The age range of 0–6 reflects eligibility for families who are either currently pregnant or care for children
through the age of five.
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youth age out of the system each year in Contra Costa, this pilot could be universally available
to a cohort of recently aged-out youth, as was the case in Alameda County’s pilot. The average
foster youth exit per year in Contra Costa County from 2014–2023 was 74 individuals (Contra
Costa Employment and Human Services, July 2024). There is also the possibility of using the
county’s Foster Youth for Independence (FYI) voucher program as a population pool.
Participants in Santa Clara’s first cohort increased enrollment in school and engagement in full-
time employment and reduced their rent burden, among other strong successes. The promise
of this pilot paved the way for the county’s exponential investments in this strategy. To date,
Santa Clara County has broadened their pilot programs to allocate more than $12 million in
public funds for cash payments to over 400 individuals from vulnerable groups, including high
school seniors experiencing homelessness, young parents, residents returning to the
community after incarceration, and a second cohort of former foster youth.
In May 2021, the Los Angeles Board of Supervisors directed the establishment of a countywide
guaranteed income pilot program, Breathe, to support 1,000 residents for three years by
providing them $1,000 per month. Breathe launched in March 2022 and completed enrollment
in August 2022. Subsequently, on April 4, 2023, the Board voted to expand Breathe to include
200 former foster youth served by the Department of Children and Family Services (DCFS).
Breathe’s expansion launched in August 2023 and completed its enrollment a month later and
is providing $1,000 monthly payments to 200 youth for two years. In August 2024, LA County
further expanded the program by using Board-allocated existing Breathe program funding and
DCFS funds to serve an additional 2,000 non-minor dependents in foster care between the ages
of 18 and 21. Based on the success of its BIG:LEAP pilot, the City of Los Angeles is now
considering funding a pilot for this population, as are Washington State and other jurisdictions.
More sustained attention is being paid across the country to providing supports for youth
transitioning out of the foster care system and preventing them from entering into it in the first
place. For example, the Protecting America’s Children by Strengthening Families Act, which
recently passed the House of Representatives, includes two relevant provisions:
• Improves outcomes for youth transitioning from foster care, including by allowing foster
youth up to age 26 to be eligible for services and incorporating lived experience in the
state planning of child welfare plans
• Supports the expansion of evidence-based services to prevent child abuse and neglect
and ensures children are not separated from parents solely due to poverty-related
neglect.
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The Guaranteed Income for Foster Youth Act represents another example of critical advocacy
for this unique population at the federal level and reflects widespread recognition that financial
security is foundational for a smooth transition and bridge to success.
Unhoused or unstably housed residents
Abundant research links affordable and stable housing with positive individual outcomes and
numerous societal benefits. It reduces homelessness, lifts people out of poverty, and improves
health outcomes (Lubell, Crain, & Cohen 2007). It improves youth educational outcomes and
long-term earnings and reduces the likelihood of criminal justice involvement (Andersson et al.
2016; Fischer 2015; Cunningham and McDonald 2012). Affordable housing can help maintain
aging adults’ health, daily functioning, quality of life, and independence (Spillman 2012).
Conversely, housing instability and homelessness pose significant physical and mental health
challenges, from elevated rates of childhood and chronic disease and mortality, to high blood
pressure, diabetes, stress, depression, anxiety, substance use disorder, and suicide. Within the
volatile and vulnerable context of housing insecurity, even a minor health problem can lead to
deleterious effects, impacts which can persist across generations and present a significant
public health crisis (The Network for Public Health Law, 2021). Across life dimensions and
demographics, it is undeniable that safe, stable, and affordable housing is a critical bedrock.
Across the United States, the number of households spending a disproportionate amount of
their earnings on housing is at historic highs—and that is nowhere more visible than in high-
opportunity, high-resource coastal regions, like the Bay Area. This high level of housing burden
is ultimately unsustainable and has been one of the principal inflows into our state’s region’s
homelessness crisis. Reid (2021) asserts, “At its core, homelessness is a problem of poverty and
housing affordability. While the pathways into homelessness are complex and can be
intertwined with both individual risk factors (such as mental health or substance use) and
structural harms (such as interactions with the criminal justice system), homelessness in the
Bay Area is a direct result of systemic flaws in the region’s housing and labor markets. The
combination of high housing costs, low wages, and the lack of a robust social safety net
promises a steady stream of new individuals and families being forced out of their homes and
into motels, cars, or tents.” This urgent landscape calls for bold strategies and cross-sector
solutions.
In the past five years, California has spent an unprecedented $24 billion to address
homelessness, yet the number of unhoused Californians has actually increased by
approximately 30,000 people during that time frame (Onahian, 2024). While the factors that
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drive homelessness and housing insecurity are complex and intersectional, it’s worth noting the
findings related to financial circumstances in the 2023 University of California San Francisco
Benioff Homelessness and Housing Initiative Study, the largest representative study of
homelessness in the United States since the mid-1990s. Of the 3,200 people surveyed, 70%
stated they could have avoided homelessness for a sustained period if they had an additional
income of $300-500/month. Even if the cause of homelessness was multifactorial, participants
believed financial support could have prevented it. This finding correlates with the impact of
structural labor market conditions—a significant number of jobs fail to pay a living wage—and a
scarcity of affordable housing that scales with many workers’ wages. The Bay Area’s
homelessness crisis is certainly a complex issue, but it is inextricably tied to financial security, or
lack thereof, and limited opportunities for economic mobility and housing options.
Many cities and counties are experimenting with guaranteed income to help individuals and
families achieve housing stability, including Austin, Chicago, San Francisco, San Mateo, Santa
Clara, Virginia, and Contra Costa. There is also a large-scale pilot being conducted across several
Bay Area counties to evaluate how direct cash support can increase the housing and financial
security of people exiting rapid rehousing. Numerous pilots sit alongside integration of direct
cash supports in existing public benefits programs. All of these diverse yet linked interventions
are intended to prevent homelessness and displacement and promote long-term stability.
One of the earliest pilots to assess the impact of direct cash on housing security was launched
in 2018 by the Foundations for Social Change, in partnership with the University of British
Columbia. The New Leaf Project in Vancouver, Canada provided 50 people aged 19–65 who
were experiencing homelessness with a one-time cash transfer of $7,500 with the goal to
“empower individuals to move beyond homelessness.” Results showed that cash recipients
moved out of homelessness faster than the non-cash group, and that the cash led to reduced
reliance on social services. Their ability to secure stable housing saved the shelter system
$8,100 per person, or $405,000 over the course of the entire year. This pilot spurred further
discussions about the efficacy of direct cash as a potent preventative mechanism and cost-
savings measure.
The Denver Basic Income Program (DBIP) is a pilot serving adults experiencing homelessness.70
The program recruited participants through a diverse pool of local service providers. Eligible
70 DBIP intentionally adopted a broad definition of homelessness which includes individuals without fixed, regular,
and adequate nighttime residence, which includes the following: living in motels, hotels, camping grounds due to
lack of alternative accommodations, sharing housing due to loss of housing, economic hardship, or similar reason,
living in cars, parks, public spaces, abandoned buildings, living in emergency shelters or transitional shelters,
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DBIP participants were divided into three groups: Group A participants received $1,000 a
month for 12 months; Group B participants received $6,500 upon enrollment and $500 a month
for the subsequent 11 months; Group C participants received $50 a month for 12 months.
Through extensive survey data collection, the program sought to determine the impact of
guaranteed income on the following outcomes: housing, financial well-being, health, family and
social networks, and public service interactions.71
In general, housing outcomes improved at a similar rate for participants in all three groups.
Across payment groups, between 43% and 48% of participants reported having their own house
or apartment at the last survey point. In addition, for all participants, the proportion living in
housing they considered to be stable more than doubled, from about 20% to 50%. The number
of participants in Groups A and B in unsheltered locations decreased by half. Notably,
participants in Groups A and B reported an increase in full-time work, whereas Group C
participants reported a decrease. The estimated public sector cost savings for various service
interactions for all 342 participants included in the analysis totaled $589,214.72
The Trust Youth Initiative (TYI) was the first study on the effectiveness of direct cash transfers
(DCT) with optional supportive services for youth experiencing homelessness. The program was
first implemented in New York City in 2021 and served 30 youth (ages 18–24) experiencing
housing instability with direct cash transfer payments of $1,100 per month for up to two years,
as well as a one-time transfer of $3,000. It expanded to Baltimore and three communities in
Oregon and has since launched a pilot in San Francisco, with an initial $2 million investment
from The City of San Francisco’s Department of Homelessness and Supportive Housing. This
program will provide participants with monthly cash payments of $1,500 for up to two years,
people whose nighttime residence is a public or private place not designed for, or ordinarily used as, a regular
sleeping accommodation (Brisson et al., 2024).
71 Notably, the DBIP elected to gather final survey data at the 10-month mark rather than the 12-month mark to
mitigate capture of participant perspective related to the potential “cliff effect” of program termination.
72 Interactions included in the analysis were: 1) emergency room visits in the past six months;
2) hospital nights in the past six months; 3) ambulance trips in the past six months; 4) times in
jail in the past six months; 5) jail nights in the past six months; 6) emergency shelter nights in
the past six months; and 7) drug or alcohol treatment center nights in the past six months.
Group A, on average, had the highest cost savings for emergency room visits ($59,000), hospital
nights ($60,000), and ambulance trips ($14,000). Participants in Group C, on average,
demonstrated the largest cost savings in jail nights ($75,000), times in jail ($358) and shelter
visits ($88,000). Participants in Group B, on average, had the largest cost savings in drug or
alcohol treatment center nights ($36,000). Substantial cost savings in homeless shelter visits for
participants in all three payment groups ranged from $71,000 to $88,000 (Brisson et al., 2024).
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alongside a one-time transfer of $4,500 to support youth-defined goals to successfully exit
homelessness.
In December 2022 Santa Clara launched a two-year pilot that is providing $1,000 a month to
150 extremely low-income families experiencing homelessness or housing instability; half were
referred by Santa Clara County’s coordinated entry system and half were East San Jose families
referred by ¡Sí Se Puede! Collective. The project design includes a research component
anchored by the Benioff Housing and Homelessness Initiative to gauge the effectiveness of a GI
program as a homeless mitigation strategy.73
The use of direct cash to promote housing security and prevent homelessness is currently being
practiced in Contra Costa. In a program funded through the Tipping Point Community, the RYSE
Center is providing eligible youth and young adults on the verge of experiencing homelessness
with a one-time influx of cash, paired with youth-driven supportive services, to stabilize their
housing situation. RYSE is supported by referrals from the Community College District.74 This
program is part of a broader movement to center prevention in the homelessness response
system and recognize the pivotal role that direct and meaningful financial support can play in
stabilizing and keeping people from falling into prolonged periods of crisis.
The Urban Institute’s report “Guaranteed Income as a Mechanism for Promoting Housing
Stability” aggregated findings from pilots that have prioritized the unhoused or unstably housed
population and/or studied how guaranteed income contributes to housing-related outcomes
(Bogle et al., 2022). The authors’ conclusions align with pilot spending data that show a
substantial percentage of households use their guaranteed income payments to cover housing
73 Faced with seemingly intractable and rising levels of homelessness and housing insecurity, and the associated
public health and safety impacts, numerous cities and counties are following Santa Clara’s lead and exploring new
approaches and solutions. For example, the City of Somerville (MA) just launched a pilot that will serve
approximately 200 households with $750/month. Ellen Shachter, Director of the Office of Housing Stability, stated,
“We need to use every tool in the box—and then invent more—to continue to address housing affordability, and
housing affordability is at the heart of so many other wellness factors from time with family to mental health… My
office sees families in difficult housing situations every day. The Somerville Guaranteed Basic Income Pilot gives us
one more way to get vital support into the hands of families who need it right now and to test this model for
longer-term solutions” (Mayor Ballantyne, City of Somerville Press Release, March 20, 2024).
74 According to the Hope Center for College, Community, and Justice at the Lewis Katz School of Medicine at
Temple University (2023), three in five college students do not have enough to eat or a stable place to live; basic
needs insecurity is a clear barrier to degree completion and obstacle to social mobility. In their 2023 basic needs
survey of students at Contra Costa College, Diablo Valley College, and Los Medanos College, Hope Center found
that 67%, 54%, and 53% of respondents at each institution experienced at least one of the following: food
insecurity, housing insecurity, or homelessness, respectively.
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costs. Insights from their research review and policymaker interviews suggest that strategically-
applied cash relief could:
• Offer renters facing one-time or sporadic housing shocks more flexible access to housing
support. A substantial number of first-time homeless are experiencing short-term
financial shocks due to financial setbacks like job loss, divorce, or health crises. Given
this context, cash may be the most efficient mechanism for stabilizing households who
struggle to pay rent on a transitory or intermittent basis. This could, in turn, relieve
stress on emergency solutions like homeless shelters and transitional housing.
• Provide more flexibility and dignity to any renter in need of housing support.
• Reduce exposure to voucher discrimination and offer more housing choices to
marginalized populations.
• Provide increased housing access to excluded workers.75
• Offer more efficient and cost-effective housing help to those with current urgent needs.
Contra Costa County’s racial disparities in income, ability to meet basic needs, and housing
stability are directly reflected in the demographics of those served by our county’s Continuum
of Care. Over the past five years, there has been increased usage by multiple vulnerable
populations, with African Americans overrepresented fourfold in usage (Health, Housing, and
Homeless Services, 2024). During 2023, Contra Costa’s Continuum of Care served 9,632
households (14,002 individuals) reflecting a 28% increase from 2019. Even with a 26% increase
in Contra Costa County’s temporary and permanent housing beds since 2023, the county
cannot meet the high demand and surging need for stable and affordable housing. The most
recent PIT count revealed that there are still over 1,000 residents on a given night who do not
have access to a shelter bed if they wanted or needed one.76
75 Bogle, et al. (2022) define excluded workers as individuals who “because of their immigration, tax, or formerly
incarcerated status, are typically excluded from accessing housing and other federally funded public benefits,
including even short-term emergency rental assistance. Exclusionary federal eligibility policies are common for
these populations, whether or not a national emergency is occurring. For example, because of the reality of and
confusion over public charge rules, many immigrant families are prevented from accessing public benefits, housing
or otherwise, even though millions of undocumented workers in the US pay federal income taxes.”
76 The PIT Count excludes people staying in hotels, living with friends, or in jails and hospitals.
Additionally, some subpopulations are more likely to be undercounted than others, e.g., youth,
and the count’s timing (in January) also presents obstacles to an accurate, representative tally
(Lee, Leonard, & Lowery, 2021). Service utilization data expands insights and data on people
experiencing homelessness, but not everyone who is experiencing homelessness seeks services.
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As of July 1, 2024, there are 2,014 households active on Contra Costa County’s community
queue in need of housing assistance of some kind.77 Given the overall limited resources and the
prioritization of those experiencing chronic homelessness to receive them, many residents who
are experiencing short-term or incidental housing insecurity risk falling into a prolonged
episode because they cannot access the short-term assistance they need at the time they need
it. In other words, triage often comes at the expense of prevention. To keep individuals and
families housed, prevent episodic homelessness and displacement, and reduce exposure to the
negative health impacts that accrue with sustained homelessness, it is imperative to prioritize
and fund early interventions.78 And, it is evident that early intervention works, based on results
of prevention programs nested within the County’s coordinated entry system; in FY 23–24, 391
households were served, with 340 total exits, of which 337 (99%) exited to temporary or
permanent housing.
The County’s Health, Housing, and Homeless Services facilitates Contra Costa County’s
Continuum of Care (CoC), which is designed to assist individuals and households experiencing a
For these reasons, among others, the PIT Count is widely interpreted as an undercount of those
actually experiencing homelessness or housing insecurity.
77 The Community Queue is a list of households (individuals or families) who are experiencing homelessness who
have been assessed for housing needs, organized by Standardized Assessment score and a community’s
prioritization policy, which contains basic eligibility information. The list is generated by HMIS to facilitate
coordinated entry for housing placements and referrals.
78 All Home’s Targeted Prevention Fact Sheet (2024) maintains that “Homelessness
prevention…can be a powerful part of a larger strategy to address homelessness, reducing the
number of people who need shelter and crisis services, and using limited resources more
efficiently and equitably. Financial assistance and services are flexible and highly individualized,
based on what each household needs to stay housed and build stability. All Home’s program
data indicates that households need an average of about $6,000 in direct financial assistance
(not including other program costs, like services) to stay housed. Between 2020 and 2022, All
Home’s targeted prevention pilots distributed a total of over $80 million in federal rent relief,
philanthropic, and public resources. Nearly 98% of recipients had incomes below 50% AMI,
more than one-third had previously experienced homelessness, and almost 80% identified as
people of color.” Additionally, apropos the release of Part 2 of HUD’s annual homelessness
assessment report (AHAR), the authors state that, “Taken together, these reports [Parts 1 and
2] show that when our nation provides large-scale investments in programs that prevent
housing loss and that support the re-housing of people experiencing homelessness, we can
attenuate the number of people experiencing homelessness even amidst worsening housing
needs. They also show what happens when we stop investing in these interventions:
homelessness rises. We hope this report inspires greater action to continue to invest in and
implement solutions that can help more Americans avoid having to experience the tragedy and
indignity of homelessness” (HUD, 2024).
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housing crisis by providing the housing and/or services needed to help them retain housing or
move into transitional and permanent housing, with the goal of long-term stability. The CoC’s
ten program models fall under three categories: prevention and diversion, crisis response, and
permanent housing, with crisis response the largest category of service. Some of the ten
program models within these three categories could be used as touchpoints to generate a pilot
population or eligibility pool from which to randomly select participants, for example, direct
cash support could be used as prevention/diversion and/or as an additive to support a smooth
transition from rapid rehousing to permanent housing.
The CoC’s Rapid Rehousing (RRH) Program integrates short-term financial assistance with
services and case management to help those experiencing homelessness get quickly re-housed
and stabilized. In 2023, the RRH program exited 38% of households to permanent housing. It is
well documented that our region faces unique and significant barriers and limitations to
constructing and preserving affordable and equitable housing opportunities, but despite these
structural constraints, it is worth considering whether additional, flexible cash support for those
exiting rapid rehousing would produce better, more sustained positive outcomes. The “Health
Currency” pilot program is investigating this very question in five counties: Alameda, Santa
Clara, San Mateo, San Francisco, and Santa Cruz. The pilot will be conducted as a randomized
controlled trial to test the effect of unconditional cash transfers on the housing stability,
earnings, healthcare interactions, arrests, and employment status of those exiting rapid
rehousing programs.
Abode Services, an organization based in Fremont, California, has been offering rapid rehousing
programs for thirteen years. Faced with evidence of a decrease in effectiveness of this
intervention, Abode convened a focus group with former RRH participants to identify new
strategies. Many participants expressed the need for additional, unconditional financial support
in the months after exiting homelessness. In response, Abode launched “Health Currency,” a
program to support those exiting RRH with monthly cash payments for 12 months. They will
randomly give 1,100 households 12 monthly, unconditional payments on reloadable, no-fee
debit cards. The payments will total $13,000 for individuals and $16,000 for households with
children; families will receive on average $1,333 a month. It’s important to specify that even
though these are intended to support people with housing costs, they are fundamentally a
guaranteed income, in that the payments are unconditional and unrestricted. Through honoring
the flexibility and agency at the core of the GI movement, these programs demonstrate that
direct cash is the currency of care. They also illustrate how the existing safety net can be
amplified by integration of flexible cash support. Adrienne Sabety, a health economist and
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assistant professor of health policy at the Stanford School of Medicine asserts, “Health Currency
builds on the existing body of work by focusing on a novel suite of outcomes and creating an
intervention that gives policymakers, researchers and practitioners a practical way to embed
unconditional cash transfers into the existing safety net (Duff-Brown, 2023).
Contra Costa County has many resources and programs in place to leverage and anchor a pilot
and provide outreach, recruitment, and application assistance channels, including the
Coordinated Entry system, the community queue, HousingWORKS! (the eviction prevention and
rapid rehousing program for families receiving CalWORKS), and our County’s robust network of
direct service providers and community partners.
As indicated earlier, housing instability is becoming increasingly urgent among several key
populations, including, but not limited to, older adults, youth, and families. There are currently
19,521 older adults on the waitlist for affordable housing in Contra Costa (EHSD Aging and Adult
Services Report, September 23, 2024). Indeed, one of the Master Plan on Aging’s strategies is to
“bolster prevention services that keep older adults from becoming unhoused.” Youth and
young adults are also increasingly at risk and exposed to housing insecurity. In academic year
2022–2023, Contra Costa school districts identified 2,875 students experiencing homelessness
(Contra Costa County Office of Education, 2023). Most lived with parents or legal guardians,
although the schools identified 147 “unaccompanied” students experiencing homelessness.
Seventy-six percent of students experiencing homelessness identified as being “doubled up,”
with 13% in shelters, 5% unsheltered, 6% in hotels or motels, and none in transitional housing
(Matthew Aronson Consulting, 2024).79 Youth and young adults (YYA) surveyed in Contra Costa
County’s recent YYA Homelessness Community Needs Assessment identified lack of financial
resources as a pressing challenge, second only to limited affordable housing stock, and
identified financial support as a critical missing resource. Income, employment, and
generational poverty were elevated as significant barriers to long-term thriving and a high
priority across subgroups. Contra Costa does not have the housing and early intervention
resources to meet the needs of the formidable number of YYA who experience some form of
homelessness each year. As noted in discussing the former foster youth priority population, the
79 While this reporting includes many YYA not identified by the Homeless Management Information System
(HMIS), it has the following limitations: (1) School Counts miss many 18-24 year olds: K-12 school-based counts are
likely to skew towards students at or under 18 and will miss many 18-24 year olds; (2) School Counts are self-
reported: Students experiencing homelessness may not want to reveal their housing status to staff given the
shame and stigma associated with homelessness; (3) School Counts only count students enrolled in school: They
will never capture YYA not enrolled in school and most rely more narrowly on participation in McKinney-Vento
funded activities (Matthew Aronson Consulting, 2024).
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county’s Foster Youth for Independence (FYI) voucher program could be utilized as a potential
participant pool.
Individuals returning home after incarceration
Despite progressive changes across multiple domains of California’s criminal justice system,
including a significant decline in the prison population and sentencing reform, the costs of
incarceration have skyrocketed, and recidivism remains high.80 Aside from these fiscal impacts,
the human costs are patently visible in many of our communities, albeit in disproportionate and
dissimilar measure.
If a guaranteed income generally responds to the “fierce urgency of now,” (King, 1963) for
people returning to their communities after incarceration, that fierceness and urgency is
exacerbated tenfold.81 Many who exit our jails and prisons were already economically
marginalized when they went in; the reentry process creates yet more vulnerabilities and
barriers, becoming part of a larger system of inherent and ongoing disadvantage that impedes
individual success and the overall health, safety, and well-being of our communities. This fuels a
revolving door between poverty, homelessness, and incarceration, which is well-documented in
nationwide research (Couloute & Kopf, 2018) and local realities. For example, The California
Statewide Study of People Experiencing Homelessness found that more than 75% of those
80 Over the past decade, the cost of imprisoning one person in California has increased by more
than 90%, reaching a record-breaking $132,860 annually, according to state finance documents
(Hwang & Duara, 2024). Recidivism stands at 41.9%, based on the most up-to-date audit
(California Department of Corrections and Rehabilitation, 2024). To identify new strategies to
support community integration and decrease recidivism, in 2023 Attorney General Rob Bonta
formed the California Reentry Roundtable, a group of service providers, people with lived
experience, governmental staff, researchers, legal professionals, and advocates, of which the
author is a member. The critical role of financial stability has been a major theme throughout
all our discussions, and guaranteed income has been uplifted as a viable pathway for support.
81 The phrase is from Martin Luther King, Jr.’s famous “I Have a Dream” speech, delivered on August 28, 1963, at
the March on Washington for Jobs and Freedom. The full paragraph from which the phrase is taken is as follows:
“It is obvious today that America has defaulted on this promissory note insofar as her citizens of color are
concerned. Instead of honoring this sacred obligation, America has given the Negro people a bad check, a check
which has come back marked "insufficient funds." But we refuse to believe that the bank of justice is bankrupt. We
refuse to believe that there are insufficient funds in the great vaults of opportunity of this nation. So, we have
come to cash this check—a check that will give us upon demand the riches of freedom and the security of justice.
We have also come to this hallowed spot to remind America of the fierce urgency of now. This is no time to engage
in the luxury of cooling off or to take the tranquilizing drug of gradualism. Now is the time to make real the
promises of democracy. Now is the time to rise from the dark and desolate valley of segregation to the sunlit path
of racial justice. Now is the time to lift our nation from the quick sands of racial injustice to the solid rock of
brotherhood. Now is the time to make justice a reality for all of God's children.”
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surveyed had been incarcerated at some point during their lives, and in the six months prior to
becoming homeless, 43% were in jail or prison, or on probation or parole (Kushel, M., and
University of California, San Francisco Benioff Homelessness and Housing Initiative, 2023).
Fourteen percent entered homelessness directly after being released from jail or prison.
Mirroring the statewide study, Contra Costa County’s 2024 PIT count shows that 45% of the
2,843 adults counted as experiencing homelessness had spent at least one night in jail or prison
in the past year. In an era when we are seeing heightened criminalization of poverty and
continued housing scarcity and inequities, it is paramount to disrupt this revolving door and
address the critical role that financial stability plays in providing access to basic needs, like
housing, and pathways to self-sufficiency, like employment.
A series of progressive reforms has meant that more California residents are returning home
from prison. Against this landscape, it’s vital to ask what kinds of supports and systems our
returning citizens are coming home to and what kinds of resources they are equipped with
when they do. This framing emphasizes that reducing recidivism and improving reentry
pathways are intimately related and desperately needed.82 In recognition of this
interconnection, the significant barriers faced by people returning home from prison, and the
fact that the provision of cash support is an essential investment in individuals’ futures and
public safety, in 2022–2023, the State of California invested $52.5M in one-time funding to
develop the Helping Justice-Involved Reenter Employment (HIRE) initiative, of which 30% can
be used for unrestricted payments. Administered by the Workforce Development Board, the
HIRE initiative ensures that individuals returning home from incarceration have access to critical
reentry services coupled with cash to cover their most essential needs.
Recidivism is inextricably linked to socioeconomic disadvantages that accrue with barriers to
reentry and reintegration—the collateral consequences that often impede a true “second
chance.” Too many people do not have a home to return to nor income or employment
awaiting them. The revolving door between incarceration and poverty is easy both to see and
to understand. Not only do people lose all earning potential during the time they serve, they
continue to face significant obstacles upon release—in employment, housing, food security,
and other areas of basic need and social support. Formerly incarcerated people face 27%
82 Although I am focusing on economic security, improving reentry pathways encompasses additional dimensions
of resourcing and care, including health, housing, employment, food, and provision of essential needs for
community reintegration. This is part of reimagining and strengthening our social safety net—challenging us to
consider and account for the ways in which all these dimensions are intertwined, e.g., without money, someone
may be unable to access transportation to a job interview, or buy clothes suitable for one; they may skip meals or
eat foods that negatively impact their health; they may be unable to successfully reunify with or care for their
family; they may sink further into debt; and so on.
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unemployment—a rate higher than the national unemployment rate during the Great
Depression (Couloute & Kopf, 2018). With gaps in work experience and education, formerly
incarcerated individuals are often relegated to menial, dangerous work for predatory wages.
After incarceration, hourly and annual earnings decrease by 11% and 40%, respectively
(Diekhoff, 2015).
Studies show that the income of an incarcerated person’s family is 22% lower during the period
of incarceration (Martin, 2017). Debts continue to build both inside and outside the prison
system, and upon release, people often return to households that struggle to meet basic
financial needs. This can result in a population that is multiply systems-involved, potentially
across generations. The impact on future generations should not be underestimated. Every day,
over 460,000 people in the country are in pretrial detention, the majority of them because they
cannot afford the cost of bail. Many of them are parents: nearly 3 million children in the United
States have an incarcerated parent, with Black children disproportionately impacted. The long-
term adverse implications of parental incarceration on a child’s physical and mental health,
income and employment, and future relationships are significant.
Relatedly, racial and ethnic disparities throughout Contra Costa’s criminal justice system are
notable. In 2018 the Contra Costa County Racial Justice Task Force produced a detailed data
analysis and set of recommendations related to reducing racial disparities in the criminal and
juvenile justice systems. Their findings document extensive disparities in justice system
involvement and outcomes, including higher arrest rates for Black youth and adults; higher
probation referral rates for Black youth, as compared with Latino and white youth; and higher
rates of Black youth sent to secure confinement than all other races. Six years later, pervasive
and persistent disparities continue to define justice involvement in Contra Costa County. During
the second quarter of 2024, African Americans represented 28% of those booked into county
jail, but make up only 8% of the county’s population. Hispanics, who represent 27% of the
county’s population, comprised 32% of those arrested and booked.
In contrast, white residents comprised 32% of arrests and bookings but make up 39% of the
county’s population (Contra Costa County Board of Supervisors meeting, July 23, 2024). These
disparities are signposts of deeper inequities related to access to resources and opportunities,
as discussed throughout this report; they also fuel and funnel into other systemic involvement
and overrepresentation, e.g., within the county’s homeless services, school disciplinary actions,
and other outcomes.
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Guaranteed income is being used as a critical lever and tangible tool within a broader system of
resourcing and care intentionally designed to increase a formerly incarcerated person’s chance
of successful community integration and individual accomplishment. While this is a significant
and innovative investment, it is not without precedent or substantiation. Evidence from studies
in New York, Chicago, Richmond, and Boston shows that increased income has favorable
outcomes for people with criminal records (Edelman, 2017). Studies have found, for example,
that an increase in income by just $70 per month can reduce the risk of recidivism within three
years of release by 2.8 percent (Makowsky & Agan, 2018) This is in line with research linking
economic security with increased public safety and decreased criminal legal involvement and
incidents of violence, e.g., Akee et al., 2010; Blakeslee & Fishman, 2018; Buller, et al., 2018;
Calnitsky and Pons, 2021; Harding et al., 2014; Holzer et al., 2006; Munyo & Rossi, 2015; Palmer
et al., 2019; Travis, 2006.
About a dozen GI pilots have focused on the reentry population nationwide. Two are publicly
funded: one in Richmond, Virginia and the other in Santa Clara County.83 Other major pilots are
happening or have concluded in Alameda County, Chicago, Connecticut, Florida, and North
Carolina.
Early findings on the pilots in Gainesville, Florida, and Durham show promising outcomes
related to individual well-being and public safety. The full evaluation reports will be released in
early 2025. Both were randomized controlled trials, with evaluations conducted by the Center
for Guaranteed Income Research. In Gainesville, Just Income’s pilot resulted in a 43% reduction
in financial-related probation violations. Additional positive impacts were evidenced by
increased financial stability, employment, and food security and the overall trend of
participants feeling more secure and less stressed.
Durham’s Excel pilot is one of many guaranteed income programs that has shown the return on
investment that direct cash support can offer, both to the person returning to their community
and the community to which they are returning. Forty percent of individuals coming out of
incarceration in the state of North Carolina return within the first three years. During Excel, only
two individuals of the 109 enrolled in the pilot were convicted of charges, and those were
incurred before the pilot began. This incredibly low recidivism rate shows that when individuals
have the resources they need to thrive, the impact on public safety is significant, as is the effect
on people’s potential to contribute to community well-being. One Excel pilot participant was
83 Another publicly-funded pilot in a major city will be launching soon, but the official
announcement has not yet been made as of the submission of this report.
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able to invest in and launch a nonprofit to help young women make different decisions from
the ones that led to her incarceration.
Pilots for justice-impacted populations launched to date are as follows:
Arlington’s Guarantee (VA): This pilot did not exclusively focus on justice-involved individuals,
but, based on the recognition that this population would be underrepresented in its chosen
sample, they created a carve-out for 25 individuals returning from incarceration, who received
$500/month for 18 months.
Chicago Future Fund (IL): In 2021, Equity and Transformation (EAT) established the Chicago
Future Fund (CFF), which provided $500 each month for 18 months to 30 system-impacted
residents of Chicago’s West Garfield Park neighborhood. To qualify for the program,
participants had to be 18–35 years old, earn less than $12,000 per year, and be formerly
incarcerated. The initial cash disbursement was on November 15, 2021, and the final
disbursement was in April 2023. It is notable that the results from the CFF pilot program
(released in November 2023) find no support for the main criticism of GI programs—that giving
people cash will cause them to work less. Most CFF participants reported continued
involvement in the labor market, having either continued to accept full-time jobs or short-term
positions when they were available or having remained active in applying for job vacancies.
Community Love Fund (nationwide): Established in 2021, the fund will provide 17 formerly
incarcerated and four currently incarcerated women with $500/month for 12 months across
four different prison systems. This program is the first of its kind to disburse direct, recurring
cash relief to people currently behind bars.
Excel, StepUp Durham (NC): 109 participants were randomly selected to receive $600/month
for one year. The pilot ran from March 2022–February 2023. Participant eligibility criteria were
as follows: (1) released from prison (NC State prison, a prison in another state, or federal
prison) within the last 60 months prior to application, (2) returning to a Durham address (City or
County), and (3) having an income below 60% 2021 Durham-Chapel Hill Area Median Income.
4-CT (CT): The Elm City Reentry Pilot provided 40 individuals with $500/month for 12 months.
The pilot was funded through private philanthropy and developed in partnership with Project
MORE, New Haven's reentry welcome center, and the City of New Haven. Additionally, the
Bridgeport & New Haven Health Equity Pilot provided 30 individuals returning from
incarceration with diagnosed chronic diseases with $500/month for six months. It is also funded
by private philanthropy.
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Just Income (FL): This pilot, operating in Alachua County, disbursed $874k over 12 months to
155 individuals from January 2022–February 2023, amounting to $7,600 per participant.
Individuals were issued an up-front payment of $1,000 in the first month, followed by $600 for
the remaining eleven. Just Income is designed by and run through the organization Community
Spring, a grassroots organization dedicated to economic justice. Community Spring raised funds
to launch a second cohort; monthly payments began in January 2024. All recipients are Alachua
County, Florida residents released from prison or jail with a felony, or who began felony
probation on or after June 3, 2023. Following an application and a random selection process,
individuals will receive financial support as part of Community Spring's commitment to
providing sustained economic empowerment to formerly incarcerated people. As with the first
cohort, Just Income administrators realized that 24 months would have been an ideal duration,
but 12 months was all they could raise funds for.
Restorative Reentry Fund (CA): In 2021, Community Works launched the country’s first GI pilot
for people coming home after incarceration, with funding from the Remy Fund for Racial and
Environmental Justice and COVID-19: A Just East Bay Response Fund at the East Bay Community
Foundation. The fund provided 38 people with $1,000/month for 12 months and $500/month
for an additional six months, totaling $15,000/individual over the course of the pilot, which ran
from October 2022–March 2024.
Returning Citizen Stimulus (nationwide): This unprecedented cash transfer program was the
largest in history to support people leaving incarceration. The RCS distributed more than $24
million to 10,500 people who were released from prison at the height of the COVID-19
pandemic, including over 5,000 in California and more than 1,000 in the Bay Area. RCS was
conceived by the Center for Employment Opportunities (CEO) as a response to correctional
facilities decreasing their imprisoned populations and people returning to one of the most
challenging employment markets in recent history. They have now coalesced partners to launch
the Coalition for Reentry Cash, which helped advance the HIRE Initiative referenced previously
and continues to build advocacy for cash support for reentry populations around the country.
Richmond Resilience Initiative (VA): The third cohort of this five-year initiative in the City of
Richmond specifies eligibility criteria that includes justice involvement. The Richmond
Resilience Initiative (RRI), Mayor Levar Stoney’s guaranteed income pilot, was established in
2020 to support residents impacted by the “cliff effect.” Through its partnership with Mayors
for a Guaranteed Income and UpTogether, the City of Richmond’s Office of Community Wealth
Building is engaging individuals and families who neither make a living wage nor qualify for
federal benefits due to their household income. The RRI strives to help residents thrive and not
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merely survive by offering a $250–$500 monthly supplement to their income for 24 months.
The Richmond Resilience Initiative is supported through funding provided by Mayors for a
Guaranteed Income, the Robins Foundation, the Richmond Memorial Health Foundation, and
the American Rescue Plan Act.
Rubicon Returning Home Career Grant (CA): 20 participants received a $1,500 monthly stipend
for 18 months, concluding in October 2023. The cohort was limited to referrals received from
eligible community-based organizations that provide pre-release and post-release services to
justice-involved adults. CBO partners nominated participants engaged in their programs and
services for whom this opportunity would alleviate barriers to employment and career mobility.
In addition to financial support, the partner CBOs provided one-on-one mentorship and goal
support.
Santa Clara County (CA): In 2023 the County of Santa Clara announced and funded their fourth
GI pilot, intended to serve justice-involved individuals. The Board of Supervisors approved a
total allocation of $4 million for this initiative, with $2 million derived from AB 109 funds and $2
million from the American Rescue Plan Act. The program will provide $1,200 a month for two
years to 100 people (an additional 200 people will be enrolled as the control group). The pilot is
intended to support people who are currently incarcerated so they can have financial support
immediately upon release. This investment is conceived as both preventative and promotional,
i.e., to save public sector costs associated with justice involvement, including recidivism and
emergency services utilization, and provide a meaningful bridge and boost at a critical
threshold. It’s notable that none of the specific design parameters, including population
selection criteria, were in place before the funding allocation was made by the Board of
Supervisors. The design has unfolded over more than a year of extensive and strategic
stakeholder conversations and intentional decision-making, with robust participation from lived
experience advisory boards in the county, service providers, probation officers and
rehabilitation officers who work in custody with clients, and various county departments. Santa
Clara is planning to maximize incentives by providing additional funds of up to $599 (the IRS
threshold) to encourage participants to attend workshops on topics such as résumé building,
interview preparation, and career planning. Instead of contracting with a university-based
research team for the pilot’s evaluation, which could significantly delay both the program’s
start and the reporting, Santa Clara has opted to proceed through an Institutional Review Board
process.
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As illustrated by the above list, there is tremendous variation in pilot design and population
contouring, in particular. Each pilot was conceived in alignment with the needs, experiences,
and input of the specific community in which it was/will be launched.
Contra Costa County’s Holistic Intervention Partnership (HIP) mirrors many of the tenets that
underlie GI’s strategic intent and programmatic aims, including addressing the needs of the
whole person and meeting people where they are. Launched in July 2020, HIP brought together
a multidisciplinary team of public agencies and community-based organizations to provide case
management and coordination for indigent, public-defense clients whose complex challenges
require a type of support otherwise unavailable to them. They offer varied resources, including
civil legal aid to remedy collateral consequences of arrest, peer support and on-site services,
and some flexible funding to increase housing access. The program has led to a clear decline in
systems involvement: 52% of HIP’s clients have had no additional charges filed, a remarkable
finding given this population’s typically high levels of persistent system involvement (Malm, et
al., 2023a). In addition, after one year in the program, approximately 75% of clients exited to
permanent housing. Lastly, criminal justice system post-treatment costs were markedly
decreased for HIP clients (Malm, et al., 2023b). This is a clear example of what success looks like
and how it’s achieved for some of our most vulnerable and system-impacted residents: with
intentional interventions and holistic approaches that unify diverse and intersecting public
agencies and community organizations and provide individuals with flexible, time-sensitive
support.
People reentering the community have served their time. So, the question is: Why do we keep
punishing them? How can we stem the revolving door that presents innumerable barriers to
successfully staying out? When we train our eye on divesting from punishment and investing in
justice, we create new pathways of affirmation and opportunity. A guaranteed income pilot
secured through AB 109 funding aligns with the bill’s intent to promote justice reinvestment;
the CAB’s desire to allocate the reserves to fund data-driven, research-based, and innovative
initiatives that cut across siloes and address service gaps and unmet needs; and our County’s
increasing turn toward equity-focused goals and metrics. Most of all, it aligns with a
fundamental belief in human dignity, trust, responsibility, and possibility.
Families experiencing economic vulnerability
A strong economy does not, in itself, provide a better standard of living for all; official economic
markers do not quantify nor account for the grim realities faced by low-income people and
families, not the wages they subsist on nor the costs they are subjected to. It is important to
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keep in mind that given the demographic composition of workers in low-paid jobs, wage
stagnation, escalating living costs, and income disparities particularly harm people of color,
women, and workers without a college degree. An equitable and inclusive economy and society
is one where all residents—regardless of their race/ethnicity, nativity, gender, income, religion,
neighborhood of residence, ability, or other characteristics—are able to participate and benefit
from our collective prosperity and connect to what should be shared resources and assets.
As noted above, many families in Contra Costa struggle to make ends meet. Over 10% of
children under age 18 live in poverty, 97% of families with a child under 18 have at least one
parent in the labor force, and 72% have all available parents in the labor force (2023 American
Community Survey). Even with two working parents, families are struggling; the high costs of
housing, childcare, and other basic needs renders many of them financially strapped and
chronically stressed. This pervasive insecurity has a spillover effect on their children’s lives,
imperiling their physical health, academic success, and emotional well-being. It is also reflected
in the increased numbers of families experiencing homelessness and housing instability. Contra
Costa County’s Continuum of Care served 1,878 households with children, an 89% increase
since 2019 (Health, Housing, and Homeless Services, Contra Costa Health, 2023 Annual Report).
In addition, the ability to cover emergency expenses is far more difficult for households with
children. According to the 2022 Survey of Household Economics and Decisionmaking (SHED),
only 43% of U.S. families with children below the age of 18 could cover a $400 emergency
expense with cash or its equivalent, a 7% decline compared to 2021 (Board of Governors of the
Federal Reserve System, 2023). The assessment of GI pilot participants’ ability to cover a $400
emergency expense from baseline to end-point is a common evaluation metric used in
numerous pilots. Across populations and geographies, participants have experienced marked
increases in savings capacity, demonstrating the critical and enduring impact timebound cash
support can make for family stability and children’s futures.
Economic insecurity is a pervasive agent of harm threaded through all life phases that manifests
across generations—resulting in not just material deprivation but theft of human potential. A
preponderance of research demonstrates the value and criticality of early intervention in
promoting health and well-being and the present and future costs—both individual and
societal—that accrue with childhood and neighborhood poverty (Chetty & Hendren, 2014).
These related research areas—individual gains, generational effects, and societal detriment—
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furnish the basis for numerous pilots that center families and caregivers.84 They are also at the
core of a larger movement to advance dual-generation policy design, systems reform, and
outcomes evaluation.85
Using income- or economically-based criteria is one of the most common approaches to
contouring pilot eligibility. Parameters and selection practices vary; zip codes, census tracts, or
neighborhoods with concentrated poverty can be used to create a sample pool, or pilots may
use a specific indicator, like FPL or AMI, and define a percentage as the eligibility cutoff. These
thresholds may align with public benefits eligibility, but they can also be set to reach individuals
and families who may not qualify for public benefits but still struggle to make ends meet and/or
are earning less than what is needed to afford the basic necessities of housing, food, childcare,
health care, and transportation in their locality.
ALICE is a United Way acronym for “Asset Limited, Income Constrained, Employed.” Many
states have adopted this methodology and terminology to more realistically assess and address
the extent and severity of economic hardship among their residents.86 ALICE households have
incomes that are above the FPL but not high enough to afford essentials in the communities
where they live; they exhibit the gross misalignment between low-paying jobs and financial
survival. These households are forced to make excruciating tradeoffs that often pit one basic
need against another, and they routinely face the fact that basic needs costs are increasing
faster than inflation (United for ALICE, 2024). Guaranteed income pilots in Albany, Boston,
Boulder, Philadelphia, Los Angeles, Maine, Tacoma, and Virginia have all used the ALICE
framework to define their population selection criteria.
Nearly half of children in the U.S. lived in households experiencing financial hardship in 2019;
while 16% were below the FPL, an additional 33% were ALICE. Children of all demographic
groups fall below the ALICE Threshold, but racial disparities are marked: 70% of Black children
84 This recognition is also embedded in the structure of public benefits and reflected in the
well-established body of research that links investment in public benefits and strengthened
economic supports to positive youth and family outcomes (Ginther & Johnson-Motoyama,
2017; McLaughlin, 2017; Javier, Hoffman, & Shah, 2019; National Academies of Sciences,
Engineering, and Medicine 2019; Spencer, Livingston, et al., 2021).
85 Sims & Bogle, 2020.
86 The ALICE “Household Survival Budget” reflects the minimum costs of household necessities
(housing, child care, food, transportation, health care, and technology) plus taxes, adjusted for
different counties and household types. The ALICE threshold of financial survival is derived from
the survival budget and represents the minimum average income a household needs to afford
basic costs.
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and 68% of Hispanic children lived in households with income below the ALICE Threshold in
2019, compared to 36% of white children. Additionally, 28% of children in households with two
adults in the labor force were still below the ALICE Threshold in 2019 (United for ALICE, 2020).
A significant number of Contra Costa residents have incomes above the FPL but struggle to
make ends meet; financial hardship is a pervasive, countywide issue. For many households, a
small, reliable infusion of financial support, even for a limited amount of time, can truly make
the difference between stability and vulnerability.
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FINANCIAL MODELING AND RECOMMENDED BUDGET FOR CONTRA COSTA
COUNTY PILOTS
As noted in the recommended Board actions on pages 19-20 of this report, our request is that
the Board of Supervisors allocate $5.75 million in one-time Measure X funds to plan and launch
guaranteed income pilots countywide. This includes $4.5 million for direct payments to
residents; $500,000 to cover administrative costs for EHSD to anchor the program, perform and
coordinate community outreach, administer Requests for Proposals (RFP)/grants
administration, and conduct evaluations; and $750,000 to support staffing and administrative
costs for community partners to implement pilots and provide benefits counseling, stipends for
survey completion and programming participation, and additional supports and services in
alignment with their design and focus population.
Our recommended budget model, including participant numbers, and incorporating best
practices in payment amount and duration, is as follows (Note: This chart does not include the
$1 million in potential AB 109 funding):
COMPONENT/QUANTITY/DURATION COST
Direct payments of $1,000/month to approximately 250 residents for 18 months $4,500,000
EHSD administration costs calculated at approximately 10% (includes program oversight,
RFP/grants management, evaluation, and community engagement [including language
access])
$500,000
Community-based organizations: staffing/administrative cost to plan, launch,
implement, and support the evaluation of 3-4 different GI pilots over 18 months
$750,000
TOTAL BUDGET $5,750,000
Note that the pilot population size (i.e., number of participants) suggested above is
approximate: nothing has been costed out yet, and we have not looked at recruitment pools
and what seems feasible for enrollment given outreach capacity and eligibility criteria.
Moreover, we expect that community input during the RFP design process and organizational
RFP submissions will provide additional considerations and variable scenarios. However, the
prevailing intent of budget apportionment and pilot design should be to maximize the amount
of money going directly into residents’ pockets and minimize administrative overhead to the
greatest extent possible.
In addition, there are potential variations in payment amounts and scaffolding to consider. For
example, some pilots, such as Monument Impact’s, provide an up-front stabilization payment
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larger than the monthly amount, while others taper payment as the pilot nears completion.
Guaranteed income practitioners working with the youth and young adult population have also
noted that a bi-weekly payment may better align with their life circumstances/needs and their
event-based (as opposed to longitudinal) mindset. Payments can also be variable, based on
participants’ specific financial circumstances. For example, Yolo County’s Yolo Basic Income
(YOBI) program provided cash amounts that would put the total income of participant families
above the California Poverty Measure. Because each family’s starting point was different, so
were the payments. The average payment provided to the 54 families enrolled in YOBI was
$1,244. Our budget model allows for different payment cadences depending on the priority
population and discernment of the implementing organization.
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CONCLUSION AND ACKNOWLEDGEMENTS
This report, our guaranteed income pilot funding request, and our presentation to the Board
acknowledge the importance of public assistance (as does the guaranteed income movement as
a whole) while simultaneously exploring how and why our current public benefits landscape
does not work for all and is not sufficient to meet the scale or scope of need. Building a
stronger and wider 21st century safety net means addressing and redressing the harms inflicted
by exclusionary practices and policies and acknowledging the high cost of contemporary living
and the burdens it places on an increasing number of residents, particularly residents of color.
Strengthening the safety net does not mean erasing or replacing it, but rather supplementing
our current slate of benefits for those who are disproportionately impacted by economic
insecurity, racial disparities, and other compounding vulnerabilities and expanding it to provide
a boost and bridge to those who need it most. This reimagined social safety net creates a
bolder, more inclusive, responsive, holistic, and realistic support system to promote thriving
people and communities.
We are committed to creating a more resilient, equitable, and inclusive county for all. The
combined impact of expanding enrollment in and implementation of public assistance and
piloting guaranteed income (both for those already receiving it and those who don’t quite
qualify) will have a multiplier effect on the collective health and well-being of our county, both
its current and future residents.
With a wealth of local knowledge, available funding via Measure X, and demonstrated and
growing community support, Contra Costa County is well positioned to expand the number,
reach, and impact of local guaranteed income pilots. This will, in turn, increase positive
economic and well-being outcomes for many more residents and families who are among the
most vulnerable living in our county—youth transitioning out of foster care, residents who are
unhoused or at risk of becoming unhoused, residents re-entering the community from
incarceration, and families who are experiencing significant financial hardship, factoring local
cost of living into eligibility criteria.
The author wishes to thank the members of the Contra Costa Guaranteed Income Working
Group for their tireless work in conducting listening sessions and serving as thought partners to
help shape the burgeoning guaranteed income movement in Contra Costa; the members of the
Board of Supervisors for expressing interest in deepening their knowledge about how
guaranteed income programs work and can benefit our local communities; the members of the
Community Corrections Partnership’s Community Advisory Board for their commitment to
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ensuring that residents returning from incarceration have the baseline resources they need to
thrive; the Employment and Human Services Department for their interest in serving as a home
for guaranteed income programs funded through Measure X; and the many guaranteed income
evaluators, implementers, participants, researchers, and racial and economic justice leaders
who have lent their wisdom and expertise to help inform advocacy and light a path forward.
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APPENDIX I
GUARANTEED INCOME PILOT PROFILES
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APPENDIX 1: GUARANTEED INCOME PILOT PROFILES AND FINDINGS
This appendix describes the scope, population focus, and findings for six prominent guaranteed
income pilots: Arlington’s Guarantee (Virginia), BIG:LEAP (Los Angeles), Magnolia Mother’s
Trust (Jackson), New Mexico Guaranteed Income Pilot, Santa Clara Guaranteed Basic Income
Pilot for Foster Youth, and Stockton Economic Empowerment Demonstration.
Arlington’s Guarantee (VA)
Arlington’s Guarantee ran from September 2021–November 2023 and provided 200 households
with $500/month for 18 months. To generate a sampling frame representative of those living
on very low incomes in Arlington and create a design with dual-generation impacts, the
Arlington’s Guarantee pilot drew from a pool of community members who received a DHS
Housing Grant, had at least one child under 18, and earned no more than 30% of the area
median income. The local Housing Grant pool provided an optimal sample because Arlington
was able to protect locally-funded housing benefits, whereas federal Housing Choice Voucher
benefits would not have been protected. At the same time, the Arlington’s Guarantee partners
were concerned about groups that may be underrepresented within this sample, so they
created a carve-out for two populations: individuals re-entering the community after
incarceration and undocumented heads of households, totaling 50 additional participants.
This design represents the ingenuity and intentionality that is the hallmark of guaranteed
income programs—an attempt to meet the needs of local communities, adapt participant
thresholds proactively and responsively, and address systemic gaps and exclusions.
Arlington’s Guarantee participants demonstrated increased employment and income growth.
Figure 1 (on next page) shows the pilot’s impact on this area, reflected comparatively.
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Figure 1. Arlington’s Guarantee Increased Employment and Income. (Source: Arlington’s Guarantee Final Report,
2024).
Figure 2 shows participants’ expenditures over a six-month window; as with most pilots we
have data on, the funds were overwhelmingly used to pay for basic needs.
Figure 2. Arlington’s Guarantee Survey Interval Question on Spending Extra Income. (Source: Arlington’s Guarantee
Final Report, 2024)
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Goal-setting and persistence were also tracked. For example, on the final survey, participants
and comparison group households were asked if they had established any long-term goals for
their family over the past 18 months. Participants were significantly more likely than
comparison group households to have set long-term goals (84% participants, 53% comparison).
BIG:LEAP (Los Angeles, CA)
BIG:LEAP was implemented by the Los Angeles Community Investment for Families Department
(CIFD) with the goal to break the cycle of intergenerational poverty. It was funded through the
American Rescue Plan, a reappropriation from the city’s police budget, and additional
investments from local council districts. Beginning in January 2022, the pilot distributed $1,000
a month to 3,202 residents for a period of 12 months. Program eligibility required that
participants be a Los Angeles resident; 18 years or older with at least one dependent child
younger than 18 or a student younger than 24, or be pregnant; and have an income at or below
the federal poverty level. Most people in both the treatment and control groups were hovering
near the deep poverty line (the poverty rate is 16.6% in Los Angeles). The control group
consisted of 4,992 participants.
BIG:LEAP was the first randomized controlled trial (RCT) to investigate whether 12 months of
payments can make a difference on numerous life dimensions;87 it was also the first RCT since
the late 1970s to study GI’s impact on intimate partner violence. And, as the largest 12-month
guaranteed income RCT to date, BIG:LEAP’s findings illustrate how, even within this narrow
duration, the program precipitated shifts in participants’ sense of self and goal activation. The
evaluation report’s authors document that “participants moved sequentially from alleviating
material hardship (months 1–6), to an active goal-setting phase (months 6–9) and then shoring
up resources in anticipation of material hardship resuming when the GI concluded (months 9–
12)…First, they established immediate safety for their households by securing housing and
necessary material resources, preventing homelessness, and getting themselves and their
children out of dangerous relationships, housing arrangements, or settings characterized by IPV
[Intimate Partner Violence]. Second, they established proximate safety and security for their
children and community across three domains: enrolling their children in enrichment activities,
87 Kim, Castro, West, et al. (2024) state that “BIG:LEAP’s design…represents the final puzzle piece in understanding
how an unexpected amount of change was possible over only 12 months. Participants leveraged the GI alongside
existing public benefits such as CalFresh, housing supports, WIC, and expanded unemployment insurance while
also frequenting other social programs throughout the city that provided housing and utility assistance, after-
school programming, IPV services, and mental health support. In other words, participants’ strategies for using the
GI to alter their trajectory often included availing themselves of other programs whenever feasible—just as those
in the control group did.”
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alleviating the material hardship of others through acts of reciprocity and mutual aid, and
engaging or re-engaging with their neighborhoods. Finally, when and if funds allowed,
participants engaged in the proactive and preventative health and well-being behaviors
detailed above along with shoring up resources to establish safety in the future” (Kim, Castro,
West, et al., 2024). These findings attest to the concrete and far-reaching impacts that stable
and substantive cash support can catalyze in the lives of individuals and families. BIG:LEAP’s
findings are especially important because it is one of the first California pilots to conclude and
emerge with a published RCT evaluation report.
BIG:LEAP’s key findings include:
• Pilot participants demonstrated a significantly increased ability to cover a $400
emergency compared to the control group six months into BIG:LEAP
• Pilot participants demonstrated a significant decrease in food insecurity and an increase
in health-promoting behaviors.
• Pilot participants reported reduced severity and frequency of Intimate Partner Violence
over the duration of BIG:LEAP.
• Treatment group parents were significantly more likely than control group parents to
maintain their children’s extracurricular activities like sports and after-school lessons
across the duration of the pilot.
• Pilot participants were significantly more likely to secure full-time employment.
• Pilot participants expressed greater social connections and positive neighborhood
engagement.
Upon release of the pilot’s evaluation report, Los Angeles Councilmember Marqueece Harris-
Dawson stated that “The BIG:LEAP program offers significant change for some and life-altering
benefits for others. The data underscores its effectiveness and success in improving health and
wellbeing, and stability for all who participated.” Consequently, LA’s City Council directed the
CIFD to return with program parameters for a $4–5 million guaranteed income program to
support two populations: individuals experiencing intimate partner violence and transitional
age youth. In the Council motion, they stated, “The results of the BIG:LEAP study show us that
guaranteed income is a simple yet incredibly effective way to interrupt cycles of poverty and
build community wealth, giving families the agency to best meet their own needs, set goals and
contribute to their communities. Despite extreme financial pressures and profound effects of
116
the COVID-19 pandemic, historically high inflation and rising housing costs, recipients of
guaranteed income were able to stay in their homes, escape violent living situations, invest in
enrichment experiences for their children, and have more food security for their families. These
unconditional, regular, and direct cash payments to individual participants provided an income
floor for those without one, strengthening the social safety net and expanding access in the
process” (Los Angeles City Council, July 30, 2024).
Magnolia Mother’s Trust Pilot
Springboard to Opportunities launched the Magnolia Mother’s Trust (MMT) pilot in 2018; it has
since enrolled several cohorts and generated a robust dual-generational research study, culling
data from the first three cohorts. Magnolia Mother’s Trust participants are Black mothers who
reside in subsidized housing in Jackson, Mississippi. Participants were chosen through a lottery
system and received $1,000/month for 12 months. Following the initial cohort (which had 30
mothers), the program expanded to include the opening and seeding of savings accounts for
each participating mother's child(ren) under the age of 18. Cohort two, which spanned 2020
and 2021, included 110 mothers; Cohort three, which ran in 2021 and 2022, included 100
mothers. The pilot also offered monthly meetings for participants to build community, develop
leadership skills, and increase social capital.
Participant outcomes across the first three cohorts have included:
• First-year cohort collectively paid off over $10,000 in debt
• More mothers were able to prepare 3 homemade meals/day for their family
• The number of mothers in the second-year cohort who could pay all bills on time
jumped from 27% to 83%
• 74% of mothers across the first three cohorts reported feeling more hopeful for their
future during the pilot than before it; 80% reported feeling more hopeful for their
children’s future during the pilot than before it.
Alongside these important outcomes, participants were able to access the following resources
and opportunities as a result of the cash payments, as shown in Figure 3:
117
Figure 3. Opportunities Mothers Identified as Made Possible by Guaranteed Income. (Source: Moore et al., 2023).
The research study documents that “MMT moms have experienced significant gains in domains
ranging from greater savings and financial stability to increased feelings of confidence and
agency that have facilitated their ability to show up for their families and themselves. These
significant gains substantiate that guaranteed income programs like MMT are viable pathways
for meaningful economic reform that is rooted in equity and justice” (Moore et al., 2023).
New Mexico Guaranteed Income Pilot
The program selected 330 mixed-immigration status households to receive $500 monthly for 12
months beginning in February 2022. One-third of households came from rural communities and
two-thirds from urban communities. An additional extension was granted to 50 randomly-
selected mixed-status households to receive $500 monthly for an additional six months. Figure
4 documents that more participants were able to pay rent or mortgage on time.
Figure 4. Participant Survey Response regarding Payment of Rent or Mortgage on Time. (Source: Guaranteed Income:
Increasing Employment and Helping Families Thrive Pilot, New Mexico, Final Report, 2023).
118
Figure 5 shows the impact on family well-being and children’s academic success, demonstrating
that guaranteed income’s benefits genuinely ripple across generations, helping everyone in a
household be in a better position to thrive.
Figure 5. Participant Survey Response regarding Children’s Educational Achievement and Status. (Source: Guaranteed
Income: Increasing Employment and Helping Families Thrive Pilot, New Mexico, Final Report, 2023)
Santa Clara County Guaranteed Basic Income for Foster Youth
In 2020, Santa Clara County launched the first pilot program in the nation for foster youth,
providing monthly cash payments of $1,000 for 18 months to foster youth 21–24 years old.
Notably, the pilot was initially only funded for 12 months, but the County Board of Supervisors
funded an extension after witnessing the tremendous and widespread benefits to date.
Moreover, Santa Clara County recently launched a second cohort based on the success of the
first. The first cohort reported the following findings:
• Literal homelessness decreased from 11% to 5%88
88 “Literal homelessness” is defined as when an individual or family lacks a fixed, regular, and adequate nighttime
residence.
119
• Majority of funds went to rent, but decreased from 76% of funds to 52% of funds, i.e.,
lowered the rent burden and permitted people to remain housed while being able to
address other critical basic needs
• Enrollment in school full-time increased from 13% to 33%
• Full-time employment increased from 44% to 58%
• Individuals with a checking account increased from 72% to 88%
As noted earlier, this pilot was just the beginning of Santa Clara County’s extensive public
investment in supporting some of its most vulnerable residents to thrive through guaranteed
income.
Stockton Economic Empowerment Demonstration (SEED)
The Stockton Economic Empowerment Demonstration was launched by former Mayor Michael
D. Tubbs in February 2019. To qualify or be considered for SEED, residents had to be at least 18
years old, reside in Stockton, and live in a neighborhood with a median income at or below
$46,033 (the city’s median income). Based on that criteria, CGIR’s evaluation team randomly
selected 4,200 residences and sent them a letter inviting them to apply for the pilot. Notably,
the mailers were translated into the five most commonly spoken languages: Spanish, Tagalog,
Laotian, Hmong, and Khmer. Participants were chosen randomly to receive $500/month for 24
months. For the majority of families, the $500 payment represented a 30% increase in their
monthly income. Researchers from the University of Pennsylvania who studied the SEED
program found that participants:
• Improved their overall financial resilience; after one year, the number of recipients who
could afford an unexpected cash expense more than doubled, from 25% to 52%
• Exercised greater agency to explore new opportunities
• Found full-time employment at more than twice the rate of non-participants
The unique collaboration between civic leaders, philanthropic partners, and institutional
researchers was a watershed moment within the GI movement. In tandem with the Magnolia
Mother’s Trust pilot, whose first cohort launched in December 2018, SEED paved the way and
set the tone for the dozens that would follow within the next two years, as the pandemic
churned rampant economic instability and exposed pervasive structural inequities.
120
APPENDIX II
GUARANTEED INCOME PILOTS IN THE
UNITED STATES
121
Pilot Director y
#
1
2
3
4
5
6
Name of
Pilot
Website Location State Description
37208
Demonstrati
on
https://www
.movingnash
villeforward.
org/37208-
demonstrati
on
Nashville TN Moving Nashville Forward (MNF) is a community-led
effort to create a guaranteed basic income pilot
program in Nashville’s 37208 zip code – known as
North Nashville – which is both the most incarcerated
zip code in America and the heart of Nashville’s Black
community. MNF’s 37208 Demonstration will distribu…
Abundant
Birth Project
https://prete
rmbirthca.uc
sf.edu/abun
dant-birth-
project#:~:t
ext=The%…
San
Francisco
CA In the United States, racial disparities in birth outcomes
continue to persist with income inequality being one of
the key contributors. Structural interventions that
reduce the racial-wealth gap are urgently needed and
have the promise to narrow longstanding inequities. In
a community-academic partnership, Expecting Justice…
Advancing
Fresno
Guaranteed
Guaranteed
Income
https://fresn
oeoc.org/gu
aranteed-
income/
Fesno CA Eligible participants must: 1. Live in southwest Fresno
(93706) or Huron (93234), two zip codes with among
the highest concentrated poverty in the city of Fresno
and rural Fresno County, respectively; 2. Be pregnant
and/or have one or more children between the ages of
0 to 5; and 3. Earn 80% or less of the Area Median …
ARISE
Guaranteed
Basic
Income Pilot
Program
https://www
.actforalexan
dria.org/initi
atives/t/gua
ranteed-
basic-…
Alexandria VA On July 6, 2021, the Alexandria City Council voted to
use funds from the American Rescue Plan Act to
support a guaranteed income pilot. Not only does it
help individual families, the pilot creates an economic
ripple effect as families spend and support businesses
in our community. The proposal includes rigorous …
Arlington's
Guarantee
https://www
.arlcf.org/arli
ngtons-
guarantee/#
:~:text=Arlin
gton's%20…
Arlington VA Arlington’s Guarantee was launched in September 2021
in close partnership with the Arlington County
Department of Human Services and local nonprofits.
Participants in Arlington's Guarantee receive $500 per
month for 18 months, and the program is designed to
build personal power for low-income households wit…
Austin's
Guaranteed
Income Pilot
Program
https://www
.austintexas.
gov/edims/
pio/docume
nt.cfm?
id=389146
Austin TX The Austin Guaranteed Income Pilot is testing how
direct cash might help individuals and families with low
incomes weather their unstable housing circumstances
in some of the highest-poverty and most rapidly
gentrifying neighborhoods in Austin, Texas. In
September 2022, UpTogether and 10 community-…
122
#
7
8
9
10
11
12
Name of
Pilot
Website Location State Description
Baby's First
Years
https://www
.babysfirstye
ars.com/
New
Orleans
LA Baby’s First Years is a pathbreaking study of the causal
impact of monthly, unconditional cash gifts to low-
income mothers and their children in the first four
years of the child’s life. The gifts are funded through
charitable foundations. The study will identify whether
reducing poverty can affect early childhood …
Baby's First
Years
https://www
.babysfirstye
ars.com/
New York NY Baby’s First Years is a pathbreaking study of the causal
impact of monthly, unconditional cash gifts to low-
income mothers and their children in the first four
years of the child’s life. The gifts are funded through
charitable foundations. The study will identify whether
reducing poverty can affect early childhood …
Baby's First
Years
https://www
.babysfirstye
ars.com/
Omaha NE Baby’s First Years is a pathbreaking study of the causal
impact of monthly, unconditional cash gifts to low-
income mothers and their children in the first four
years of the child’s life. The gifts are funded through
charitable foundations. The study will identify whether
reducing poverty can affect early childhood …
Baby's First
Years
https://www
.babysfirstye
ars.com/
Twin Cities MN Baby’s First Years is a pathbreaking study of the causal
impact of monthly, unconditional cash gifts to low-
income mothers and their children in the first four
years of the child’s life. The gifts are funded through
charitable foundations. The study will identify whether
reducing poverty can affect early childhood …
Baltimore
Young
Families
Success
Fund
https://may
or.baltimore
city.gov/new
s/press-
releases/202
2-05-02-…
Baltimore MD Baltimore is the birthplace of redlining and residential
segregation. That legacy shows up in stark inequalities
and continues to shape life in the City today. These
inequalities have only been exacerbated by the COVID-
19 pandemic and have disproportionately impacted
low income families. Baltimore Young Families Succes…
BIG:LEAP
(Basic
Income
Guaranteed:
L.A.
Economic …
https://bigle
ap.lacity.org
/
Los Angeles CA Basic Income Guaranteed: Los Angeles Economic
Assistance Pilot (BIG:LEAP) is providing approximately
3,200 individuals with $1,000 per month for 12 months.
These are unconditional, regular, and direct cash
payments to individual participants that supplement
existing welfare programs.
123
#
13
14
15
16
17
18
Name of
Pilot
Website Location State Description
Birmingham'
s Embrace
Mothers
Pilot
https://www
.birmingham
al.gov/embr
acemothers
Birmingham AL Nearly 60% of households with children in the
Birmingham are helmed by single women. Embrace
Mothers supports 110 single mothers and women
mothering roles (e.g., grandmothers, aunts) with $375
per month for 12 months. Participants were randomly
selected by the City of Birmingham's research partner…
Black
Resilience
Fund (BRF)
https://www
.blackresilie
ncefund.co
m/
Portland OR Black Resilience Fund is a program of nonprofit Brown
Hope and is dedicated to fostering healing and
resilience by providing direct financial assistance to
Black Portlanders. Black Resilience Fund is dreaming for
a lasting impact in the Portland region. In the face of
persistent systemic inequities, we lift up community …
Cambridge
RISE
(Recurring
Income for
Success and
Empower…
https://www
.cambridgeri
se.org/
Cambridge MA The RISE Pilot began in September 2021. Mayor
Siddiqui and City Manager DePasquale announced in
April 2022 that the City of Cambridge will be allocating
funds to build on the work of RISE to provide direct
cash assistance to families in poverty in Cambridge.
This program is in the early stages and there will be …
Camp
Harbor View
Guaranteed
Income Pilot
https://cam
pharborview
.org/a-
guaranteed-
income-
program-…
Boston MA The Camp Harbor View Guaranteed Income Pilot will
enroll 100 eligible families into a 2-year study, where
50 of those families will receive a guaranteed income.
To be eligible, families must live in Boston, MA, have a
child in one of Camp Harbor View’s youth-serving
programs, and self-certify as having a low income but…
Central Iowa
Basic
Income Pilot
Project
https://uplift
iowa.org/
Des Moines IA The Central Iowa Basic Income Pilot Project is a cross-
sector collaboration focused on implementing a basic
income program model in central Iowa. Following
successful models across the nation, the pilot project
will provide 110 low-income individuals with $500 each
month for two years.
Central
Texas 12-
Month Pilot
https://conn
ect.uptoget
her.org/cent
ral-
tx/housing-
stability.ht…
Austin and
Georgetown
TX In March 2021, UpTogether, in partnership with the City
of Austin and local philanthropy, launched a study to
understand how UpTogether members demonstrate
the impact of our strength-based approach, particularly
around housing stabilization. The purpose is to uplift
learnings to inform how the City of Austin and local …
124
#
19
20
21
22
23
24
Name of
Pilot
Website Location State Description
Chelsea Eats https://www
.hks.harvard.
edu/centers
/taubman/p
rograms-
research/r…
Chelsea MA Chelsea, Massachusetts, a city of 40,000 people just
north of Boston, is among the places in the country
hardest hit by COVIC-19, both from a health and an
economic perspective. In April 2020, local community
organizations and the City of Chelsea responded to the
economic crisis facing jobless Chelsea residents by …
Chicago
Future Fund
https://eatc
hicago.xtens
io.com/e9d9
1q8a
Chicago IL The Chicago Future Fund (CFF) is Equity and
Transformation (EAT)’s very own guaranteed income
pilot program for formerly incarcerated individuals. EAT
launched the CFF to explore what direct cash payments
of $500/month can do for 30 system-impacted
residents of West Garfield Park. There are no work …
Chicago
Resilient
Communitie
s Pilot
https://www
.chicago.gov
/city/en/site
s/resilient-
communitie
s-…
Chicago IL The Chicago Resilient Communities Pilot is a $31.5
million dollar commitment from Mayor Lori Lightfoot
and the City of Chicago’s Department of Family and
Support Services as part of her effort to tackle poverty
and put residents at the center of the economic
recovery from the COVID-19 pandemic. 5,000 …
City and
County of
San
Francisco
https://www
.sfhsa.org/a
bout/annou
ncements/ci
ty-launches-
new-…
San
Francisco
CA the San Francisco Human Services Agency (SFHSA)
announced the launch of a new guaranteed income
pilot program for former foster youth in San Francisco.
Supported by California Department of Social Services
(CDSS), the City and County of San Francisco, the San
Francisco Juvenile Probation Department (SFJPD) and …
CLIMB
(Columbia
Life
Improvemen
t Monetary
Boost)
https://www
.midlandsgiv
es.org/climb
Columbia SC Columbia Life Improvement Monetary Boost (CLIMB)
was launched to determine the effectiveness of regular
monthly payments to strengthen fathers and families.
In partnership with Mayors for a Guaranteed Income,
CLIMB utilizes one of the most promising tools for
addressing poverty, inequity, and family instability: a …
Community
Love Fund
https://f4gi.
org/pilot/co
mmunity-
love-fund/
Boston MA To alleviate the economic pressure price gouging
exerts on incarcerated loved ones and their family
members, The National Council will combat extortive
penal practices with a guaranteed income. It will be the
first organization to do so within prison walls. It will
also combat economic precarity among formerly …
125
#
25
26
27
28
29
30
Name of
Pilot
Website Location State Description
Compass
Family
Service Basic
Income Pilot
https://www
.compass-
sf.org/post/
partner-
spotlight-
wells-fargo
San
Francisco
CA Compass is to study the impact of universal basic
income for 13 low-income families with children
currently enrolled in Compass Children’s Center. The
payments will be $350 per month for six months.
Although this pilot program will be modest, resulting in
a total of $2,100 per family, we know that any increas…
Compton
Pledge
https://com
ptonpledge.
org/
Compton CA Over the course of two years, the Compton Pledge will
provide 800 low-income residents with unconditional
cash installments, delivering urgent relief to Compton
families in the wake of COVID-19’s devastation. The
Fund for Guaranteed Income has built a solution for
governments to disburse cash to program participant…
Concord GI
Pilot
Program
https://www
.mercuryne
ws.com/202
3/03/13/con
cord-
nonprofit-…
Concord CA Monument Impact, a community-based nonprofit, has
launched a guaranteed income pilot program after
being awarded $1.5 million in American Rescue Plan
Act funds by the city of Concord. The project aims to
give $500 a month over 12 months in cash assistance
to at least 120 low-income Concord families. “Priority …
Cook
County
Promise
Guaranteed
Income
https://www
.cookcountyi
l.gov/promis
e
Cook
County
IL Cook County Board President Toni Preckwinkle and
Cook County Government are proud to be leading the
way in the American guaranteed income movement.
The Cook County Promise Guaranteed Income Pilot will
provide no-strings-attached $500 monthly cash
payments to 3,250 Cook County residents for 24 …
Corazón
Healdsburg
https://norc
alpublicmed
ia.org/20220
62580166/n
ews-
feed/heald…
Healdsburg CA Last September, the Healdsburg City Council allocated
funding from the American Rescue Plan Act toward the
creation of a universal basic income program. The City
of Healdsburg is partnering with Corazón Healdsburg
to develop a pilot program. Corazón has been at work
on the details of the program with hopes that it will …
Creative
Communitie
s Coalition
Coalition for
Guaranteed
Income …
https://ybca.
org/guarant
eed-
income-for-
artists/#:~:te
xt=Creativ…
San
Francisco
CA The Creative Communities Coalition for Guaranteed
Income (CCCGI) is a new initiative convened by YBCA
and led by six San Francisco arts and culture
organizations dedicated to economic justice: Black
Freighter Press, Chinese Culture Center of San
Francisco (CCCSF), The Transgender District, Dance …
126
#
31
32
33
34
35
36
Name of
Pilot
Website Location State Description
Denver
Basic
Income
Project
https://denv
erbasicinco
meproject.o
rg/
Denver CO The Denver Basic Income Project is giving basic income
to individuals experiencing homelessness with the goal
of building a healthier society grounded in social
justice and centered around improving human thriving.
Our society can do better than our current social safety
net. This project is possible through the generosity of…
Direct
Investment
Program in
Sacramento
(DIPS)
https://www
.capradio.or
g/articles/20
23/03/20/sa
cramento-
guarantee…
Sacramento CA Families must be up to 150% of the Federal Poverty
Level by household size (up to $19,320 for a single
person)
Direct
Investment
Program in
Sacramento
(DIPS) 2.0
https://www
.capradio.or
g/articles/20
23/03/20/sa
cramento-
guarantee…
Sacramento CA Live in Sacramento. 2. Income – Eligible households
must earn less annually than the following limits:
1 adult: $28,205
1 adult, 1 child: $49,945
1 adult, 2 children: $65,880 …
El Monte
Guaranteed
Income
Program
https://abc7.
com/el-
monte-
approves-
guaranteed-
income-…
El Monte CA Los Angeles County's pilot program will give 1,000
randomly selected residents $1,000 a month for three
years. Participants must be at least 18 years old, have a
household income under $56,000 for a single person or
$96,000 for a family of four and have experienced
negative impacts due to the COVID-19 pandemic.
Elevate MV https://www
.mountainvi
ew.gov/our-
city/depart
ments/city-
managers-…
Mountain
View
CA Households with an income below 30% Area Median
Income (AMI), and parents/custodial caregiver for at
least one child under the age of 18 at the time of
application.
Elm City
Reentry Pilot
https://www
.4-ct.org/
New Haven CT Twenty New Haven area residents will receive
$500/month for one year on an Elm City Resident
Card + prepaid Mastercard. Participants were
selected by Project M.O.R.E. Reentry Welcome
Center and are currently receiving services related
to their transition back to the community.…
127
#
37
38
39
40
41
42
Name of
Pilot
Website Location State Description
Evanston
Equitable
Recovery
Fund
https://daily
northwester
n.com/2021
/04/29/city/f
amilies-
receive-firs…
Evanston IL UpTogether launched the Evanston Equitable Recovery
Fund, a privately funded initiative to provide 25
Evanston residents with a $300 per month payment for
10 months. The Evanston City Council and Economic
Security for Illinois (ESIL) both issued support of the
initiative. Key to the initiative is that there are no …
Evanston
Guaranteed
Income Pilot
Program
https://www
.cityofevanst
on.org/resid
ents/guaran
teed-
income-…
Evanston IL The City will accept 150 participants into the program.
Once a month for a year, participants will each get
$500 loaded onto a prepaid debit card.
The City of Evanston wants to learn more about how
Guaranteed Income can benefit our community
members. We’ve partnered with researchers at …
Excel https://www
.stepupdurh
am.org/exce
l
Durham NC The objective of Durham’s Excel Pilot Program is to
evaluate guaranteed income’s effects on recidivism and
re-incarceration, employment, economic security, and
income volatility, as well as physical functioning,
mental health, stress, and coping, parenting, housing,
and interactions with other institutional systems. 109 …
Expeccting
Justice
https://www
.cdss.ca.gov/
Portals/13/P
ress%20Rele
ases/2023/C
DSS-News…
CA Expecting Justice (Heluna Health DBA Public Health
Foundation Enterprises,
Inc.) was awarded $4,995,758 and will provide 425
pregnant individuals who are
at high risk for pre-term birth with $600-$1,000 per
month for 12 months.
Fairfax
County
Guaranteed
Income Pilot
https://www
.fairfaxcount
y.gov/neigh
borhood-
community-
services/ec…
Fairfax
County
VA A pilot program that will give monthly cash assistance
to select low-income residents is in development in
Fairfax County.
While eligibility criteria, payment amounts, and other
details are still being determined, the county has
allocated $1.5 million to the effort from its American …
Family Goal
Fund
https://www
.whywelift.or
g/family-
goal-fund/
Chicago IL LIFT is a national nonprofit providing coaching services
to families in Chicago, DC, New York, and Los Angeles.
Across our four sites, families receive $150 unrestricted
cash transfers every three months they continue in our
program, for up to two years. Our program and cash
transfer supports aim to accelerate families’ progress …
128
#
43
44
45
46
47
48
Name of
Pilot
Website Location State Description
Family Goal
Fund
https://www
.whywelift.or
g/family-
goal-fund/
Los Angeles CA LIFT is a national nonprofit providing coaching services
to families in Chicago, DC, New York, and Los Angeles.
Across our four sites, families receive $150 unrestricted
cash transfers every three months they continue in our
program, for up to two years. Our program and cash
transfer supports aim to accelerate families’ progress …
Family Goal
Fund
https://www
.whywelift.or
g/family-
goal-fund/
New York NY LIFT is a national nonprofit providing coaching services
to families in Chicago, DC, New York, and Los Angeles.
Across our four sites, families receive $150 unrestricted
cash transfers every three months they continue in our
program, for up to two years. Our program and cash
transfer supports aim to accelerate families’ progress …
Family Goal
Fund
https://www
.whywelift.or
g/family-
goal-fund/
Washington DC LIFT is a national nonprofit providing coaching services
to families in Chicago, DC, New York, and Los Angeles.
Across our four sites, families receive $150 unrestricted
cash transfers every three months they continue in our
program, for up to two years. Our program and cash
transfer supports aim to accelerate families’ progress …
Family
Health
Project
https://www
.family-
health-
project.org/
Lynn MA Family Health Project has undertaken a simple,
replicable program providing new mothers with $400
per month for 36 months without condition.
Family
Prosperity
https://docs.
google.com
/document/
d/1xNTKjoh
XQIWVBns3
Npl1K8lso…
La Cruces NM
Financial
Assistance
for Phoenix
Families
Program
https://www
.phoenix.go
v/newsroom
/city-
manager/21
08
Phoenix AZ Under this 12 month pilot program, 1,000 Phoenix
families with children will be selected to receive a
$1,000 stipend to use on household expenses, such as
childcare, groceries, rent/utility bills, transportation, etc.
There will be no application for the pilot program.
Families with children who have applied for Emergenc…
129
#
49
50
51
52
53
54
Name of
Pilot
Website Location State Description
G.I.F.T.
Guaranteed
Income for
Transgender
People
https://www
.giftincome.
org/faq
San
Francisco
CA Guaranteed Income for Transgender People (G.I.F.T.)
will provide economically marginalized transgender
people with unrestricted, monthly guaranteed income
as a way to combat poverty our most impacted
community members face.
…
Growing
Resilience in
Tacoma
(GRIT)
https://guar
anteedinco
me.us/taco
ma
Tacoma WA The Growing Resilience In Tacoma (GRIT)
demonstration is a collaborative effort between United
Way of Pierce County and the City of Tacoma. GRIT is a
12-month guaranteed income program that gifts 110
Tacoma families $500 a month in unconditional and
unrestricted cash. All 110 participants are employed …
Guaranteed
Income for
Artists
https://sprin
gboardforth
earts.org/gu
aranteed-
income-for-
artists/
St. Paul MN Springboard for the Arts' guaranteed minimum income
pilot program for artists and culture workers in St. Paul
is inspired by the City of St. Paul’s People’s Prosperity
Pilot and the Mayors for a Guaranteed Income
network. This pilot will be one of the first guaranteed
income pilots in the nation to focus on the creative …
Creatives
Rebuild New
York -
Guaranteed
Income for
Artists
https://www
.creativesreb
uildny.org/
(Statewide)NY Creatives Rebuild New York (CRNY)’s Guaranteed
Income for Artists program will provide regular, no-
strings-attached cash payments for 2,400 artists who
have financial need. Each artist will receive $1,000 per
month for 18 consecutive months. Our guaranteed
income work joins with that of municipalities, …
Guaranteed
Income to
Grow Ann
Arbor
https://giga
2.org/
Ann Arbor MI The City of Ann Arbor approved to implement a pilot
that will provide $500/month for 12 months to families
hit hardest by the pandemic.
Guaranteed
Income
Validation
Effort (GIVE
Gary)
https://www
.pbs.org/ne
wshour/sho
w/how-a-
guaranteed-
income-…
Gary IN Aided by $500,000 of seed money from the Mayors for
Guaranteed Income organization, Gary launched the
G.I.V.E. program. 125 people were chosen to
participate, receiving $500 a month for 12 months.
130
#
55
56
57
58
59
60
Name of
Pilot
Website Location State Description
Houston
Equity Fund
https://www
.kingdombui
lders.com/w
p-
content/upl
oads/2022…
Houston TX "Individuals at least 18 years old at the time of
application, and have an income at or below the
federal poverty level.
"
HudsonUP
(cohort 1)
https://www
.hudsonup.o
rg/
Hudson NY HudsonUP is a basic income pilot created by The Spark
of Hudson and Humanity Forward and based in
Hudson, NY. The initiative is being designed in
collaboration with the community and is championed
by Mayor Kamal Johnson. HudsonUP is providing $500
each month to selected Hudson residents over a peri…
HudsonUP
(cohort 2)
https://www
.hudsonup.o
rg/
Hudson NY HudsonUP is a basic income pilot created by The Spark
of Hudson and Humanity Forward and based in
Hudson, NY. The initiative is being designed in
collaboration with the community and is championed
by Mayor Kamal Johnson. HudsonUP is providing $500
each month to selected Hudson residents over a peri…
HudsonUP
(cohort 3)
https://www
.hudsonup.o
rg/
Hudson NY HudsonUP is a basic income pilot created by The Spark
of Hudson and Humanity Forward and based in
Hudson, NY. The initiative is being designed in
collaboration with the community and is championed
by Mayor Kamal Johnson. HudsonUP is providing $500
each month to selected Hudson residents over a peri…
Hummingbir
d Nest
https://www
.hummingbi
rd-ifs.org/
Seattle WA Perigee Fund is in the planning phase, working with
partners in the lead, to launch a no-strings-attached
Guaranteed Basic Income (GBI) pilot in Seattle in 2022.
It will be part of a growing number of local GBI pilots
across the United States. Perigee’s pilot will be
somewhat unique in its focus on the prenatal-to-3 …
I.M.P.A.C.T.
(Income
Mobility
Program for
Atlanta
Communit…
https://www
.atlantaga.g
ov/Home/C
omponents/
News/News/
13975/672…
Atlanta GA Through a partnership between the Urban League of
Greater Atlanta, the Income Mobility Program for
Atlanta Community Transformation (I.M.P.A.C.T.) was
implemented to prove the efficacy of a guaranteed
income in helping communities achieve economic
stability. The IMPACT Program serves 300 residents of…
131
#
61
62
63
64
65
66
Name of
Pilot
Website Location State Description
iFoster Inc. https://www
.cdss.ca.gov/
Portals/13/P
ress%20Rele
ases/2023/C
DSS-News…
CA iFoster, Inc. was awarded $4,862,510 and will provide
300 former foster youth with $750 per month for 18
months.
Immigrant
Families
Recovery
Program -
National
https://www
.missionasse
tfund.org/ifr
p/
USA Mission Asset Fund (MAF) has launched a UBI+
program to help 3,000 low-income immigrant families
across the country rebuild their financial lives in the
wake of the pandemic. Immigrant Families Recovery
Program is the largest guaranteed income program
designed for immigrant families who have been …
Immigrant
Families
Recovery
Program:
Coachella's
UBI …
https://www
.coachella.or
g/Home/Co
mponents/N
ews/News/2
603/18
Coachella CA 18 years of age or older, who have a current, non-
expired, government-issued photo ID, at least one
child under the age of 12 who was living in the
household in 2021, earned less than $75,000 in 2021 or
have a total household income below $150,000 in
2021, and have filed a 2019 or 2020 tax return or gav…
Immigrant
Families
Recovery
Program:
San Mateo
County
https://www
.globenews
wire.com/ne
ws-
release/202
2/02/08/2…
San Mateo
County
CA Households not eligible to receive a second-round
stimulus check (Economic Impact Payment) from the
Federal government, have a household income less
than 80% area median income ($97,440 for an
individual), lost income due to the coronavirus (COVID-
19) pandemic, and have not yet received a grant from…
In Her
Hands -
Atlanta (Old
Fourth Ward
area)
https://thegr
ofund.org/
Atlanta GA In Her Hands is a guaranteed income initiative focused
on putting a solution to financial insecurity directly in
the hands of women in Georgia. No strings attached.
Formed through direct community input, In Her Hands
will provide an average of $850 per month for 24
months to 650 women in three communities in …
In Her
Hands -
Southwest
Georgia
(Clay,
Randolph, …
https://thegr
ofund.org/
Southwest GA In Her Hands is a guaranteed income initiative focused
on putting a solution to financial insecurity directly in
the hands of women in Georgia. No strings attached.
Formed through direct community input, In Her Hands
will provide an average of $850 per month for 24
months to 650 women in three communities in …
132
# Name of
Pilot
Website Location State Description
67 In Her
Hands - The
City of
College Park
https://thegr
ofund.org/
College Park GA In Her Hands is a guaranteed income initiative focused
on putting a solution to financial insecurity directly in
the hands of women in Georgia. No strings attached.
Formed through direct community input, In Her Hands
will provide an average of $850 per month for 24
months to 650 women in three communities in …
68 Inland
Southern
California
United Way
https://www
.cdss.ca.gov/
Portals/13/P
ress%20Rele
ases/2023/C
DSS-News…
CA Inland Southern California United Way was awarded
$5,000,000 and will provide
500 pregnant individuals with $600 per month for 12
months and 120 former
foster youth with $750 per month for 18 months.
69 International
Institute of
Minnesota's
Guaranteed
Income
Program f…
https://saha
njournal.co
m/changing
-
minnesota/r
efugee-…
St. Paul MN Single-parent households with children under the age
of 15,or families with four or more children, one
working parent, and one parent with obstacles to
employment, orsingle adults with physical or mental
illness limiting their ability to work or obtain
employment, or families or single adults unable to …
70 Ithaca
Guaranteed
Income
https://hsctc
.org/igi/#:~:
text=What%
20Will%20It
haca%20Gu
aranteed%…
Ithaca NY Even before COVID-19, income and wealth inequality
were at historic highs and many people who were
working multiple jobs couldn’t afford basic necessities.
Ithaca Guaranteed Income (IGI) is a research pilot that
asks the question: how does a guaranteed income
effect the housing stability and overall wellness of our…
71 Just Income
GNV
https://jignv.
org/
Gainesville FL Just Income GNV is a guaranteed income project in
Alachua County, Florida, providing temporary,
unconditional monthly payments directly to people
who have been impacted by the justice system – no
strings attached. This pilot is designed and
administered by formerly incarcerated people. We …
72 King County
GBI Pilot
https://basic
incometoda
y.com/guara
nteed-basic-
income-
pilot-…
King County WA Eligibility: Rainer Beach Action Coalition: Program
Participant, Referred by partner.
Urban Family: Program Participant
133
#
73
74
75
76
77
78
79
Name of
Pilot
Website Location State Description
LA County
Breathe
https://ceo.l
acounty.gov
/pai/breathe
/
Los Angeles CA Breathe: LA County’s Guaranteed Income Program is
part of LA County’s Poverty Alleviation Initiative. 1,000
participants were selected and will receive a $ 1,000
stipend every month for the next three years.
Lansing
Guaranteed
Basic
Income
https://www
.fox47news.c
om/neighbo
rhoods/dow
ntown-old-
town-reo-…
Lansing MI At least 100 random households across the city of
Lansing are set to receive $500 a month for 18 months
as part of Mayor Andy Schor's latest plan to spend
nearly $49 million that was allocated to the city as part
of the federal American Rescue Plan Act
Let's Go
DMV
https://www
.letsgodmv.
org/
Washington DC Hospitality workers in the greater Washington region
who have all been impacted by the pandemic.
Level Up
Mount
Vernon
Guranteed
Income
https://www
.cmvny.com/
588/Mayors
-
Guaranteed-
Income-…
Mount
Vernon
NY Individuals at least 18 years of age, have a minimum
income requirement of $15,000, but no more than at or
below 80% percent of the CDBG Annual Income Limit.
Local
Sound's
Artist Grants
https://www
.wxxinews.or
g/arts-
life/2022-
07-15/artist-
grant-…
Rochester NY Individuals 18 and older, who identify s a member,
worker, and/or participant within the local music
community (live musician, studio musician, production
engineer, sound technician, etc), with 3 spots reserved
for artists of color
Long Beach
Guaranteed
Income Pilot
Program
https://long
beach.gov/p
ress-
releases/city
-of-long-
beach-…
Long Beach CA The Long Beach Guaranteed Income Pilot Program
initiative will help 500 single parents in our city who are
living in poverty and struggling to meet basic needs.
Direct payments will focus on the 90813 Zip Code
which is the highest concentrated area of family
poverty in Long Beach and has a median household …
Los Angeles
County's
Guaranteed
Income
Program
https://www
.forbes.com/
advisor/pers
onal-
finance/guar
anteed-…
Los Angeles
County
CA Individuals at or below the Federal Poverty Line based
on household size facing economic and/or medical
hardship from COVID-19, and with at least one
dependent child (younger than 18 or a student
younger than 24) or are pregnant
134
#
80
81
82
83
84
85
Name of
Pilot
Website Location State Description
Los Angeles
Section
National
Council of
Jewish
Women, Inc.
https://www
.cdss.ca.gov/
Portals/13/P
ress%20Rele
ases/2023/C
DSS-News…
Los Agneles CA Los Angeles Section National Council of Jewish
Women, Inc. was awarded
$3,681,950 and will provide 150 pregnant individuals
who have or are at risk of
diabetes with $1,000 per month for 18 months.
Madison
Forward
Fund
https://www
.irp.wisc.edu
/MadisonFo
rwardFund/
Madison WI The Madison Forward Fund is a year-long guaranteed
income experimental program. A monthly payment of
$500 will be given directly to 155 households for 12
months. It is unconditional, with no strings attached
and no work requirements. The program is founded on
the belief that Madison families deserve a basic level …
Magnolia
Mother's
Trust (cohort
1)
https://sprin
gboardto.or
g/magnolia-
mothers-
trust/
Jackson MS In the fall of 2018, Springboard To Opportunities
announced the Magnolia Mother’s Trust, a new
initiative that provides low-income, Black mothers in
Jackson, Mississippi $1,000 cash on a monthly basis, no
strings attached, for 12 months straight. While there
have been several initiatives for a guaranteed income …
Magnolia
Mother's
Trust (cohort
2)
https://sprin
gboardto.or
g/magnolia-
mothers-
trust/
Jackson MS In the fall of 2018, Springboard To Opportunities
announced the Magnolia Mother’s Trust, a new
initiative that provides low-income, Black mothers in
Jackson, Mississippi $1,000 cash on a monthly basis, no
strings attached, for 12 months straight. While there
have been several initiatives for a guaranteed income …
Magnolia
Mother's
Trust (cohort
3)
https://sprin
gboardto.or
g/magnolia-
mothers-
trust/
Jackson MS In the fall of 2018, Springboard To Opportunities
announced the Magnolia Mother’s Trust, a new
initiative that provides low-income, Black mothers in
Jackson, Mississippi $1,000 cash on a monthly basis, no
strings attached, for 12 months straight. While there
have been several initiatives for a guaranteed income …
Magnolia
Mother's
Trust (cohort
4)
https://sprin
gboardto.or
g/magnolia-
mothers-
trust/
Jackson MS In the fall of 2018, Springboard To Opportunities
announced the Magnolia Mother’s Trust, a new
initiative that provides low-income, Black mothers in
Jackson, Mississippi $1,000 cash on a monthly basis, no
strings attached, for 12 months straight. While there
have been several initiatives for a guaranteed income …
135
#
86
87
88
89
90
91
Name of
Pilot
Website Location State Description
McKinleyvill
e
Community
Collaborativ
e
https://www
.cdss.ca.gov/
Portals/13/P
ress%20Rele
ases/2023/C
DSS-News…
CA McKinleyville Community Collaborative was awarded
$2,302,017 and will provide 150 pregnant individuals
with $920 per month for 18 months.
Minneapolis
Guaranteed
Basic
Income Pilot
https://www
.minneapolis
mn.gov/gov
ernment/pr
ograms-
initiatives/…
Minneapolis MN Individuals with household income 50% or less of the
city's median area income, with priority given to
housing insecure families, those in job training or
educational programs who have dropped out due to
financial hardship, and young people headed
households
Miracle
Money
https://www
.miraclemes
sages.org/m
oney
San
Francisco
CA Miracle Money is a UBI program for people
experiencing homelessness. Our initial pilot is
distributing $500/month for six months to 15
unhoused neighbors in the SF Bay Area. Each Miracle
Money recipient is paired with a volunteer friend for
weekly phone calls and texts.
MOMentum https://www
.marinmome
ntum.org/
Marin CA MOMentum is a countywide pilot that the Marin
Community Foundation launched in May 2021,
leveraging input from moms and combining it with
deep expertise from local, state and national nonprofits
and county partners. Participants (125 Low-income
moms) will receive $1,000 per month for 24 months, …
Montgomer
y County
Guaranteed
Income
Program
https://www
3.montgom
erycountym
d.gov/311/S
olutions.asp
x?…
Montgomer
y County
MD The Montgomery County Guaranteed Income Pilot
(“MoCo Boost” which stands for “Building Our
Opportunities and Strength Today”) is one of several
dozen national pilots designed to change the narrative
around poverty by providing a regular, unrestricted,
guaranteed income supplement to participants, …
Mother
Rising for
Guaranteed
Basic
Income
https://risin
gcommuniti
es.org/moth
ers-rising-
for-
guarantee…
South Los
Angeles
CA The Regional Task Force members serving on the Best
Start Region 2 South LA Decides Initiative voted to
fund the Mothers Rising for Guaranteed Basic Income.
The Best Start Region 2 South LA Decides initiative puts
the power back in people’s hands by ensuring that
residents can participate in the design and decision-…
136
#
92
93
94
95
96
97
Name of
Pilot
Website Location State Description
Mother Up
Pilot
https://moth
ersoutreach
network.org
/mother-up-
pilot/
District of
Columbia
DC Phase 1 (Soft Launch)
April 2023-March 2026
5 moms in DCT (Direct Cash Transfer) Group
Phase 2 (Pre-Pilot)
Summer 2023-Summer 2026…
Multnomah
Mother’s
Trust
https://www
.multco.us/
multnomah-
idea-
lab/multno
mah-…
Multnomah
County
OR The Multnomah Mothers’ Trust Project began by
recruiting 100 participants from the Black Parent
Initiative and WomenFirst programs. Earlier this year,
the program began distributing $500 monthly
payments and kept records on how the money was
spent. Participants who provided monthly informatio…
My Sister’s
Place Cash
Transfer
Program
https://www
.mysisterspl
acedc.org/pr
ograms-
and-
services/
District of
Columbia
DC My Sister’s Place (MSP) is proud to launch the first
emergency cash transfer program specifically targeted
toward domestic violence (DV) survivors. This pilot
project will benefit families served through MSP’s
Reaching Independence Through Survivor
Empowerment (RISE) transitional housing program an…
NCJWLA
Guaranteed
Income
Project
http://www.
ncjwla.org/g
ip
Los Angeles CA The National Council of Jewish Women | Los Angeles
Guaranteed Income Project is focused on supporting
female-identifying healthcare workers/caregivers in Los
Angeles City Council District 13. The cohort will be 12
participants who will receive $1000 a month for 12
months. We have targeted women who earn between…
New
Orleans
Guaranteed
Income
Program
https://nola.
gov/mayor/
news/may-
2022/city-
of-new-
orleans-…
New
Orleans
LA The Mayor’s Office of Youth and Families announced
the launch of the New Orleans Guaranteed Income
Program through a $500,000 grant from Mayors for a
Guaranteed Income (MGI). The City of New Orleans is
the first recipient of the MGI funding to prioritize
payments to young people. The program will serve 1…
Newark
Equity
https://newa
rkequity.org
/
Newark NJ The Newark Movement for Economic Equity (NMEE)
layers guaranteed income over Mayor Baraka’s existing
equitable growth strategies and wraparound services
provided by various nonprofit organizations. NMEE is
one of a number of initiatives established by the Mayor
to address the economic insecurity faced by Newark’s…
137
#
98
99
100
101
102
103
Name of
Pilot
Website Location State Description
NM
Immigrant
GBI Project
https://www
.uptogether.
org/press-
release/
13 Counties NM As part of the NM Immigrant GBI Project, 330
undocumented or mixed-immigration status families
from 13 counties will begin in March to receive $500
monthly for 12 months. The online application period
opened last month and will close this Friday, February
11 at 3 p.m. MST. To date, more than 2,000 applicatio…
Oakland
Resilient
Families
https://oakla
ndresilientfa
milies.org/
Oakland CA Oakland Resilient Families provided 600 randomly
selected Oakland families (with an intentional focus on
groups with the greatest wealth disparities per the
Oakland Equity Index) with low incomes and at least 1
child under 18 a guaranteed income of $500 per
month for at least 18 months.
Olympic
Community
Action
Programs
GBI Pilot
https://www
.peninsulada
ilynews.com
/news/olyca
ps-basic-
income-…
Olympic
Peninsula
WA Particpants in OlyCap Programs
Open
Research
Basic
Income
Project
(Previously…
https://cdn2
.assets-
servd.host/f
uture-
platypus/pr
oduction/…
USA Individuals between 21 and 40 with income that does
not exceed 300% of the Federal Poverty Line based on
household size ($38,640 for individual).
Paterson
Guaranteed
Income Pilot
Program
https://www
.patersonnj.
gov/depart
ment/divisio
n.php?
structureid…
Paterson NJ In 2021, the City of Paterson launched their guaranteed
income program. 110 Paterson residents, selected
through a lottery by the Center for Guaranteed Income
Research at the University of Pennsylvania, received
$400 a month for 12 months. The program is planning
to launch a second cohort.
Paterson
Guaranteed
Income Pilot
Program
(Renewed
2022)
https://www
.patersonnj.
gov/depart
ment/divisio
n.php?
structureid…
Paterson NJ In 2021, the City of Paterson launched their guaranteed
income program. 110 Paterson residents, selected
through a lottery by the Center for Guaranteed Income
Research at the University of Pennsylvania, received
$400 a month for 12 months. The program is planning
to launch a second cohort.
138
#
104
105
106
107
108
109
Name of
Pilot
Website Location State Description
Pathway to
Income
Equity
https://sono
masun.com/
2022/09/01/
sonoma-
county-
launches-…
Sonoma
County
CA Pathway To Income Equity is a two-year initiative that
will deliver $500 a month to 305 low-income families in
Sonoma County. The initiative aims to support families
with young children or pregnant residents along with
other Sonoma County residents.
People's
Prosperity
Pilot
https://www
.stpaul.gov/
departments
/financial-
empowerme
nt/peoples…
St. Paul MN The City of Saint Paul launched the People’s Prosperity
Guaranteed Income Pilot in October 2020. The People’s
Prosperity Pilot was offered to families participating
in CollegeBound Saint Paul, the City’s college savings
initiative, which is providing every child born to a Saint
Paul resident on or after January 1, 2020 with a colleg…
Philadelphia
Guaranteed
Income
Program
https://nextc
ity.org/urba
nist-
news/econo
mics-in-
brief-…
Philadelphia PA Recipients of Temporary Assistance for Needy Families
(TANF)
Philly Joy
Bank
https://phila
cityfund.org
/programs/
philly-joy-
bank/
Philadelphia PA The Philly Joy Bank is a guaranteed income pilot that
will provide pregnant Philadelphians with no strings
attached cash with the goal of improving birth
outcomes.
The Philly Joy Bank was developed by the Philadelphi…
Preserving
Our
Diversity
(POD) Pilot
#1
https://www
.santamonic
a.gov/housi
ng-
pod#:~:text
=The%20P…
Santa
Monica
CA The Preserving Our Diversity (POD) program provides
cash-based assistance to low-income, long-term Santa
Monica residents in rent-controlled apartments in
Santa Monica to help achieve a minimum monthly
after-rent income of $747 for a one-person household
or $1,306 for a two-person household.
Preserving
Our
Diversity
(POD) Pilot
#2
https://www
.santamonic
a.gov/housi
ng-
pod#:~:text
=The%20P…
Santa
Monica
CA The Preserving Our Diversity (POD) program provides
cash-based assistance to low-income, long-term Santa
Monica residents in rent-controlled apartments in
Santa Monica to help achieve a minimum monthly
after-rent income of $747 for a one-person household
or $1,306 for a two-person household.
139
#
110
111
112
113
114
115
Name of
Pilot
Website Location State Description
Prince
George
Guaranteed
Income Pilot
Program
https://wtop
.com/prince
-georges-
county/2023
/04/prince-
georges-c…
Prince
George
County
MD In April 2023, the Prince George County Council
unanimously approved a guaranteed income pilot
program. The exact details of Prince George’s County
program will be hashed out by a workgroup. But
during a committee meeting last month, Council
member Krystal Oriadha said that payments would …
Project
HOME Turst
Program
https://www
.mainepublic
.org/busines
s-and-
economy/20
23-07-07/…
Portland ME At QHC, the majority of our 250 Project HOME
households are headed by mothers. We know that
when families are stably housed and financially secure,
they and their children thrive in and outside of school,
thrive professionally, and are less likely to ever
experience homelessness.
Project
Resilience
https://covid
19.ulstercou
ntyny.gov/p
roject-
resilience/
Ulster
County
NY Individuals making less than 80% area median income
of $46,900
Project Solid
Ground
https://avivo
mn.org/abo
ut/current-
news/avivo-
ubi-
universal-…
Twin Cities MN The Nancy Somers Family Foundation facilitated
funding for a pilot providing $1000 monthly for 15
individuals through a local anti-poverty non-profit,
Avivo. The pilot began amid the urgency of the
pandemic in 2020 and included low income individuals
who were unhoused, challenged by mental illness …
Providence
Guaranteed
Income Pilot
https://guar
anteedinco
me.us/provi
dence
Providence RI The Providence Guaranteed Income Program is
administered by Amos House and is being evaluated
by the University of Pennsylvania’s Center for
Guaranteed Income Research. Researchers are looking
at the impact this supplemental income has on
participants’ economic volatility, employment status, …
Public
Schools
Students
Experiencing
Homelessne
ss Pilot - …
https://www
.nmapplesee
d.org/family
-economic-
stability
Albuquerqu
e
NM In partnership with the LANL Foundation (LANLF), Cuba
Independent School District (CISD), and West Las Vegas
School District (WLVSD), New Mexico Appleseed
designed, implemented, and evaluated this
intervention to provide educational and financial
support to inadequately housed students.
140
#
116
117
118
119
120
121
Name of
Pilot
Website Location State Description
Public
Schools
Students
Experiencing
Homelessne
ss Pilot - L…
https://www
.nmapplesee
d.org/family
-economic-
stability
Las Cruces NM In partnership with the LANL Foundation (LANLF), Cuba
Independent School District (CISD), and West Las Vegas
School District (WLVSD), New Mexico Appleseed
designed, implemented, and evaluated this
intervention to provide educational and financial
support to inadequately housed students.
Restorative
Reentry
Fund
https://com
munitywork
swest.org/o
ur-
work/restor
ative-…
Bay Area CA The Restorative Reentry Fund is one of the first
guaranteed income programs for people returning
home after incarceration. The population of focus is
Black and Brown adults who are formerly incarcerated
and reside in Alameda and Contra Costa counties,
California. Recipients will receive $500 in uncondition…
Returning
Home
Career Grant
https://rubic
onprograms
.org/news/bl
og/returnin
g-home-
press
Alameda
and Contra
Costa
CA Formerly incarcerated- Primarily black and brown
individuals returning home after incarceration
Richmond
Resilience
Initiative
(RRI) (cohort
1)
http://richm
ondvaannou
ncements.bl
ogspot.com
/2020/10/st
oney-…
Richmond VA The Richmond Resilience Initiative (RRI) is the City of
Richmond's guaranteed income pilot program. It is
facilitated by the Office of Community Wealth Building
and made possible by strategic and financial support of
key partners Robins Foundation and Mayors for a
Guaranteed Income. Over the course of 24 months …
Richmond
Resilience
Initiative
(RRI) (cohort
2)
https://www
.rva.gov/co
mmunity-
wealth-
building/ric
hmond-…
Richmond VA The Richmond Resilience Initiative (RRI) is the City of
Richmond's guaranteed income pilot program. It is
facilitated by the Office of Community Wealth Building
and made possible by strategic and financial support of
key partners Robins Foundation and Mayors for a
Guaranteed Income. Over the course of 24 months …
Rise Up
Alameda
https://www
.alamedaca.
gov/Depart
ments/Base-
Reuse-and-
Economic-…
Alameda CA Guaranteed Income to Grow Ann Arbor (GIG A2) is a
two-year guaranteed income program that provides
monthly payments of $528 to 100 entrepreneurs with
low or very low income to support their efforts. The
income limit is defined by the U.S. Department of
Housing and Urban Development, relative to Ann …
141
#
122
123
124
125
126
127
Name of
Pilot
Website Location State Description
Rise Up
Cambridge
https://www
.cambridge
ma.gov/rise
up
Cambridge MA Rise Up Cambridge is a $22 million commitment from
the City of Cambridge to provide assistance to families
with kids using funds received by the City from the
federal American Rescue Plan Act. It provides direct
cash to low-income Cambridge households with
children at or under 21 years of age, earning at or …
Rochester’s
Guaranteed
Basic
Income
program
https://www
.rochesterfir
st.com/roch
ester/roches
ter-city-
council-…
Rochester NY 175 families in the City of Rochester who live at or
below 200% of the federal poverty level would receive
$500 per month for one year. A separate group of 175
families would receive the same amount monthly
under the second year of the proposal.
San Antonio
Basic
Income Pilot
https://sana
ntonioreport
.org/cash-
without-
conditions-
san-…
San Antonio TX UpTogether invests in low-income families who want to
work with people in their communities and support
one another in accomplishing their goals. Starting
November 2020, Uptogether invested $5,100 in 180-
200 groups whose members live in San Antonio. The
funds were dispersed over 27 months. Each househol…
San Diego
for Every
Child
https://www
.sandiegofor
everychild.or
g/guarantee
d-income/
San Diego CA San Diego for Every Child is piloting a guaranteed
income project as an economic justice tool to help
address the racial and gender inequities that impact
the lives of children experiencing poverty. With COVID-
19, social unrest, and an emerging recession,
guaranteed income is an ideal program to address th…
San
Francisco
Guaranteed
Income for
Artists
https://ybca.
org/guarant
eed-
income-for-
artists/#:~:te
xt=The%2…
San
Francisco
CA The SF Guaranteed Income Pilot for Artists (SF-GIPA),
powered by YBCA, makes no-strings-attached monthly
cash payments to 130 artists who have been
disproportionately impacted by the COVID-19
pandemic. SF-GIPA was designed and launched in May
2021 in partnership with the City of San Francisco.
San Mateo
County
Guaranteed
Income
Program
https://www
.smcgov.org
/ceo/news/li
ft-life-after-
foster-care
San Mateo
County
CA
142
#
128
129
130
131
132
133
Name of
Pilot
Website Location State Description
Santa Clara
Basic
Income Pilot
https://news
.sccgov.org/
county-
santa-
claras-basic-
income-…
Santa Clara CA Young adults 22-24 years of age transitioning out of
foster care
Santa Clara
County Pilot
Program
https://www
.ktvu.com/n
ews/santa-
clara-
county-
launches-…
Santa Clara CA Santa Clara County is now launching a pilot program to
give $1,200 a month to 50 graduating high school
seniors who are homeless. The money is coming from
the new state budget just signed into law by Gov.
Gavin Newsom on June 27, 2023.
Santa Fe
Learn, Earn,
Achieve
Program (SF
LEAP)
https://santa
feleap.org/
Santa Fe NM The goal of SF LEAP is to assist young parents attain
their educational goals so that they are able to provide
a stable income for themselves and their families in the
future. The funding supports one hundred young
parents making less than 200% of the federal poverty
level (about $34,000 for a family of two or $52,000 for…
Shreveport
Guaranteed
Income
https://www
.shreveportl
a.gov/2844/
Shreveport-
Guaranteed-
Income-…
Shreveport LA The City of Shreveport's Guaranteed Income Program
is administered by the City of Shreveport and United
Way of Northwest Louisiana through the Shreveport
Financial Empowerment Center and research is being
evaluated by ABT Associates. Researchers are looking
at the impact of this supplemental income on …
South San
Francisco
Guaranteed
Income
Program
https://www
.ssf.net/dep
artments/ec
onomic-
community-
developm…
San
Francisco
CA Foster youth aging out of care, single heads of
households, families with minor aged children and
residents of the city's lowest income census block
tracks.
Stockton
Economic
Empowerme
nt
Demonstrati
on (SEED)
https://www
.stocktonde
monstration.
org/
Stockton CA The Stockton Economic Empowerment Demonstration
(SEED) was the nation’s first mayor led guaranteed
income demonstration. Launched in February 2019 by
former Mayor Michael D. Tubbs, SEED gave 125
randomly selected residents $500/month for 24
months. The cash was completely unconditional, with …
143
#
134
135
136
137
138
139
Name of
Pilot
Website Location State Description
Strong
Families,
Strong
Future DC
https://mart
hastable.org
/blog/buildi
ng-strong-
financial-
foundation…
Washington DC Martha’s Table, in partnership with the Office of the
Deputy Mayor for Planning and Economic
Development, has committed to supporting over one
hundred mothers living in Wards 5, 7, and 8 through
our latest direct cash assistance program: Strong
Families, Strong Futures DC. This initiative will help …
The Bridge
Project (first
cohort)
https://bridg
eproject.org
/
New York NY Launched in June 2021, the Bridge Project is designed
to support low-income mothers in New York City
during the first 1,000 days of their children’s lives by
providing them with consistent, unconditional cash on
a biweekly basis. The first phase of the Bridge Project
provides either $500 or $1,000 a month to 100 low-…
The Bridge
Project
(second
cohort)
https://bridg
eproject.org
/
New York NY Launched in June 2021, the Bridge Project is designed
to support low-income mothers in New York City
during the first 1,000 days of their children’s lives by
providing them with consistent, unconditional cash on
a biweekly basis. The first phase of the Bridge Project
provides either $500 or $1,000 a month to 100 low-…
The
Targeted
Eviction
Program
https://unite
dwaydallas.
org/updates
/the-
targeted-
eviction-…
Dallas TX Earlier this year, United Way of Metropolitan Dallas
launched an innovative new pilot program that seeks
to address a long-standing problem. The Targeted
Eviction Prevention Project (TEPP) provides direct cash
investments and other resources for families in
Southern Dallas with the goal of empowering them to…
The Ventura
County
Human
Services
Agency
https://www
.cdss.ca.gov/
Portals/13/P
ress%20Rele
ases/2023/C
DSS-News…
Ventura
County
CA Former foster youth
The Youth
Cash
Transfer
Study
https://www
.rootedscho
ol.org/youth
-cash-
transfer-
study
New
Orleans
LA High school seniors
144
#
140
141
142
143
144
145
Name of
Pilot
Website Location State Description
Thrive East
of the River
https://mart
hastable.org
/wp-
content/upl
oads/2020/0
6/Marthas…
Washington DC THRIVE East of the River was a guaranteed-income
pilot that provided emergency cash relief of $5,500 to
almost 600 Washington, DC, households during the
height of the COVID-19 pandemic. THRIVE was
launched by four community-based organizations and
provided cash as well as other services to participants…
Thriving
Providers
Project
https://thrivi
ngproviders.
org/
Multiple WA, TN, CO This program will be piloted in multiple locations.
Selected family, friend and neighbor
providers/caregivers will receive direct cash payments
for one year or more. Providers and caregivers will also
receive peer and professional support that reduces
isolation, increases access to other resources and …
Transformati
onal
Support for
Emerging
Nashville-
Based …
https://www
.bmacoalitio
n.org/initiati
ves
Nashville TN The Black Music Action Coalition (BMAC) and the
Academy of Country Music (ACM) proudly announced
today a new partnership to launch, sustain and support
“OnRamp,” a guaranteed income program for 20
young, Black members of the music community,
including artists and industry professionals, in …
Trust Youth
Initiative:
Direct Cash
Transfers to
Address
Young Adu…
https://www
.pointsource
youth.org/di
rectcashtran
sfers
New York NY LGBTQIA Youth 18-24 who are unhoused or
underhoused
West
Hollywood
Basic
Income Pilot
https://www
.ncjwla.org/
whpgi/
West
Hollywood
CA The City of West Hollywood was created by LGBT
activists, older adults, and renters seeking a place to
live where they would be free from discrimination and
safely age in their community. Since then, the City has
crafted housing policies that stabilize rental costs and
prohibit discrimination, invested in affordable and …
YALift!
(Young
Adult
Louisville
Income For
Transform…
https://metr
ounitedway.
org/progra
m/yalift/
Louisville KY YALift! provides young adults with a one-year, no
strings attached foundation of financial stability. The
pilot is collaboratively administered by Louisville Metro
Government, Metro United Way, Russell: A Place of
Promise, and Mayors for Guaranteed Income (MGI),
and is focused on young adults in three neighborhoo…
145
#
146
147
148
149
150
151
Name of
Pilot
Website Location State Description
YBCA
Guaranteed
Income Pilot
https://ybca.
org/guarant
eed-
income-
pilot/
San
Francisco
CA Black, Indigenous, BIPOC, LGBTQ+ , immigrant and
disabled individuals 18 and older who are artists whose
practice is rooted in a historically marginalized
community, live in low-income households, and have
lost income due to COVID-19
Yolo County
Basic
Income
(YOBI)
https://pove
rty.ucdavis.e
du/article/br
eak-cycle-
generational
-poverty-…
pri CA Yolo County and its Health and Human Services
Agency (HHSA) will launch the Yolo County Basic
Income (YOBI) Project, putting resources in the hands
of families marginalized by circumstances and systems
working for their long-term health and financial
stability. YOBI provides a calculated basic income to a…
YSEquity https://yseq
uity.org/#ov
erview
Yellow
Springs and
Miami
Township
OH YSEQUITY, an initiative supported by the Yellow Springs
Community Foundation, will open applications for the
next cohort in Fall 2023 to provide 15 residents of
Yellow Springs and Miami Township with $300 each
month over a period of 24 months ($7,200 in total per
individual). YSEQUITY is the second guaranteed inco…
Zero Babies
Homeless
https://www
.thesamuels
grp.com/ho
me-works
National HOMEworks
by the
Samuels
Group
The Zero Babies Homeless demonstration project will
focus on low-income pregnant women and mothers
with infants in NYC who are experiencing or expect to
experience housing instability. If a mother qualifies,
they will be randomly assigned to the experimental
program group or to control group. Both groups will …
The Black
Economic
Equity
Movement
(BEEM)
Project
https://bee
mproject.or
g/
San
Francisco
and Oakland
CA The Black Economic Equity Movement (BEEM) project is
a Guaranteed Income project for Black young adults in
low-income areas of San Francisco and Oakland, CA.
The BEEM project lasts for two years, with half of the
BEEM participants getting the payments in the first
year and half getting the payments in the second yea…
Rx Kids https://flintr
xkids.com/
Flint Michigan More potent than any prescribed pill, Rx Kids aims to
improve health, hope, and opportunity. Science
demonstrates the lifelong consequences of early
adversity but also the promise of science-based,
community-driven solutions. For many families, income
plunges, and poverty spikes right before a child is bor…
146
#
152
153
154
155
156
157
Name of
Pilot
Website Location State Description
It All Adds
Up
https://www
.italladdsups
f.org/the-
pilot
Bay Area CA It All Adds Up, also known as the Bay Area Thriving
Families study, is a five-year randomized control trial
providing 225 Bay Area families who have recently
experienced homelessness with $1,000 in guaranteed
basic income for 12 months. The pilot is a partnership
between Compass Family Services and Hamilton …
Unsheltered
Homelessne
ss Response
Pilot
https://ralei
ghnc.gov/ho
using/news/
unsheltered-
homelessne
ss-…
Raleigh North
Carolina
The City of Raleigh’s Housing and Neighborhoods
Department was recently approved by City Council to
implement an Unsheltered Homelessness Response
Pilot.
The Pilot will provide up to two years of unconditional
direct housing assistance to approximately 45 people…
Affording
Survival
https://the-
network.org
/
Cook
County
IL The Network: Advocating Against Domestic Violence
and partners will support eighty survivors of domestic
violence with a guaranteed income for one year
($1000/month).
Survivors will receive domestic violence services, …
CashRx https://brea
dforthecity.o
rg/economic
-security/
Washington District of
Colombia
The CashRx program provides a small group of Bread
for the City medical patients with equity-based cash
transfers based on their needs with the goal of
improving their health outcomes with a specific focus
on the social determinants of health. CashRx is funded
by the Greater Washington Community Foundation’s …
Pediatric
RISE
https://bona
lab.dana-
farber.org/
Boston Massachuse
tts
Pediatric RISE is a new supportive care intervention that
provides unrestricted cash support for 6-months to
families who have a child receiving chemotherapy for
newly diagnosed cancer, with a self-reported
household income at or below 200% of the federal
poverty line (FPL). Pediatric RISE Aim 2 is a randomize…
159
147
APPENDIX III
GUARANTEED INCOME PILOTS IN
CALIFORNIA
148
CA facilities
#Name of Pilot Website Location State Description
1 Abundant Birth Project https://pretermb
irthca.ucsf.edu/a
bundant-birth-
project#:~:text=
The%20Abundan
t%20Birth%20Pr
oject%20is,econ
omic%20and%2
0reproductive%2
0health%20inter
vention.
San Francisco CA In the United States, racial disparities in birth
outcomes continue to persist with income
inequality being one of the key contributors.
Structural interventions that reduce the racial-
wealth gap are urgently needed and have the
promise to narrow longstanding inequities. In
a community-academic partnership, Expecting
Justice piloted the first pregnancy income
supplement program in the US called the
Abundant Birth Project (ABP). ABP provides
unconditional cash supplements to Black and
Pacific Islander mothers as a strategy to
reduce preterm birth and improve economic
outcomes for our communities.
2 Advancing Fresno Guaranteed
Guaranteed Income
https://fresnoeo
c.org/guarantee
d-income/
Fesno CA Eligible participants must: 1. Live in southwest
Fresno (93706) or Huron (93234), two zip
codes with among the highest concentrated
poverty in the city of Fresno and rural Fresno
County, respectively; 2. Be pregnant and/or
have one or more children between the ages
of 0 to 5; and 3. Earn 80% or less of the Area
Median Income for their zip code. For 93706,
this is $30,615 or less and for 93234 this is
$35,103 or less.
3 BIG:LEAP (Basic Income Guaranteed:
L.A. Economic Assistance Pilot)
https://bigleap.la
city.org/
Los Angeles CA Basic Income Guaranteed: Los Angeles
Economic Assistance Pilot (BIG:LEAP) is
providing approximately 3,200 individuals
with $1,000 per month for 12 months. These
are unconditional, regular, and direct cash
payments to individual participants that
supplement existing welfare programs.
4 City and County of San Francisco https://www.sfhs
a.org/about/ann
ouncements/city
-launches-new-
guaranteed-
income-pilot-
program-
former-foster-
youth
San Francisco CA the San Francisco Human Services Agency
(SFHSA) announced the launch of a new
guaranteed income pilot program for former
foster youth in San Francisco. Supported by
California Department of Social Services
(CDSS), the City and County of San Francisco,
the San Francisco Juvenile Probation
Department (SFJPD) and the non-profit
Tipping Point Community, SFHSA’s
Foundations for the Future Guaranteed
Income Pilot will provide 150 low-income
youth who have recently aged out of San
Francisco’s extended foster care and juvenile
probation systems monthly payments of
$1,200 for 18 months. SFHSA is one of just
seven organizations across the State to be
competitively awarded a grant to launch the
program through California’s first ever state-
funded Guaraneed Income Pilot Program.
149
#Name of Pilot Website Location State Description
5 Compass Family Service Basic Income
Pilot
https://www.com
pass-
sf.org/post/partn
er-spotlight-
wells-fargo
San Francisco CA Compass is to study the impact of universal
basic income for 13 low-income families with
children currently enrolled in Compass
Children’s Center. The payments will be $350
per month for six months. Although this pilot
program will be modest, resulting in a total of
$2,100 per family, we know that any increase
in income is likely to produce real benefits for
the children and parents we serve. We hope
that the results will show an overall
improvement in family stability over the pilot
period.
6 Compton Pledge https://compton
pledge.org/
Compton CA Over the course of two years, the Compton
Pledge will provide 800 low-income residents
with unconditional cash installments,
delivering urgent relief to Compton families in
the wake of COVID-19’s devastation. The Fund
for Guaranteed Income has built a solution for
governments to disburse cash to program
participants of the Compton Pledge. One Fair
Wage, Essie Justice Group, Black Lives Matter,
Brotherhood Crusade, and A New Way of Life
are among the advisers to the Compton
Pledge, which was passed as a local resolution
of the BREATHE Act.
7 Concord GI Pilot Program https://www.mer
curynews.com/2
023/03/13/conc
ord-nonprofit-
launches-
guaranteed-
income-pilot-
for-those-
affected-by-
covid-19/
Concord CA Monument Impact, a community-based
nonprofit, has launched a guaranteed income
pilot program after being awarded $1.5
million in American Rescue Plan Act funds by
the city of Concord. The project aims to give
$500 a month over 12 months in cash
assistance to at least 120 low-income Concord
families. “Priority will be given to families with
children age 12 or younger living in
neighborhoods where many low-wage
workers who were not able to work remotely,
had children at home in distance learning, and
lacked access to child care, health care, and/or
federal/state COVID-19 recovery funds,” the
press release said.
8 Corazón Healdsburg https://norcalpu
blicmedia.org/20
22062580166/ne
ws-
feed/healdsburg
-advances-
universal-
income-pilot-
program
Healdsburg CA Last September, the Healdsburg City Council
allocated funding from the American Rescue
Plan Act toward the creation of a universal
basic income program. The City of Healdsburg
is partnering with Corazón Healdsburg to
develop a pilot program. Corazón has been at
work on the details of the program with
hopes that it will launch in the summer. At its
core, the pilot would provide $500 per month
for two years to 50 local families, no strings
attached.
150
#Name of Pilot Website Location State Description
9 Creative Communities Coalition
Coalition for Guaranteed Income
(CCCGI)
https://ybca.org/
guaranteed-
income-for-
artists/#:~:text=
Creative%20Com
munities%20Coa
lition&text=CCC
GI%20is%20an%
2018%20month,
underserved%20
by%20traditional
%20funding%20
sources.
San Francisco CA The Creative Communities Coalition for
Guaranteed Income (CCCGI) is a new initiative
convened by YBCA and led by six San
Francisco arts and culture organizations
dedicated to economic justice: Black Freighter
Press, Chinese Culture Center of San Francisco
(CCCSF), The Transgender District, Dance
Mission Theater, Galeria de la Raza, and the
San Francisco Bay Area Theatre Company
(SFBATCO). The community-led initiative,
funded by Jack Dorsey’s #StartSmall
Foundation and Mackenzie Scott, implements
a $1.3 million, 18-month guaranteed income
program focused on San Francisco artists
grappling with the harms of structural racism,
displacement, and inequity exacerbated by
the COVID-19 pandemic.
10 Direct Investment Program in
Sacramento (DIPS)
https://www.capr
adio.org/articles/
2023/03/20/sacr
amento-
guaranteed-
income-
program-opens-
applications-for-
second-round-
of-participants/
Sacramento CA Families must be up to 150% of the Federal
Poverty Level by household size (up to
$19,320 for a single person)
11 Direct Investment Program in
Sacramento (DIPS) 2.0
https://www.capr
adio.org/articles/
2023/03/20/sacr
amento-
guaranteed-
income-
program-opens-
applications-for-
second-round-
of-participants/
Sacramento CA Live in Sacramento. 2. Income – Eligible
households must earn less annually than the
following limits:
1 adult: $28,205
1 adult, 1 child: $49,945
1 adult, 2 children: $65,880
1 adult, 3 children: $79,500
2 adults: $43,201
2 adults, 1 child: $64,273
2 adults, 2 children: $79,500
2 adults, 3 children: $93,120
Household of 6: $106,740
Household of 7: $120,360
Household of 8: $133,980
For households of 8+: add $14,160 for each
additional person
12 El Monte Guaranteed Income Program https://abc7.com
/el-monte-
approves-
guaranteed-
income-pilot-
program/116573
21/
El Monte CA Los Angeles County's pilot program will give
1,000 randomly selected residents $1,000 a
month for three years. Participants must be at
least 18 years old, have a household income
under $56,000 for a single person or $96,000
for a family of four and have experienced
negative impacts due to the COVID-19
pandemic.
151
#Name of Pilot Website Location State Description
13 Elevate MV https://www.mo
untainview.gov/
our-
city/departments
/city-managers-
office/human-
services/guarant
eed-basic-
income-pilot?
locale=en
Mountain View CA Households with an income below 30% Area
Median Income (AMI), and parents/custodial
caregiver for at least one child under the age
of 18 at the time of application.
14 Expeccting Justice https://www.cdss
.ca.gov/Portals/1
3/Press%20Relea
ses/2023/CDSS-
News-Release-
Guaranteed-
Income-
Pilots.pdf
CA Expecting Justice (Heluna Health DBA Public
Health Foundation Enterprises,
Inc.) was awarded $4,995,758 and will provide
425 pregnant individuals who are
at high risk for pre-term birth with
$600-$1,000 per month for 12 months.
15 Family Goal Fund https://www.why
welift.org/family
-goal-fund/
Los Angeles CA LIFT is a national nonprofit providing
coaching services to families in Chicago, DC,
New York, and Los Angeles. Across our four
sites, families receive $150 unrestricted cash
transfers every three months they continue in
our program, for up to two years. Our
program and cash transfer supports aim to
accelerate families’ progress towards their
self-named career, education, and financial
mobility goals. Key metrics of success include
income gains, educational persistence and
completion, and financial outcomes (savings
behavior, debt reduction, credit building, etc.).
152
#Name of Pilot Website Location State Description
16 G.I.F.T. Guaranteed Income for
Transgender People
https://www.gifti
ncome.org/faq
San Francisco CA Guaranteed Income for Transgender People
(G.I.F.T.) will provide economically
marginalized transgender people with
unrestricted, monthly guaranteed income as a
way to combat poverty our most impacted
community members face.
The Transgender District and Lyon-Martin
Community Health Services, in partnership
with municipal city departments in the City
and County of San Francisco, will provide 55
Transgender residents of San Francisco
County with $1,200 a month in guaranteed
income for a year and a half.
The program will prioritize enrollment of
Transgender, Non-Binary, Gender Non-
Conforming, and Intersex (TGI) people who
are also Black, Indigenous, or People of Color
(BIPOC), experiencing homelessness, living
with disabilities and chronic illnesses, youth
and elders, monolingual Spanish-speakers,
and those who are legally vulnerable such as
TGI people who are undocumented, engaging
in survival sex trades, or are formerly
incarcerated.
17 iFoster Inc. https://www.cdss
.ca.gov/Portals/1
3/Press%20Relea
ses/2023/CDSS-
News-Release-
Guaranteed-
Income-
Pilots.pdf
CA iFoster, Inc. was awarded $4,862,510 and will
provide 300 former foster youth with $750 per
month for 18 months.
18 Immigrant Families Recovery Program:
Coachella's UBI Recovery Program
https://www.coa
chella.org/Home
/Components/N
ews/News/2603/
18
Coachella CA 18 years of age or older, who have a current,
non-expired, government-issued photo ID, at
least one child under the age of 12 who was
living in the household in 2021, earned less
than $75,000 in 2021 or have a total
household income below $150,000 in 2021,
and have filed a 2019 or 2020 tax return or
gave the IRS information as a non-filer in
2020 or 2021
153
#Name of Pilot Website Location State Description
19 Immigrant Families Recovery Program:
San Mateo County
https://www.glo
benewswire.com
/news-
release/2022/02/
08/2381400/0/e
n/San-Mateo-
County-
Coalition-and-
Mission-Asset-
Fund-Launch-
Guaranteed-
Income-for-500-
Immigrant-
Families.html
San Mateo
County
CA Households not eligible to receive a second-
round stimulus check (Economic Impact
Payment) from the Federal government, have
a household income less than 80% area
median income ($97,440 for an individual),
lost income due to the coronavirus (COVID-
19) pandemic, and have not yet received a
grant from MAF through the CA College
Student Support Fund, LA Young Creatives
Fund, or Immigrant Families Fund.
20 Inland Southern California United Way https://www.cdss
.ca.gov/Portals/1
3/Press%20Relea
ses/2023/CDSS-
News-Release-
Guaranteed-
Income-
Pilots.pdf
CA Inland Southern California United Way was
awarded $5,000,000 and will provide
500 pregnant individuals with $600 per month
for 12 months and 120 former
foster youth with $750 per month for 18
months.
21 LA County Breathe https://ceo.lacou
nty.gov/pai/brea
the/
Los Angeles CA Breathe: LA County’s Guaranteed Income
Program is part of LA County’s Poverty
Alleviation Initiative. 1,000 participants were
selected and will receive a $ 1,000 stipend
every month for the next three years.
22 Long Beach Guaranteed Income Pilot
Program
https://longbeac
h.gov/press-
releases/city-of-
long-beach-
begins-
payments-for-
long-beach-
pledge-
guaranteed-
income-pilot-
program/?
_gl=1*1okgqj5*_
ga*NTA3MjA1OT
kwLjE3MDAwOD
Q3NTA.*_ga_DH
0765KYTY*MTcw
MDA4NDc0OS4x
LjEuMTcwMDA4
NDc2MS40OC4
wLjA.
Long Beach CA The Long Beach Guaranteed Income Pilot
Program initiative will help 500 single parents
in our city who are living in poverty and
struggling to meet basic needs. Direct
payments will focus on the 90813 Zip Code
which is the highest concentrated area of
family poverty in Long Beach and has a
median household income 25% lower than
any other zip code in the city. The pilot
program will provide up to 500 participants
with $500 per month for 12 months.
154
#Name of Pilot Website Location State Description
23 Los Angeles County's Guaranteed
Income Program
https://www.forb
es.com/advisor/
personal-
finance/guarante
ed-income-
program-
california/
Los Angeles
County
CA Individuals at or below the Federal Poverty
Line based on household size facing
economic and/or medical hardship from
COVID-19, and with at least one dependent
child (younger than 18 or a student younger
than 24) or are pregnant
24 Los Angeles Section National Council
of Jewish Women, Inc.
https://www.cdss
.ca.gov/Portals/1
3/Press%20Relea
ses/2023/CDSS-
News-Release-
Guaranteed-
Income-
Pilots.pdf
Los Agneles CA Los Angeles Section National Council of
Jewish Women, Inc. was awarded
$3,681,950 and will provide 150 pregnant
individuals who have or are at risk of
diabetes with $1,000 per month for 18
months.
25 McKinleyville Community Collaborative https://www.cdss
.ca.gov/Portals/1
3/Press%20Relea
ses/2023/CDSS-
News-Release-
Guaranteed-
Income-
Pilots.pdf
CA McKinleyville Community Collaborative was
awarded $2,302,017 and will provide 150
pregnant individuals with $920 per month for
18 months.
26 Miracle Money https://www.mir
aclemessages.or
g/money
San Francisco CA Miracle Money is a UBI program for people
experiencing homelessness. Our initial pilot is
distributing $500/month for six months to 15
unhoused neighbors in the SF Bay Area. Each
Miracle Money recipient is paired with a
volunteer friend for weekly phone calls and
texts.
27 MOMentum https://www.mar
inmomentum.or
g/
Marin CA MOMentum is a countywide pilot that the
Marin Community Foundation launched in
May 2021, leveraging input from moms and
combining it with deep expertise from local,
state and national nonprofits and county
partners. Participants (125 Low-income moms)
will receive $1,000 per month for 24 months,
plus access to the UpTogether platform for
networking with other moms, mutual support,
information and resources sharing. This pilot
is designed to give moms an opportunity for
greater independence over their lives, their
finances and the future for them and their
children. MOMentum is 100% funded by
philanthropic donations.
155
#Name of Pilot Website Location State Description
28 Mother Rising for Guaranteed Basic
Income
https://risingco
mmunities.org/
mothers-rising-
for-guaranteed-
basic-income/
South Los
Angeles
CA The Regional Task Force members serving on
the Best Start Region 2 South LA Decides
Initiative voted to fund the Mothers Rising for
Guaranteed Basic Income. The Best Start
Region 2 South LA Decides initiative puts the
power back in people’s hands by ensuring
that residents can participate in the design
and decision-making process to distribute
funding to organizations and projects working
to increase the health and well-being of
children aged 0 – 5 living in South LA and
Compton. The Regional Task Force (RTF),
comprised of eight elected residents and four
elected alternates from across South LA and
Compton, elevates local issues affecting all of
Region 2 by developing recommendations to
increase systems-change impact and
stewarding community-based, participatory
grantmaking. Participatory Grantmaking is a
system that seeks the active participation of
the people impacted by the distribution of
funds in the processes for deciding how the
funds are distributed. The RTF members were
elected by residents of South LA who attend
Best Start Local Council meetings in West
Athens, Compton/E. Compton, Broadway
Manchester and Watts/Willowbrook.
29 NCJWLA Guaranteed Income Project http://www.ncjwl
a.org/gip
Los Angeles CA The National Council of Jewish Women | Los
Angeles Guaranteed Income Project is
focused on supporting female-identifying
healthcare workers/caregivers in Los Angeles
City Council District 13. The cohort will be 12
participants who will receive $1000 a month
for 12 months. We have targeted women who
earn between 50-80% of area median income
as we believe that the financial support of
guaranteed income will allow this
cohort/community to move past some of their
financial/economic struggles towards stronger
financial stability and confidence.
30 Oakland Resilient Families https://oaklandr
esilientfamilies.o
rg/
Oakland CA Oakland Resilient Families provided 600
randomly selected Oakland families (with an
intentional focus on groups with the greatest
wealth disparities per the Oakland Equity
Index) with low incomes and at least 1 child
under 18 a guaranteed income of $500 per
month for at least 18 months.
156
#Name of Pilot Website Location State Description
31 Pathway to Income Equity https://sonomas
un.com/2022/09
/01/sonoma-
county-
launches-pilot-
program-for-
guaranteed-
income-to-305-
families/
Sonoma County CA Pathway To Income Equity is a two-year
initiative that will deliver $500 a month to 305
low-income families in Sonoma County. The
initiative aims to support families with young
children or pregnant residents along with
other Sonoma County residents.
32 Preserving Our Diversity (POD) Pilot #1 https://www.sant
amonica.gov/ho
using-
pod#:~:text=The
%20Preserving%
20Our%20Divers
ity%20(POD,for
%20a%20two%2
Dperson%20hou
sehold.
Santa Monica CA The Preserving Our Diversity (POD) program
provides cash-based assistance to low-
income, long-term Santa Monica residents in
rent-controlled apartments in Santa Monica
to help achieve a minimum monthly after-rent
income of $747 for a one-person household
or $1,306 for a two-person household.
33 Preserving Our Diversity (POD) Pilot #2 https://www.sant
amonica.gov/ho
using-
pod#:~:text=The
%20Preserving%
20Our%20Divers
ity%20(POD,for
%20a%20two%2
Dperson%20hou
sehold.
Santa Monica CA The Preserving Our Diversity (POD) program
provides cash-based assistance to low-
income, long-term Santa Monica residents in
rent-controlled apartments in Santa Monica
to help achieve a minimum monthly after-rent
income of $747 for a one-person household
or $1,306 for a two-person household.
34 Restorative Reentry Fund https://communi
tyworkswest.org/
our-
work/restorative
-reentry/
Bay Area CA The Restorative Reentry Fund is one of the
first guaranteed income programs for people
returning home after incarceration. The
population of focus is Black and Brown adults
who are formerly incarcerated and reside in
Alameda and Contra Costa counties,
California. Recipients will receive $500 in
unconditional cash per month for at least 12
months. Each recipient will have access to a
peer advocate who was formerly incarcerated
and has deep on-the-ground knowledge of
the community and local resources. Our goal
is to expand the program throughout the San
Francisco Bay Area while exploring what level
of cash assistance creates time, peace of
mind, and freedom for people to pursue
opportunities that lead to fulfillment and
wealth building.
157
# Name of Pilot Website Location State Description
35 Returning Home Career Grant https://rubiconpr
ograms.org/new
s/blog/returning
-home-press
Alameda and
Contra Costa
CA Formerly incarcerated- Primarily black and
brown individuals returning home after
incarceration
36 Rise Up Alameda https://www.ala Alameda CA Rise Up Alameda provides 150 low-income
medaca.gov/Dep
artments/Base-
households with $1,000 for 24 months.
Reuse-and-
Economic-
Applicants must be 18 years or older, a resident
of the City of Alameda, and have a household
Development/G
uaranteed-
income less than 50% of AMI. The program is
funded by $4.6 million in American Rescue Plan
Income-Pilot-
Program#:~:text
Act (ARPA) dollars. The goals are to reduce
economic instability, help change local
=The%20City%2
0of%20Alameda
narratives and perceptions surrounding poverty
and provision of public benefits, and inform the
%20(City,over%2
0a%20two%2Dy
larger discussion regarding public benefits and
anti-poverty policies.
ear%20period.
37 San Diego for Every Child https://www.san
diegoforeverychi
ld.org/guarantee
d-income/
San Diego CA San Diego for Every Child is piloting a
guaranteed income project as an economic
justice tool to help address the racial and
gender inequities that impact the lives of
children experiencing poverty. With COVID-
19, social unrest, and an emerging recession,
guaranteed income is an ideal program to
address the experience of child poverty both
in the current moment and beyond. This
project is meant to inform future
governmental and non-profit policies.
38 San Francisco Guaranteed Income for
Artists
https://ybca.org/
guaranteed-
San Francisco CA The SF Guaranteed Income Pilot for Artists
(SF-GIPA), powered by YBCA, makes no-
income-for-
artists/#:~:text=
strings-attached monthly cash payments to
130 artists who have been disproportionately
The%20SF%20G
uaranteed%20In
impacted by the COVID-19 pandemic. SF-GIPA
was designed and launched in May 2021 in
come%20Pilot,th
e%20City%20of
partnership with the City of San Francisco.
%20San%20Fran
cisco.
39 San Mateo County Guaranteed Income
Program
https://www.smc
gov.org/ceo/ne
ws/lift-life-after-
foster-care
San Mateo
County
CA
158
#Name of Pilot Website Location State Description
40 Santa Clara Basic Income Pilot https://news.scc
gov.org/county-
santa-claras-
basic-income-
pilot-program-
changing-lives
Santa Clara CA Young adults 22-24 years of age transitioning
out of foster care
41 Santa Clara County Pilot Program https://www.ktvu
.com/news/santa
-clara-county-
launches-pilot-
program-of-
guaranteed-
income-for-
homeless-high-
school-seniors
Santa Clara CA Santa Clara County is now launching a pilot
program to give $1,200 a month to 50
graduating high school seniors who are
homeless. The money is coming from the new
state budget just signed into law by Gov.
Gavin Newsom on June 27, 2023.
42 South San Francisco Guaranteed
Income Program
https://www.ssf.
net/departments
/economic-
community-
development/ec
onomic-
development/gu
aranteed-income
San Francisco CA Foster youth aging out of care, single heads
of households, families with minor aged
children and residents of the city's lowest
income census block tracks.
43 Stockton Economic Empowerment
Demonstration (SEED)
https://www.stoc
ktondemonstrati
on.org/
Stockton CA The Stockton Economic Empowerment
Demonstration (SEED) was the nation’s first
mayor led guaranteed income demonstration.
Launched in February 2019 by former Mayor
Michael D. Tubbs, SEED gave 125 randomly
selected residents $500/month for 24 months.
The cash was completely unconditional, with
no strings attached and no work
requirements.
44 The Ventura County Human Services
Agency
https://www.cdss
.ca.gov/Portals/1
3/Press%20Relea
ses/2023/CDSS-
News-Release-
Guaranteed-
Income-
Pilots.pdf
Ventura County CA Former foster youth
159
#Name of Pilot Website Location State Description
45 West Hollywood Basic Income Pilot https://www.ncj
wla.org/whpgi/
West Hollywood CA The City of West Hollywood was created by
LGBT activists, older adults, and renters
seeking a place to live where they would be
free from discrimination and safely age in
their community. Since then, the City has
crafted housing policies that stabilize rental
costs and prohibit discrimination, invested in
affordable and inclusionary housing, and
developed the West Hollywood Pilot for
Guaranteed Income. The City, in partnership
with National Council of Jewish Women, Los
Angeles, launched the first pilot in the country
for older adults living on a low-income and
based on state and local data: residents over
the age of 50 are now the fastest growing
population of homeless people in many parts
of the state; and West Hollywood residents
ages 55+ comprise 23% of the City’s
population, but 44% of residents living in
poverty. The pilot’s goals are to help
community members age in place, prevent
homelessness, reduce the stressors of
financial insecurity, as well as capture
qualitative data to provide insight into income
challenges facing older adults.
46 YBCA Guaranteed Income Pilot https://ybca.org/
guaranteed-
income-pilot/
San Francisco CA Black, Indigenous, BIPOC, LGBTQ+ , immigrant
and disabled individuals 18 and older who are
artists whose practice is rooted in a
historically marginalized community, live in
low-income households, and have lost income
due to COVID-19
47 Yolo County Basic Income (YOBI) https://poverty.u
cdavis.edu/articl
e/break-cycle-
generational-
poverty-yolo-
county-begins-
allocating-basic-
income-families-
poverty#:~:text=
On%20April%20
1%2C%20the%2
0Yolo,out%20to
%20families%20i
n%20need.
pri CA Yolo County and its Health and Human
Services Agency (HHSA) will launch the Yolo
County Basic Income (YOBI) Project, putting
resources in the hands of families
marginalized by circumstances and systems
working for their long-term health and
financial stability. YOBI provides a calculated
basic income to a preselected population of
approximately 55 families selected from
current Yolo County residents enrolled in the
California Work Opportunity and
Responsibility to Kids (CalWORKs) or
CalWORKs Housing Support Program (HSP)
who are pregnant or have a child under the
age of six.
160
#Name of Pilot Website Location State Description
48 The Black Economic Equity Movement
(BEEM) Project
https://beemproj
ect.org/
San Francisco
and Oakland
CA The Black Economic Equity Movement (BEEM)
project is a Guaranteed Income project for
Black young adults in low-income areas of
San Francisco and Oakland, CA. The BEEM
project lasts for two years, with half of the
BEEM participants getting the payments in the
first year and half getting the payments in the
second year. BEEM participants have access to
financial coaches and peer support for both
years.
49 It All Adds Up https://www.itall
addsupsf.org/th
e-pilot
Bay Area CA It All Adds Up, also known as the Bay Area
Thriving Families study, is a five-year
randomized control trial providing 225 Bay
Area families who have recently experienced
homelessness with $1,000 in guaranteed basic
income for 12 months. The pilot is a
partnership between Compass Family Services
and Hamilton Families, with evaluation by
NYU's Housing Solutions Lab. The study will
evaluate whether unconditional cash
payments to families leaving rapid rehousing
programs can help them achieve long-term
housing stability.
161
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1025 ESCOBAR STREET
MARTINEZ, CA 94553CONTRA COSTA COUNTY
Legislation Details (With Text)
File #: Version:124-3425 Name:
Status:Type:Discussion Item Passed
File created:In control:9/25/2024 BOARD OF SUPERVISORS
On agenda:Final action:10/22/2024 10/22/2024
Title:CONSIDER accepting the 2024 Strategic Plan for the Animal Services Department. (Ben Winkleblack,
Animal Services Director)
Attachments:1. CCAS Strategic Plan Final Report (10-01-24), 2. CCAS 2024 Strategic Plan Presentation (10-10-
24)
Action ByDate Action ResultVer.Tally
approved as amendedBOARD OF SUPERVISORS10/22/2024 1 Pass 5:0
To:Board of Supervisors
From:Ben Winkleblack, Animal Services Director
Report Title:Accept the 2024 Strategic Plan for Contra Costa Animal Services
☒Recommendation of the County Administrator ☐ Recommendation of Board Committee
RECOMMENDATIONS:
ACCEPT the 2024 Strategic Plan for Contra Costa Animal Services and provide direction.
FISCAL IMPACT:
No direct fiscal impact. Acceptance of the Strategic Plan by the Board of Supervisors will allow the Department
to proceed with implementation.
BACKGROUND:
In 2017, Animal Services submitted a Board Order detailing a 5-Year Strategic Plan for 2018-2023. For 2024-
2029, an updated Strategic Plan has been developed, in collaboration with Citygate Associates, that articulates
the organization’s vision for the future and illustrates a pathway to achieving the department's objectives for the
next five years. This plan identifies critical areas for improvement within the animal sheltering industry and
establishes performance metrics for practical evaluation.
The 2024 5-Year Strategic Plan’s development includes feedback from Animal Services and County leadership,
volunteers, cities receiving services, and community partners. The collaborative process has actively engaged
key stakeholders to ensure their interests are adequately represented. The plan is recommended to begin in
fiscal year 2024-2025.
The plan leverages departmental challenges, opportunities, and partnerships as drivers for innovation in animal
services. Upon review, two areas have been classified as "Crisis Critical": Capacity for Care and Policy and
Philosophy on Sheltering and Euthanasia.
CONTRA COSTA COUNTY Printed on 10/25/2024Page 1 of 2
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File #:24-3425,Version:1
Additionally, five key themes have been identified, covering eighty-two (82) recommended actions aimed at
enhancing the Department's effectiveness. These themes include communication, resource allocation,
leadership and organizational culture, and the scope of services provided.
Following the approval of the Strategic Plan, a measurable implementation framework will be established to
guide the execution of these actions.
CONSEQUENCE OF NEGATIVE ACTION:
If the revised 2024 Strategic Plan is not approved by the Board of Supervisors,the Animal Services Department
Strategic Plan will not be updated.
CONTRA COSTA COUNTY Printed on 10/25/2024Page 2 of 2
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Contra Costa County Animal Services
Strategic Plan for Animal Services
Table of Contents Page i
TABLE OF CONTENTS
Section Page
Executive Summary ......................................................................................................................................................1
Strategic Plan Overview ...................................................................................................................................2
Section 1—Introduction................................................................................................................................................3
1.1 Project Scope ......................................................................................................................................3
1.2 Structure of the Report .......................................................................................................................3
1.3 Overview of Strategic Plan Process ...................................................................................................5
Section 2—2018 Strategic Plan ....................................................................................................................................9
2.1 Key Components of 2018 Plan ...........................................................................................................9
2.1.1 2018 Mission Statement .......................................................................................................9
2.1.2 Guiding Principles ...............................................................................................................9
2.1.3 Strategic Priorities ..............................................................................................................10
2.2 CCAS Status Reporting ....................................................................................................................11
Section 3—Overview of CCAS Organization ...........................................................................................................13
3.1 CCAS Department ............................................................................................................................13
3.1.1 History................................................................................................................................13
3.2 Current Organizational Structure .....................................................................................................14
3.3 Divisional Functions.........................................................................................................................15
3.3.1 Administrative Services .....................................................................................................15
3.3.2 Field Services .....................................................................................................................16
3.3.3 Community and Media Relations ......................................................................................17
3.3.4 Animal Care .......................................................................................................................18
3.3.5 Shelter Medicine ................................................................................................................19
3.4 Statistical Review .............................................................................................................................20
3.4.1 Intakes ................................................................................................................................21
3.4.2 Outcomes ...........................................................................................................................22
3.4.3 Live Release Rate ..............................................................................................................22
3.4.4 Average Length of Stay .....................................................................................................23
3.4.5 COVID-19 Impacts ............................................................................................................24
3.5 Other Important Considerations .......................................................................................................25
3.5.1 Customer Service Surveys .................................................................................................25
3.5.2 Changes to City Contract Methodology ............................................................................26
3.5.3 Closure of the Pinole Shelter .............................................................................................26
Section 4—2023 Strategic Planning Committee Work ............................................................................................27
4.1 2023 Strategic Planning Committee Initiation .................................................................................27
4.2 Meetings, Interviews, and Process ...................................................................................................27
Contra Costa County Animal Services
Strategic Plan for Animal Services
Table of Contents Page ii
Section 5—Stakeholder Survey Results ....................................................................................................................29
5.1 Survey Overview and Methodology.................................................................................................29
5.2 Organization of Survey Summary ....................................................................................................29
5.3 Relationship to Shelter .....................................................................................................................30
5.4 Primary Open-Ended Responses ......................................................................................................32
5.5 Veterinary Services, Affordability, Etc. ...........................................................................................37
5.6 Quality of Service – Expectations ....................................................................................................41
5.7 Degree of Agreement .......................................................................................................................47
Section 6—Focus Groups ...........................................................................................................................................55
6.1 Purpose and Use of Focus Groups ...................................................................................................55
6.2 Focus Groups Results .......................................................................................................................55
Section 7—Interviews with County Leadership .......................................................................................................57
7.1 Composition and Purpose of Interviews ..........................................................................................57
7.2 Interview Results ..............................................................................................................................57
7.2.1 Vision for CCAS ................................................................................................................57
7.2.2 Top Priorities Over the Next Five Years ...........................................................................57
Section 8—Areas of Interest .......................................................................................................................................59
8.1 Common Overlapping Concerns ......................................................................................................59
8.1.1 Communication ..................................................................................................................59
8.1.2 Availability of Spay and Neuter Services ..........................................................................59
8.1.3 Staffing ...............................................................................................................................59
8.1.4 Facility and Capacity for Care ...........................................................................................59
8.1.5 Optimal Utilization of Partnership Relationships ..............................................................59
8.1.6 Euthanasia Policy Clarification..........................................................................................60
8.1.7 Funding ..............................................................................................................................60
8.1.8 Organizational Culture and Leadership .............................................................................60
8.1.9 Wildlife Policy ...................................................................................................................60
Section 9—Environmental Scan ................................................................................................................................61
9.1 Overview ..........................................................................................................................................61
9.2 Key Internal Factors .........................................................................................................................61
9.2.1 Staffing ...............................................................................................................................61
9.2.2 Facility ...............................................................................................................................61
9.2.3 Funding ..............................................................................................................................61
9.2.4 Underutilization of Volunteers and Foster Program ..........................................................61
9.2.5 Internal Culture ..................................................................................................................62
9.2.6 Communication ..................................................................................................................62
9.3 Key External Factors ........................................................................................................................62
9.3.1 County Processes ...............................................................................................................62
9.3.2 Activist Challenges ............................................................................................................62
9.3.3 Lack of Access to Affordable Spay/Neuter Resources ......................................................62
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Strategic Plan for Animal Services
Table of Contents Page iii
9.3.4 COVID-19 Rebound ..........................................................................................................62
9.3.5 Veterinary Staff Shortages .................................................................................................62
Section 10—Strategic Plan Development ..................................................................................................................63
10.1 Strategic Plan Development Process ................................................................................................63
10.1.1 Core Values ........................................................................................................................63
10.1.2 Mission Statement ..............................................................................................................63
10.1.3 Strategic Plan Worksheet ...................................................................................................64
10.2 Implementation Fail Facts and Strategies ........................................................................................64
10.2.1 Fail Facts ............................................................................................................................65
10.3 Implementation Best Practices .........................................................................................................66
10.3.1 Determine a Lead and/or Co-leads for Implementing the Strategic Plan ..........................66
10.3.2 Have a Communication Plan .............................................................................................66
10.3.3 Have a Clear Accountability Approach .............................................................................67
10.3.4 Performance Monitoring ....................................................................................................67
Section 11—2024 Strategic Plan ................................................................................................................................68
11.1 Crisis Critical 1: Capacity For Care .................................................................................................68
11.2 Crisis Critical 2: Euthanasia Policy And Clarity ..............................................................................71
11.3 Theme 1: Communication ................................................................................................................72
11.4 Theme 2: Resources .........................................................................................................................75
11.5 Theme 3: Leadership Culture ...........................................................................................................82
11.6 Theme 4: Scope of Services .............................................................................................................83
11.7 Theme 5: Services ............................................................................................................................85
11.8 Additional Actions for Consideration ..............................................................................................89
Table of Tables
Table 1—2018 Strategic Plan Long-Term Goals and Progress ................................................................................... 12
Table 2—Animal Intakes by Intake Type by Year ...................................................................................................... 21
Table 3—CCAS Animal Intakes by Stray and Owner Surrender by Year .................................................................. 21
Table 4—Animal Outcomes by Type by Year ............................................................................................................ 22
Table 5—Live Release Rates for 2021, 2022 and 2023............................................................................................... 23
Table 6—Length of Stay in Shelter (Excludes Time in Foster Care) .......................................................................... 23
Table 7—Customer Satisfaction Survey Results ......................................................................................................... 25
Table 8—Survey Launch and Response Information .................................................................................................. 29
Table 9—Survey Opinion: Relationship to Shelter ..................................................................................................... 31
Table 10—Survey Opinion: What is Going Well at CCAS ......................................................................................... 32
Table 11—Survey Opinion: Requested Changes for CCAS........................................................................................ 33
Table 12—Survey Opinion: Top Priorities for CCAS ................................................................................................. 34
Table 13—Survey Opinion: Needed Most from Animal Services Agency ................................................................. 35
Table 14—Survey Opinion: Biggest Challenges for CCAS ........................................................................................ 36
Table 15—Survey Opinion: Affordable Veterinary Services Provision...................................................................... 37
Table 16—Survey Opinion: Funding for Low-Cost Spay and Neuter and Medical Care ........................................... 39
Contra Costa County Animal Services
Strategic Plan for Animal Services
Table of Contents Page iv
Table 17—Survey Opinion: Areas of Concern ............................................................................................................ 41
Table 18—Survey Opinion: Overall Quality of Service .............................................................................................. 42
Table 19—Survey Opinion: Quality of Care ............................................................................................................... 44
Table 20—Survey Opinion: Customer Service............................................................................................................ 46
Table 21—Survey Opinion: Euthanasia Decisions ...................................................................................................... 48
Table 22—Survey Opinion: Euthanasia Alternatives .................................................................................................. 50
Table 23—Survey Opinion: Owner Assistance ........................................................................................................... 51
Table 24—Survey Opinion: CCAS Meeting Needs .................................................................................................... 53
Table of Figures
Figure 1—Some Members of the CCAS Team ........................................................................................................... 13
Figure 2—Contra Costa Animal Services Organizational Chart ................................................................................. 15
Figure 3—CCAS Field and Administrative Staff ........................................................................................................ 16
Figure 4—Animal Control Officer............................................................................................................................... 17
Figure 5—Adopted Dog Headed Home ....................................................................................................................... 18
Figure 6—Animal Care Staff ....................................................................................................................................... 19
Figure 7—Shelter Medicine includes Surgery ............................................................................................................. 20
Figure 8—Live Animal Intakes ................................................................................................................................... 21
Figure 9—Live Animal Outcomes Graph .................................................................................................................... 22
Figure 10—Length of Stay Graph................................................................................................................................ 24
Figure 11—Volunteers Provide Additional Enrichment .............................................................................................. 26
Figure 12—Survey Opinion: Relationship to Shelter .................................................................................................. 31
Figure 13—Survey Opinion: Affordable Veterinary Services Provision .................................................................... 38
Figure 14—Survey Opinion: Funding for Low -Cost Spay and Neuter and Medical Care .......................................... 40
Figure 15—Survey Opinion: Overall Quality of Service ............................................................................................ 43
Figure 16—Survey Opinion: Quality of Care .............................................................................................................. 45
Figure 17—Survey Opinion: Customer Service .......................................................................................................... 47
Figure 18—Survey Opinion: Euthanasia Decisions .................................................................................................... 49
Figure 19—Survey Opinion: Owner Assistance .......................................................................................................... 52
Figure 20—Survey Opinion: CCAS Meeting Needs ................................................................................................... 54
Appendices
Appendix A—5-Year Strategic Plan Priorities Worksheet (Provided Digitally)
Appendix B—CCAS 2018 Strategic Priorities Long Range Plans Results
Contra Costa County Animal Services
Strategic Plan for Animal Services
Executive Summary Page 1
EXECUTIVE SUMMARY
Citygate Associates, LLC (Citygate) is pleased to present this 2024 Strategic Plan to Contra Costa
County (County) for Contra Costa Animal Services (CCAS). The Citygate Project Team members
who have had the pleasure of working on this project are grateful to the County’s elected officials,
staff, and community members who devoted their time and energy to contribute to this study and
participate in interviews, surveys, and focus groups. Citygate is impressed with the commitment
and passion demonstrated by County leadership, CCAS staff, and the community, and their desire
to have a high functioning and effective animal services program for the County.
Citygate was able to distill the hundreds of County and community comments and ideas into two
areas we determined to be “Crisis Critical”:
1. Capacity for Care
2. Policy and Philosophy on Sheltering and Euthanasia
We also identified five consistent themes. These themes offer a quick snapshot of the interests and
issues that arose most frequently and consistently throughout Citygate’s review and form the
central context and focus of the updated Strategic Plan and the recommendations it contains. The
five themes are:
Theme One: Communication
Theme Two: Resources
Theme Three: Leadership and Culture
Theme Four: Scope of Services
Theme Five: Services
Although Citygate found that there is a high level of consensus among the County leadership,
elected officials, CCAS staff, and community members about the County’s needs and the desired
departmental vision for the future, at the current time, there is no strong framework or plan in place
to bring the community’s aspirations and ideas into sharp focus and productive implementation.
There is also a significant gap between community expectations and the resources available for
the department to meet those expectations. The primary purpose of this updated strategic plan is
to align and clarify expectations and provide a roadmap for implementation including identifying
potential resources.
Contra Costa County Animal Services
Strategic Plan for Animal Services
Executive Summary Page 2
STRATEGIC PLAN OVERVIEW
The 2024 Strategic Plan delineates an updated mission and vision for CCAS based on its core
values. Following identification of these guiding principles, the Strategic Planning Committee
developed two Crisis Critical and five Theme elements, followed by 82 recommended actions
organized under 21 objectives that correspond to each of the elements. The plan includes target
completion dates and metrics for each objective as CCAS embarks on implementation.
Setting priorities is a challenging and critical element of any implementation and it is not
uncommon for the results of the prioritization process to show an imbalance, with most items as a
high priority. Available budget and resources are among the key factors to consider for successful
implementation. As discussed in Section 10.2—Implementation Fail Facts and Strategies, it is
important to remember the various elements that influence the actual achievable outcomes.
The Five-Year Strategic and Implementation Plan includes priorities to be considered for
implementation over a five-year period, which Citygate recommends begin in Fiscal Year 2024 -
2025. The plan includes seven Sections, two of which are classified as “Cri sis Critical” with 20
recommended actions, and the other five are “Themes” with 56 recommended actions. The plan
also includes six additional action items for consideration. There is a total of 82 recommended
actions in the 2024 Strategic Plan, prioritized over a five-year implementation calendar.
Contra Costa County Animal Services
Strategic Plan for Animal Services
Section 1—Introduction Page 3
SECTION 1—INTRODUCTION
1.1 PROJECT SCOPE
Contra Costa County (County) requested Citygate Associates, LLC (Citygate) to assess, develop,
and design the 2024 Animal Services Strategic Plan for Contra Costa Animal Services (CCAS).
This new plan was to include an evaluation of the accomplishments of CCAS since the
implementation of the 2018 Strategic Plan that was created with community input and designed to
improve services.
The 2024 Strategic Plan identifies current successes and challenges and provides an updated plan
for CCAS over the next five years. The primary objectives of the project include assessment of the
2018 strategic plan and development of an updated plan with input from elected officials, staff,
volunteers, partners, and community members. The new plan contains clear prioritized goals and
objectives and metrics to measure progress. The project also incorporates implementation support
for CCAS.
1.2 STRUCTURE OF THE REPORT
Citygate’s report is comprised of the following sections .
Executive Summary
This section introduces the 2024 Strategic Plan project and summarizes Citygate’s process ,
analysis, and recommendations.
Section 1—Introduction
This section introduces the report organization, the project approach, and project steps.
Section 2—2018 Strategic Plan
This section reviews the 2018 Strategic Plan elements, tracking, and reporting.
Section 3—Overview of CCAS Organization
This section provides an overview of CCAS organization and operations.
Section 4—2023 Strategic Planning Committee Work
This section provides a detailed discussion of the role and actions of the Committee in developing
and implementing the Plan.
Contra Costa County Animal Services
Strategic Plan for Animal Services
Section 1—Introduction Page 4
Section 5—Stakeholder Survey Results
This section describes the stakeholder survey utilized for this effort, which was broadly distributed
to stakeholders and staff, its methodology, and the use of closed and open-ended prompts. The
survey covered services, desired changes, priorities, euthanasia decisions, and challenges facing
CCAS.
Section 6—Focus Groups
This section provides an overview of the four focus groups that were conducted as part of the
Strategic Plan research.
Section 7—Interviews with County Leadership
This section reviews the various one-on-one interviews that Citygate held with the County Board
of Supervisors, County leadership staff, and the CCAS Director.
Section 8—Common Themes
This section describes the recurring themes that resulted from the surveys, interviews , and focus
groups.
Section 9—Environmental Scan
This section discusses how some key internal and external factors may impact the Department and
its service provision over the next five years.
Section 10—Strategic Plan Development
This section reviews the stages of development of the updated Strategic Plan.
Section 11—2024 Strategic Plan
This section presents the 82 recommended action items that correspond to each of the objectives
developed by the Strategic Planning Committee, organized under the two Crisis Critical areas and
five themes. Performance metrics are identified for each action and the actions are prioritized over
a five-year implementation calendar.
Appendices
Appendix A—5-Year Strategic Plan Priorities Worksheet is a Microsoft Excel document
containing the recommended action items that correspond to each of the 2024 Strategic Plan
objectives, including performance metrics, implementation timelines, etc.
Contra Costa County Animal Services
Strategic Plan for Animal Services
Section 1—Introduction Page 5
Appendix B—CCAS 2018 Strategic Priorities Long Range Plans Results an outline of the
progress made on the 2018 Strategic Plan, provided to Citygate by CCAS staff, over the first 18
months of implementation (prior to the COVID-19 pandemic).
1.3 OVERVIEW OF STRATEGIC PLAN PROCESS
The following summarizes Citygate’s five-task Work Plan to fully address the scope of work
requested by the County.
Task 1: Project Initiation, Kick-Off Meeting, and Ongoing Project Management
1.1 Meet with the Department’s Strategic Planning Committee to Initiate the Project
At the start of the project, Citygate conducted a videoconference meeting with the Department’s
Strategic Planning Committee to review the vision of the strategic planning initiative, expected
outcomes, the strategic business planning process, timelines, w orkshop scheduling, and
deliverables. We also discussed the Department’s 2018 Strategic Plan.
1.2 Ongoing Project Management
Throughout the entire project duration, Citygate monitored the engagement progress and
completion of tasks, including providing monthly written status reports and periodic conversations
with appropriate assigned staff. Adjustments were made in response to changes occurring within
the Department and a contract extension was implemented.
Task 2: Information Gathering and Review
2.1 Request and Review Documentation
Citygate developed a list of data, documents, and information relevant to this project, including,
but not limited to, prior studies, budgets, governance, agreements, organizational charts, priorities,
policy direction, values/vision/mission statements, General Plan, and other relevant
documentation. Citygate reviewed this documentation to gain an understanding of the Department
in advance of the strategic planning workshop in Task 3.
2.2 Design and Administer a Strategic Plan Survey
Citygate designed and administered survey questions for each member of the Strategic Planning
Committee to identify strengths, weaknesses, opportunities, and threats; organizational and service
delivery needs and priorities; staff and training needs; technology and infrastructure needs; and
long-term goals for the Department. We analyzed, consolidated, and presented the survey results
to the Strategic Planning Committee as part of the Strategic Plan development process.
Contra Costa County Animal Services
Strategic Plan for Animal Services
Section 1—Introduction Page 6
2.3 Conduct Stakeholder Interviews
Citygate conducted interviews with the Animal Services Director, County Administrator, and
Board of Supervisors to understand their respective perspectives, visions, and priorities for the
Department over the next several years.
2.4 Focus Groups
Citygate held four focus group videoconference meetings with employees, volunteers and
community member participants to understand their visions, goals, and priorities for the
Department over the next several years.
2.5 Community Stakeholder Survey
In collaboration with CCAS, Citygate designed an online survey that was sent to community
stakeholders including customers, volunteers, adoption partners, and rescue groups, city partners,
and staff to obtain their input.
2.6 Prepare Environmental Scan
Citygate prepared an environmental scan that identifies key internal and external factors with
potential to significantly impact the Department or the services it provides over the next five years.
Citygate collaborated with the Strategic Planning Committee to identify the most relevant factors
and seek further data or information to incorporate into plan priorities.
2.7 Prepare Summary Document
Citygate summarized and compiled the information from Task 2 into a summary document that
was used in the strategic planning workshop session in Task 3.
Task 3: Strategic Planning Workshop
3.1 Strategic Planning Workshop
Citygate facilitated an on-site planning workshop with the Department’s Strategic Planning
Committee in February 2024. This workshop reviewed and finalized CCAS’ mission statement,
core values, and elements of the updated Strategic Plan.
Task 4: Draft and Final Strategic Plan Document
4.1 Prepare Comprehensive Draft Strategic Plan
Citygate prepared a comprehensive Draft Strategic Plan, which includes exhibits, and appendices.
The Draft Strategic Plan included:
Contra Costa County Animal Services
Strategic Plan for Animal Services
Section 1—Introduction Page 7
Key information about the Department
Overview of the strategic planning process
Vision, mission, and values statements
Goals, strategies, and objectives for the next five years
Reporting and quantifiable accountability mechanisms
Environmental scan
Photos provided by the Department
Other information requested by the Strategic Planning Committee
4.2 Draft Strategic Plan Review
Citygate conducted a videoconference review of the Draft Strategic Plan Report with the Strategic
Planning Committee, answered any questions, and discussed edits for the Final Strategic Plan.
4.3 Submit and Present Final Strategic Plan
Citygate prepared and delivered a Final Strategic Plan Report in .pdf format with exhibits and
appendices. As an option, Citygate will present the new Strategic Plan to the County Board of
Supervisors and local community partners.
Task 5: Strategic Plan Implementation Support
5.1 Prepare Implementation Action Plan Template
Citygate provided implementation support by developing, in collaboration with the Department’s
Strategic Planning Committee, a Five-Year Strategic Plan Implementation Worksheet, that
includes the Final Strategic Plan goals, strategies, and objectives. This template provides the
Department an annual work plan that clearly identifies the elements of the plan to be addressed
during each year, who will be responsible for leading each initiative, various specific actions for
each of the strategic goals including specific timelines, resource allocation(s), performance metrics
for measuring success, quantifiable accountability factors, approximate fiscal impacts, monitoring
processes, communication plans, and key milestones.
5.2 Implementation Support
As an option, Citygate will provide implementation support to include up to three videoconference
meetings with the Strategic Planning Committee as needed to explore and evaluate ideas; discuss
elements of the implementation plan and strategy; discuss the evaluation from the Citygate Project
Contra Costa County Animal Services
Strategic Plan for Animal Services
Section 1—Introduction Page 8
Team’s perspective of innovation; and review relevant research and assessments. This will also
include a final discussion with the Animal Services Director to finalize the implementation
recommendations.
Contra Costa County Animal Services
Strategic Plan for Animal Services
Section 2—2018 Strategic Plan Page 9
SECTION 2—2018 STRATEGIC PLAN
2.1 KEY COMPONENTS OF 2018 PLAN
CCAS created the 2018 Strategic Plan through a facilitated process, and it was launched in August
2018. The intention of the Strategic Plan was to guide the work of CCAS towards a positive and
meaningful impact on the community. The Plan lays out the Departmental mission and describes
how that mission will be accomplished utilizing six guiding principles.
2.1.1 2018 Mission Statement
CCAS includes the following mission statement in its 2018 Strategic Plan.
Contra Costa Animal Services Department is committed to protecting the health,
safety and well–being of the people and animals in our community through
enforcement of state and local laws, providing compassionate care regardless of
temperament or condition, and increasing the number of animals that stay in their
homes instead of entering our County shelters.
We will prioritize lifesaving. We will shelter homeless, abandoned and lost animals,
work to keep and place animals in safe, caring homes, and provide education and
services to enhance the lives of people, their animal companions, and to strengthen
the human-animal bond.
2.1.2 Guiding Principles
The Six Guiding Principles serve as a basis for reasoning and action, and provide a personal code
of conduct that leads, shows the way, and directs the moments of CCAS .
Be Collaborative
Be the Service You Want
Practice the three E’s: Excite, Educate, Empower
Apply Judgement
Seize the Initiative
Make the Most of Resources
Contra Costa County Animal Services
Strategic Plan for Animal Services
Section 2—2018 Strategic Plan Page 10
2.1.3 Strategic Priorities
Seven Strategic Priorities were identified through the process and were organized under three Key
Areas of Focus.
Areas of Focus
Act: Take action to help residents and improve and manage the lives of animals in
Contra Costa County while operating a fiscally responsible organization.
Care: Provide quality care for the animals that come into our shelters and prepare
them for new homes while operating the shelter with high quality (Five Freedoms)
standards and efficiency.
Collaborate: Working with partners, increase adoptions by improving public
perception regarding the adoption of homeless animals.
A total of 16 long-term goals and 93 activities were organized under the following seven strategic
priorities.
Seven Strategic Priorities
1. Public Safety
➢ Ensure public health and safety. Enforce state/local laws while educating
owners to best practices.
2. Medical Services & Resources
➢ Prevent unwanted pet births by developing medical partnerships to increase
spay/neuter services.
3. Education
➢ Through educational efforts and discussions with pet owners, keep pets in
their homes and provide resources to improve pet care.
4. Animal Care
➢ Shelter, treat and rehabilitate abandoned pets to prepare them for their
forever homes.
5. Operational Excellence
➢ Build and maintain CCAS operational excellence and ensure that is fiscally
responsible. Improve shelter management policies, procedures, and
efficiency.
Contra Costa County Animal Services
Strategic Plan for Animal Services
Section 2—2018 Strategic Plan Page 11
6. Community Engagement
➢ Increase community engagement and humane education to influence the
Contra Costa public to treat animals more humanely and to adopt more pets.
7. Rehoming Programs
➢ Build and expand relationships and programs with transfer partners to find
homes for rehabilitated animals and improve their ongoing quality of life.
The 2018 Strategic Plan was detailed and provided target completion dates for the various
activities but did not include specific performance metrics or measures for successful completion.
The plan was intentionally designed to be a living document, with periodic reviews and revisions.
Detailed tracking was carried out over the first eighteen months of implementation. However, with
the onset of COVID-19 and the operational challenges presented by the pandemic, tracking and
continued implementation of the 2018 Strategic Plan became a lower priority.
2.2 CCAS STATUS REPORTING
CCAS provided Citygate an outline of the progress made on the 2018 Strategic Plan over the first
18 months of implementation (prior to the COVID-19 pandemic), which is included in Appendix
B—CCAS 2018 Strategic Priorities Long Range Plans Results . Utilizing this information,
Citygate prepared a worksheet containing all 93 activities which was used as a tool for staff to
document the specific status of the activities.
Based solely on the information provided by staff, Citygate was able to estimate the following
results for the 93 activities.
Progress has been made on 77 percent of the activities.
51 percent of activities are ongoing.
No progress has been made on 23 percent of activities, which also includes those
activities determined to be obsolete, or for which implementation was not possible
due to barriers or other constraints.
The following table shows the number of individual activities for each of the 16 long-term goals
and the percentage of activities for which progress has been made. Notably, progress has been
made on 100 percent of the activities under seven of the long-term goals. Only two goals have less
than 50 percent of the activities underway.
Contra Costa County Animal Services
Strategic Plan for Animal Services
Section 2—2018 Strategic Plan Page 12
Table 1—2018 Strategic Plan Long-Term Goals and Progress
Long-Term Goals Activities Progress
1A – For Public Safety and Field Services, review current policies and results,
identify best areas for improvement and begin making changes. 13 92%
2A – Continue to build the ease, availability and use of low cost (at cost)
and/or no cost Spay/Neuter services in the shelter and for the public. 6 33%
2B – Provide Community targeted Pitbull mix and Chihuahua Spay/Neuter
Program. 4 50%
2C – Continue to expand and improve the Community Cat Trap, Spay/Neuter
and Return program as possible in tight collaboration with partners. 5 20%
3A – Implement a broad Prevention Program to reduce shelter intake from the
public by intervening and helping before owners decide to surrender their
pet(s).
7 57%
3B – Build a robust Retention Program to support owners keeping their pet(s). 4 100%
4A – Review existing standards of care and programs to provide high quality
sheltering of animals at CCAS and decide where to improve efforts
and/or add new initiatives.
6 83%
4B – After evaluating needs and facilities, seek Capital Funding from the
County to make one-time major improvements at the Martinez and
Pinole shelters and any other facilities deemed needed (i.e., Adoption
Centers in South County).
3 100%
5A – Review and address personal safety concerns for employees and
volunteers as well as the public who have business with CCAS. 3 100%
5B – Ensure CCAS Operational Excellence by improving Shelter Management
Policies, Procedures and Efficiency. 7 100%
5C – Improve Customer Service at CCAS. 4 100%
5D – Improve Overall Shelter-Wide metrics. 5 80%
5E – Strengthen core financial activities through improved forecasting,
budgeting, and licensing procedures. Increase employee hiring and
retention through improved recruiting, training, and education on policies
and procedures.
3 100%
6A – Increase Communication and Humane Education efforts to the Contra
Costa public. 9 100%
7A – Increase countywide adoptions through a strengthened Contra Costa -
wide Collaborative Partnership. 9 67%
7B – While building and maintaining the Five freedoms as the standard of care
(capacity for care) and using existing resources and adding resources as
available – build and continue the highest overall Live Release Rate
possible of animals going directly to new forever homes or to Transfer
Partners (and then to new homes).
5 60%
Contra Costa County Animal Services
Strategic Plan for Animal Services
Section 3—Overview of CCAS Organization Page 13
SECTION 3—OVERVIEW OF CCAS ORGANIZATION
3.1 CCAS DEPARTMENT
CCAS provides full animal care and control services, including sheltering and field services, to
the unincorporated County and through contracts to eighteen of the nineteen cities in Contra Costa
County (the exception being Antioch). The County currently operates an animal shelter facility in
Martinez.
Figure 1—Some Members of the CCAS Team
3.1.1 History
CCAS has a long history in Contra Costa County, dating back to the 1950s. Originally a function
of the Sheriff’s Department, in 1959, Animal Control Officers were re-assigned from the Contra
Costa County Sheriff’s Department to the County Department of Agriculture, where Animal
Services became its own division. At the time, the Department consisted of five employees and
focused primarily on animal and rabies control. The County operated only one shelter at that time,
Contra Costa County Animal Services
Strategic Plan for Animal Services
Section 3—Overview of CCAS Organization Page 14
a medium-sized facility located in Martinez, roughly one block from the current shelter. In 1985,
Contra Costa Animal Services became its own County department due to an increased demand for
animal services which corresponded with the population boom at th e time. In 2005, the County
commissioned the construction of the current Martinez shelter, a beautiful two -acre state-of-the-
art shelter complex which includes a six-stall barn. Within a year, the County built the Pinole
shelter to provide West County residents with better access to the Department and for residents
seeking to reunite pets with their families or finding new homes. Today, CCAS is comprised of
one shelter and 84 full-time employees, including: field officers, medical staff, animal care staff,
community and media relations personnel, and administration. There are also 11 contractors
providing additional medical care, media relations, and behavioral support. The Department’s
operations are supported by over 200 committed volunteers who play a variety of critical roles that
contribute to the enrichment, wellbeing, and placement of shelter animals. As of July 2024, the
Department serves a population of 1,146,626 people (compared to 298,000 in 1959) and, in the
calendar year of 2023, took in a total of 7,114 animals with an overall live release rate of 85
percent.
3.2 CURRENT ORGANIZATIONAL STRUCTURE
At the onset of this project CCAS had an organizational structure led by the Director and had the
Department divided into four functional divisions.
Administrative Services
Field Services
Community and Media Relations
Animal Care and Shelter Medicine
In FY 2022-2023, there were 84 FTEs and 11 contract positions allocated to the Department and
distributed among the four divisions.
The Director resigned in December 2023 and an Interim Director was appointed in January 2024.
In January 2024, the Interim Director adjusted the organizational structure and split the Animal
Care and Shelter Medicine Division into two separate divisions. This resulted in five functional
divisions and some reorganization of the reporting structure.
A new Director was hired and began with CCAS in May 2024. Since then, two key managers of
the Agency’s main divisions, Administrative Services and Animal Care and Shelter Medicine,
have also turned over.
Contra Costa County Animal Services
Strategic Plan for Animal Services
Section 3—Overview of CCAS Organization Page 15
Figure 2—Contra Costa Animal Services Organizational Chart
3.3 DIVISIONAL FUNCTIONS
3.3.1 Administrative Services
The Administrative Services staff provides customer service by greeting and serving the public in -
person, over the phone, and through mail and email. This team handles all cash transactions
including (but not limited to) animal adoptions and redemptions, animal licensing, fees charged
for medical care and procedures, trap rentals and contracts, and any other consumer fees for
services. They manage incoming phone traffic and respond to voicemails. They also process
animal intakes from the public, and pet adoptions and redemptions. The Administrative Services
staff also provide additional support in the areas of budget and contract administration,
coordination of training, and other special projects.
Contra Costa County Animal Services
Strategic Plan for Animal Services
Section 3—Overview of CCAS Organization Page 16
Figure 3—CCAS Field and Administrative Staff
3.3.2 Field Services
The Field Services Division provides field services to the 18 contract cities and the unincorporated
County area of Contra Costa County. The duties of Animal Control Officers (ACOs) include
responding to calls (seven days per week) regarding injured animals, animals running at large,
welfare concerns, bite investigations, cruelty or neglect complaints, enforcing laws and ordinances,
and a myriad of other types of field activities. ACOs write reports on critical cases such as animal
attacks, animal fighting, and cruelty and neglect investigations, which frequently lead to
prosecution. ACOs are dispatched through the Contra Costa Sheriff’s Department.
Contra Costa County Animal Services
Strategic Plan for Animal Services
Section 3—Overview of CCAS Organization Page 17
Figure 4—Animal Control Officer
3.3.3 Community and Media Relations
The CCAS Community and Media Relations Division handles all the brochures and informational
material production, press releases, social media, the website and other public relations
responsibilities. The Division regularly develops presentations for the Board of Supervisors, City
partners, and other stakeholders. They also respond to public records requests. This division is also
responsible for volunteer management.
Contra Costa County Animal Services
Strategic Plan for Animal Services
Section 3—Overview of CCAS Organization Page 18
Figure 5—Adopted Dog Headed Home
3.3.4 Animal Care
The Animal Care Division provides the care and sheltering for animals that are stray, surrendered
by their owners, quarantined, neglected or abandoned, or which pose a threat to public safety. This
can represent care for between 200 to 300 animals at the shelter on any given day. All animals are
provided with vaccinations, medical care, food, and shelter. Additional duties include owner
reunification with lost animals, match-making efforts for adoption, providing emergency care
Contra Costa County Animal Services
Strategic Plan for Animal Services
Section 3—Overview of CCAS Organization Page 19
during disasters, assisting with behavioral intervention efforts, humane euthanasia (when
necessary), and disposal of deceased animals.
Figure 6—Animal Care Staff
3.3.5 Shelter Medicine
The Shelter Medicine team is responsible for the medical care of all animals entering the shelter.
This includes routine vaccinations and de-worming, spay and neuter surgeries, provision of
medical treatment for sick or injured animals, special surgical treatments, and veterinary care of
any animals housed in isolation areas of the shelter. Prior to the rece nt separation of the Animal
Care division, this team was also responsible for all the animal care within the facility.
Contra Costa County Animal Services
Strategic Plan for Animal Services
Section 3—Overview of CCAS Organization Page 20
Figure 7—Shelter Medicine includes Surgery
3.4 STATISTICAL REVIEW
Citygate conducted a high-level review of CCAS animal intake and outcome statistics for the
calendar years of 2021, 2022, and 2023.1 The animal intake and outcome numbers include the total
of all animals taken into shelter care each year.
1 2021 data reflect the COVID-19 impacts of lower animal care and control activities generally, including shelter
animal intakes and outcomes
Contra Costa County Animal Services
Strategic Plan for Animal Services
Section 3—Overview of CCAS Organization Page 21
3.4.1 Intakes
Animal intakes have grown steadily over 2021, 2022 , and 2023.
Table 2—Animal Intakes by Intake Type by Year
Intake Type 2021 2022 2023
Adoption Return 116 144 238
Confiscate 98 150 97
Disposal Request 1 2 1
Owner Surrender 427 458 357
Police Impound 100 105 137
Spay 3 72 9
Stray 4,276 5,495 6,275
Total 5,021 6,426 7,114
Table 3—CCAS Animal Intakes by Stray and Owner Surrender by Year
Intake Type 2021 2022 2023
Strays 4,478 5,824 6,519
Owner Surrender 543 602 595
Total 5,021 6,426 7,114
Figure 8—Live Animal Intakes
0
1000
2000
3000
4000
5000
6000
7000
8000
2021 2022 2023
CCAS Intakes 2021, 2022, and 2023
Strays Owner Surrender Total Intakes
Contra Costa County Animal Services
Strategic Plan for Animal Services
Section 3—Overview of CCAS Organization Page 22
3.4.2 Outcomes
The following table displays the outcomes of the live animal intakes for the years 2021, 2022, and
2023.
Table 4—Animal Outcomes by Type by Year
Outcome Type 2021 2022 2023
Adoption 1,120 1,872 2,338
Return to Owner 927 890 1,062
Transfer 1,109 1,253 1,140
TNR - Working Cat 1,047 1,246 1,118
Return to Field 82 129 154
Euthanized 606 855 1,054
Died - Missing 74 142 186
Total 4,965 6,387 7,052
Figure 9—Live Animal Outcomes Graph
3.4.3 Live Release Rate
There are several different live release rates (LRR) used in the industry to measure the percentage
of animals that leave a shelter alive. CCAS calculates its LRR percent by dividing the Live
Outcomes by Total Outcomes (not including died or missing).
0
1000
2000
3000
4000
5000
6000
7000
8000
Adoption Return to
Owner
Transfer TNR -
Working Cat
Return to
Field
Euthanized Died -
Missing
Total
CCAS Outcomes: 2021–2023
2021 2022 2023
Contra Costa County Animal Services
Strategic Plan for Animal Services
Section 3—Overview of CCAS Organization Page 23
For the years 2021, 2022, and 2023, CCAS reported the following LRR data.
Table 5—Live Release Rates for 2021, 2022 and 2023
Year Cat Dog Other Total
2021 83% 93% 81% 88%
2022 83% 91% 82% 86%
2023 78% 92% 88% 85%
3.4.4 Average Length of Stay
Length of stay (LOS) measures the time that an animal is housed at a shelter. A shelter’s capacity
to hold animals does not solely depend on how many animals are impounded but is also dependent
on the shelter’s flow-through rate. The problem of being over capacity can be mitigated by
ensuring that the animals that require sheltering pass through the shelter as quickly as possible to
a positive outcome (reclaim, adoption, transfer), thus shortening their LOS.
To reduce the LOS, animal services operations operate with a sense of urgency, ensuring animals
are reclaimed, adopted, or rescued as expeditiously as possible. Moving animals out of the shelter
quickly is important for many reasons, including the follow.
More animals held in the shelter requires more supplies and more staff members to
care for the animals, and thus costs more money.
The longer an animal stays in the shelter, the more likely it is to become sick, and
treating the animal for illness requires more veterinary staff time and medication
and may extend the LOS even further.
Moving animals out quickly means that there is more room in the shelter, so the
shelter may not run out of cage and kennel space for incoming animals.
The following table displays average LOS (in days) for canines and felines, excluding time in
foster care, for the past three years.
Table 6—Length of Stay in Shelter (Excludes Time in Foster Care)
Animal Type 2021 2022 2023
Cat 9 10 15
Dog 13 16 17
Other 15 17 15
Contra Costa County Animal Services
Strategic Plan for Animal Services
Section 3—Overview of CCAS Organization Page 24
Figure 10—Length of Stay Graph
The LOS has risen for dogs and cats over the past three years , which is a contributing factor to
crowding at the shelter. This is likely due to the aftermath of the effects of COVID -19. While the
LOS for other animals has risen, it is not significant to concerns about space as there are very few
other animals as compared with dogs and cats, and they are generally housed outside of dog and
cat enclosures.
3.4.5 COVID-19 Impacts
The COVID-19 pandemic had major impacts on the animal welfare industry. Many shelters and
field operations were limited to critical needs, and many shelters were open by appointment only.
Across the United States, government animal shelter intake numbers decreased significantly
during 2020 and 2021, and then often reverted to a pre-COVID trajectory starting in 2022. Some
government shelters experienced a rebound beyond pre-COVID intake numbers. The percentage
of adoptions increased significantly in many shelters during 2020 and 2021.
The COVID-19 pandemic impacts on CCAS follow national trends, with increases in animal
intakes and other activities in 2022 and 2023. While animal intakes rose in 2022 and 2023, there
was a decrease in the percentage of animals transferred to partners, and an increase in the
percentage of animals adopted.
0
2
4
6
8
10
12
14
16
18
Cat Dog Other
Average LOS in Days for 2021–2023
2021 2022 2023
Contra Costa County Animal Services
Strategic Plan for Animal Services
Section 3—Overview of CCAS Organization Page 25
3.5 OTHER IMPORTANT CONSIDERATIONS
3.5.1 Customer Service Surveys
CCAS provided Citygate the results of customer service surveys for 2022, 2023 , and the early part
of 2024. The surveys were sent electronically to recent clients who had utilized services either at
the shelter, in the field, or by phone contact. The overall ratings provided by respondents were
very positive about the client experience with the agency.
Table 7—Customer Satisfaction Survey Results
Contact Type 2024 (through Feb.) 2023 2022
Visit in person 74% 75% 76%
Called 13% 13% 14%
Field Officer 1% 1% 1%
Visit Reason
Adopt 40% 43% 38%
License 17% 13% 16%
Lost Pet 3% 4% 5%
Found Stray 12% 12% 13%
Part of Rescue Org'n 3% 4% 5%
Overall Cleanliness
Excellent 65% 72% 72%
Meets Expectations 27% 22% 23%
Who did you Contact
Clerical Staff 58% 58% 63%
Volunteer 17% 19% 14%
Kennel Staff 12% 11% 10%
How Helpful
Extremely 69% 73% 74%
Very 25% 22% 20%
Overall Impression
Excellent 64% 71% 73%
Meets Expectations 25% 20% 19%
Recommend to Friend
Yes 94% 96% 94%
No 6% 4% 6%
Contra Costa County Animal Services
Strategic Plan for Animal Services
Section 3—Overview of CCAS Organization Page 26
3.5.2 Changes to City Contract Methodology
CCAS renegotiated its contracts with the eighteen city partners in 2021 and the current contracts
began July 1, 2022. The County implemented a new contract methodology that was based on a
per-capita calculation and the increases were phased in over two years. CCAS provides the cities
with an annual reconciliation each year in July. The new methodology has increased the city
contract revenues for CCAS.
3.5.3 Closure of the Pinole Shelter
In March of 2020, during the uncertain times of the COVID -19 pandemic, Contra Costa County
closed the Pinole facility as a budget saving measure. The facility has been sold to a non-profit for
utilization as a low-cost spay and neuter clinic and is not available to be re-opened as a shelter in
the future.
Figure 11—Volunteers Provide Additional Enrichment
Contra Costa County Animal Services
Strategic Plan for Animal Services
Section 4—2023 Strategic Planning Committee Work Page 27
SECTION 4—2023 STRATEGIC PLANNING COMMITTEE WORK
4.1 2023 STRATEGIC PLANNING COMMITTEE INITIATION
The Strategic Planning Committee convened July 11, 2023. The Committee was comprised of the
Contra Costa Animal Services Executive Team, which included the Director, the Administrative
Services Officer, the Field Services Captain, the Community and Media Relations Manager, and
the Chief of Shelter Medicine. In addition to the Executive Team, the Administrative Services
Assistant was also a member of the Committee.
At the kick-off meeting, Citygate and the Committee members reviewed the project plan, discussed
the comprehensive document request, and examined the 2018 Strategic Plan and its results. The
Committee collaborated well with Citygate and provided extensive documents, data, and historical
information requested in the document request.
The Committee assisted Citygate with the development of a community stakeholder survey which
consisted of both closed and open-ended questions. The purpose of the survey was to obtain
feedback from as many stakeholders as possible to help identify priorities for the updated Strategic
Plan.
4.2 MEETINGS, INTERVIEWS, AND PROCESS
Throughout the project, Citygate frequently met with the Director, the Interim Director, and the
newly appointed Director. The purpose of these meetings was to discuss issues as they arose, plan
for next steps, set meeting dates, review progress, and discuss any other pertinent information
relating to the project. The change in leadership following the resignation of the Director resulted
in the need to re-evaluate the project timeline and overall approach to updating the Strategic Plan.
Once the new Director was placed, he was engaged in the process and briefed by Citygate and the
Strategic Planning Committee.
Individual interviews were conducted via videoconferencing with each member of the Strategic
Planning Committee. While a consistent set of questions was used for each interview, the format
was informal, conversational, and confidential.
Multiple videoconference meetings with the Strategic Planning Committee were held to discuss
survey results, input from the focus groups, and findings from interviews. A good deal of time and
effort was invested in establishing the key goals, objectives, and priorities for the new plan. The
committee carefully reviewed the plan elements, necessary resources, and milestones for the
Strategic Plan.
The Strategic Planning Committee met with Citygate for an all-day session in February 2024. In
advance of the meeting, the Committee was provided an agenda, presentation, and other relevant
Contra Costa County Animal Services
Strategic Plan for Animal Services
Section 4—2023 Strategic Planning Committee Work Page 28
materials to facilitate productive and efficient discussions. In the planning workshop, Citygate
reviewed stakeholder input, including from County leadership, and including the survey and
interview results; reviewed and agreed on any planning assumptions; identified how success has
been measured over the previous five years and how it should be measured going forward; defined
success for the next five years, including any crisis critical indicators; created a modified vision
statement as appropriate; and reviewed the current mission statement and core values and updated
changes as the Committee desired. Citygate also facilitated the development of goals, strategies,
and objectives to achieve the desired future state of the Department, including prioritization of
each. This was accomplished through a collaborative and participatory process that included
reflection, action-based activities, clarifying discussions, fundamentals, and a clear understanding
and plan for targeted goals and priorities.
Contra Costa County Animal Services
Strategic Plan for Animal Services
Section 5—Stakeholder Survey Results Page 29
SECTION 5—STAKEHOLDER SURVEY RESULTS
5.1 SURVEY OVERVIEW AND METHODOLOGY
Citygate Associates, LLC (Citygate) conducted an internet-based stakeholder survey between
Friday, September 8 and Friday, September 22, 2023, as part of our Strategic Plan Development
for Animal Services for Contra Costa County. The stakeholders were invited by the Department
to participate in this survey. An identical version of the same survey was also distributed to
Department staff, which ran from Wednesday September 20 to Friday September 29, 2023. In
total, there were 1,363 valid responses between both surveys.
Table 8—Survey Launch and Response Information
Information Stakeholders Staff
Launch Date September 8 September 22
Close Date September 20 September 29
Total Responses 1,363
Apart from basic contact information questions, the survey consisted of numerous closed - and
open-ended prompts.
Respondents were not required to answer every question. Additionally, they were permitted to
respond “Not Applicable or Unsure” to many statements, and these responses were excluded from
the mean response calculations. Therefore, the response totals to a p articular question do not
always correspond with the total of 1,363 valid survey responses.
5.2 ORGANIZATION OF SURVEY SUMMARY
The results for the survey are organized in the following order:
Contact Information and Relationship-to-Shelter Results
The raw data for demographic-type questions included on the survey.
Primary Open-Ended Responses
Tallies for the 10 most-commonly expressed sentiments for each of the primary
open-ended prompts.
Veterinary Services, Affordability, Etc.
Scores for each closed-ended statement regarding veterinary services, affordability,
etc., as well as tallied responses for the related open-ended prompt.
Contra Costa County Animal Services
Strategic Plan for Animal Services
Section 5—Stakeholder Survey Results Page 30
Quality of Service – Expectations
Scores for each closed-ended statement regarding the degree to which Department
services are meeting expectations.
Euthanasia and Overall County Service
Scores for each closed-ended statement regarding euthanasia and overall County
service, as well as tallied responses for the related open-ended prompt.
Name
Respondents were provided the opportunity to, but not required to, provide their
names in case Citygate was required to contact them for follow -up information.
Email
Respondents were provided the opportunity to, but not required to, provide their
email address in case Citygate was required to contact them for follow -up
information.
5.3 RELATIONSHIP TO SHELTER
The following information is regarding respondents’ relationship to the shelter. Respondents were
asked to mark all that apply, and many did indeed mark multiple options.
Contra Costa County Animal Services
Strategic Plan for Animal Services
Section 5—Stakeholder Survey Results Page 31
Relationship to Shelter
Table 9—Survey Opinion: Relationship to Shelter
Response Number of
Responses
Percent of
Respondents
Adopter 589 43.2%
Owner surrendering animal 39 2.9%
Owner looking for lost pet 95 7.0%
Resident utilizing field services 263 19.3%
Resident calling about a shelter service 242 17.8%
Employee 18 1.3%
Volunteer in shelter and/or foster care provider 167 12.3%
Partner – Adoption, Transfer, Collaboration, Services, Industry based 77 5.6%
Contract City 9 0.7%
Veterinary Practice 35 2.6%
Other 337 24.7%
This information is represented graphically in the following image.
Figure 12—Survey Opinion: Relationship to Shelter
43.20%
2.90%7.00%
19.30%17.80%
1.30%
12.30%
5.60%0.70%2.60%
24.70%
0.00%
10.00%
20.00%
30.00%
40.00%
50.00%
60.00%
70.00%
80.00%
90.00%
100.00%
Adopter
Owner surrendering animal
Owner looking for lost pet
Resident utilizing field services
Resident calling about a shelter service
Employee
Volunteer in shelter and/or foster care provider
–
…
Contract City
Veterinary Practice
Other
Percent of Respondents
Contra Costa County Animal Services
Strategic Plan for Animal Services
Section 5—Stakeholder Survey Results Page 32
5.4 PRIMARY OPEN-ENDED RESPONSES
The following includes the primary open-ended prompts and responses regarding what is going
well at the Department and what should be improved. The ideas expressed in each response were
identified, categorized, and counted. The 10 most-commonly expressed sentiments are listed.
Please share about what you think is going well at Contra Costa County Animal Services. (250 -
character limit) (Responses: 1,121)
Table 10—Survey Opinion: What is Going Well at CCAS
Statement Percent
Praise for caring and helpful staff, volunteers, and their dedication to the animals. Many
respondents highlighted the passion, kindness, and commitment of staff members and
volunteers, who work hard to care for the animals and help them get adopted. The staff's
care and concern for the animals was frequently noted.
16.3%
Appreciation for adoption services, processes, events, promotions, and website. Numerous
responses expressed satisfaction with adoption services, including easy processes, special
events, promotions, webpage for browsing adoptable animals, and staff's assistance in
finding a good match. Many shared they had positive adoption experiences.
12.2%
Praise for medical care, veterinary services, spay/neuter clinics. Many noted the quality
medical care provided to shelter animals and affordable spay/neuter services available to
the public have been valuable resources. Some specifically complimented veterinary staff.
12.0%
Appreciation for clean, nice facilities and equipment. The cleanliness, good condition, and
spaciousness of the new/upgraded shelter facilities and outdoor areas were positively noted
by many respondents. Some mentioned plentiful parking.
9.5%
Praise for playgroups, field trips, fostering, and other enrichment programs. Enrichment
offerings like playgroups, field trips, and fostering that benefit shelter animals were
frequently mentioned. These give animals exercise, socialization, and exposure for
adoption.
8.1%
Social media, marketing, and community outreach praised. Many commented positively on
increased online presence, social media accounts, and outreach efforts which have raised
public awareness and helped increase adoptions.
7.8%
TNR (trap, neuter, return) program for community cats was appreciated. The availability of
the free TNR program that helps manage community cat populations was frequently
mentioned as an important, beneficial service.
7.8%
Appreciation for volunteers walking, socializing, and advocating for dogs. Many noted the
volunteers who walk and socialize dogs provide enriching interaction and advocate for
animals in need of rescue or adoption. Their extra effort was acknowledged.
6.3%
Professional, prompt, helpful customer service praised. Numerous respondents described
polite, caring assistance from customer service staff who patiently answered questions,
promptly returned calls, and provided helpful guidance.
6.1%
Lost/found services and reunification with owners was appreciated. Some shared
appreciation for services that helped find their lost pets or reunite them with owners through
microchipping, posting found pets online, and notifying owners.
5.4%
Contra Costa County Animal Services
Strategic Plan for Animal Services
Section 5—Stakeholder Survey Results Page 33
Is there anything that you would like to see changed at CCAS? (250-character limit) (Responses:
1,186)
Table 11—Survey Opinion: Requested Changes for CCAS
Statement Percent
More affordable and accessible spay/neuter services: Many respondents expressed a
desire for more low-cost or free spay/neuter services, including for pet owners as well
as trap-neuter-return (TNR) programs for feral cats. There is a need for more
appointments, reduced wait times, and easier scheduling.
27.0%
Become a no-kill shelter: A common sentiment was that euthanasia of healthy,
adoptable animals should be eliminated, and the shelter should work to become a no -
kill facility. Some specified no-kill except for extreme medical or behavior cases.
20.0%
Improved facilities and resources: Respondents felt the shelter facilities and resources
are inadequate to properly care for the number of animals, suggesting more space,
kennels, enrichment, and veterinary/staff capacity is needed.
16.2%
Reopen the Pinole shelter location: Many respondents lamented the closure of the
Pinole shelter location and felt reopening it would better serve West County residents. 12.6%
Increased transparency and accountability: Respondents want more transparency on
statistics like intake, adoption, and euthanasia rates as well as more accountability for
policies on euthanasia, relationships with rescues, and investigations.
11.5%
Improved field services and intake policies: Respondents felt field services are
understaffed. They expressed a desire for CCAS to accept more strays rather than
advising residents to return strays to where they found them, and quicker response
times for picking up dead animals, responding to bites, etc.
10.5%
Change leadership and staff: Some respondents expressed a desire for change in
shelter leadership and staff, citing a lack of care, poor relationships with rescues or
volunteers, and euthanasia policies.
10.9%
More collaboration with rescues: Working more closely with rescues to network and
adopt out animals, instead of euthanizing, was suggested. Respondents want an easier
process for rescues.
9.5%
More public outreach and accessibility: Respondents want more visibility of adoptable
animals, adoption events, advertising, social media, and ways for the public to engage
with the shelter and its animals.
8.8%
Reinstate wildlife response services: Many respondents were unhappy that the shelter
no longer responds to calls about injured wildlife and wants this service reinstated. 9.0%
Contra Costa County Animal Services
Strategic Plan for Animal Services
Section 5—Stakeholder Survey Results Page 34
What do you think the top 1-3 priorities for CCAS should be? (250-character limit) (Responses:
1,204)
Table 12—Survey Opinion: Top Priorities for CCAS
Statement Percent
More affordable and accessible spay/neuter services: Respondents want increased
availability of low-cost or free spay/neuter services to help reduce overpopulation,
including services for the public, feral cats, and pets being adopted.
29.4%
Become a no-kill shelter: Respondents want the shelter to transition to a no-kill model,
eliminating euthanasia of healthy/adoptable animals except in extreme medical or
behavior cases.
23.5%
Improved facilities and resources: Respondents felt current shelter facilities and
resources like space, capacity, staffing, enrichment programs, veterinary services, etc.
are inadequate and need expanding to properly care for animals.
19.3%
More public outreach and community engagement: Respondents want more visibility of
adoptable animals, events to engage the public like adoption fairs, educational
initiatives, advertising, use of social media, and more to promote adoptions, volunteers,
donations, etc.
16.2%
Reinstate wildlife response services: Many respondents listed resuming response to
calls about injured wildlife as a priority, instead of referring people to other agencies. 13.4%
Change leadership and staff: Some respondents want change in shelter leadership and
staff due to issues with policies, relationships with rescues, euthanasia rates, and other
concerns.
10.6%
Reopen the Pinole shelter location: Respondents, especially those in West County,
commonly listed reopening the Pinole location as a priority to increase capacity and
accessibility.
10.3%
Increased field services: Respondents want more field officers hired to improve
response times for picking up dead/injured animals, investigating cruelty reports,
enforcing licensing, etc.
9.1%
Lower/subsidized adoption costs: To increase adoptions, respondents suggested
lowering or subsidizing adoption fees, especially for seniors, low-income families, and
on "free adoption" days.
8.2%
More collaboration with rescues: Respondents want better partnerships with rescues to
network and adopt out animals instead of euthanizing. They also want an easier
process for rescues.
7.4%
Contra Costa County Animal Services
Strategic Plan for Animal Services
Section 5—Stakeholder Survey Results Page 35
What do you need most from an animal services agency? (250 -character limit) (Responses:
1,112)
Table 13—Survey Opinion: Needed Most from Animal Services Agency
Statement Percent
More affordable and accessible spay/neuter services: Many respondents expressed
wanting increased availability of low-cost or free spay/neuter services, including for the
public, feral cats, and pets being adopted, to help reduce overpopulation.
29.7%
Field services improvements: Respondents want prompt response times, more officers
to improve pick-up of dead/injured animals, dealing with aggressive/loose dogs,
investigating cruelty, and other field calls.
20.0%
Shelter facilities and resources improvements: Respondents felt current shelter
facilities and resources are inadequate and need expanding, including space, capacity,
staffing, enrichment programs, veterinary services, etc.
16.9%
Compassionate and caring staff: Respondents emphasized wanting staff that are
compassionate, caring, responsive, professional, and treat animals humanely. 16.3%
Reinstate wildlife response services: Many respondents want the shelter to resume
responding to calls about injured wildlife instead of referring people to other agencies. 15.4%
Become a no-kill shelter: Respondents want the shelter to transition to no -kill,
eliminating euthanasia of healthy/adoptable animals except in extreme cases. 14.7%
Low-cost veterinary services: Respondents want more affordable vet services like
vaccines, exams, dental, medical treatment, etc. for owned pets. 11.7%
Lost/found pet services: Respondents want services to reunite lost pets with owners
and temporarily house found pets while trying to locate owners. 10.9%
Adoption services: Respondents emphasized the importance of adopting out pets,
marketing adoptable animals, screening adopters, and supporting new adopters. 9.4%
Trap-neuter-return (TNR) services: Many respondents want increased TNR
appointments to help manage feral/community cat populations. 9.4%
Contra Costa County Animal Services
Strategic Plan for Animal Services
Section 5—Stakeholder Survey Results Page 36
What do you think is the biggest challenge facing CCAS? (250 -character limit) (Responses:
1,188)
Table 14—Survey Opinion: Biggest Challenges for CCAS
Statement Percent
Lack of funding/budget constraints: Many responses express concerns about limited
financial resources, budget cuts, and inadequate funding from the county impacting
staffing levels, capacity, programs, and services.
64.4%
Overcrowding/too many animals: A large number of responses reference overcrowding
and shelters at or exceeding capacity due to high intake and inability to adopt out or
find placement for animals quickly enough.
52.7%
Need for more/better staff and leadership: Numerous responses indicate a need for
more staff, better qualified and trained staff, and improved leadership and
management.
33.6%
Irresponsible pet owners/overbreeding: Responses commonly cite issues like failure to
spay/neuter, backyard breeding, and abandonment or surrender of animals by
irresponsible owners contributing to overpopulation.
32.7%
Lack of resources - facilities, supplies, veterinary services: Many note insufficient
resources like shelter facilities, space, supplies, veterinary services, medicine, etc. to
properly care for the animals.
24.2%
Need for more spay/neuter services: Responses frequently emphasize the need for
more affordable and accessible spay/neuter services to control overpopulation of
unwanted animals.
21.5%
Negative public perception/lack of public engagement: Some discuss challenges in
public opinion, communication, trust, transparency, education, engagement and
addressing misinformation.
17.4%
Euthanasia concerns: Responses express desire to reduce euthanasia rates, become
no-kill, and save more animals. 17.2%
Poor coordination with rescues/fosters: Some cite issues building relationships,
coordinating with, and supporting rescues, fosters, and volunteers as problematic. 14.3%
Challenges adopting out animals: Difficulty finding adopters and homes for animals,
especially certain breeds like pit bulls, was mentioned. 12.7%
Contra Costa County Animal Services
Strategic Plan for Animal Services
Section 5—Stakeholder Survey Results Page 37
5.5 VETERINARY SERVICES, AFFORDABILITY, ETC.
Do you believe that CCAS should be providing more opportunities for pet owners to access
affordable veterinary services and spay and neuter surgeries?
Table 15—Survey Opinion: Affordable Veterinary Services Provision
Responder Yes % Yes No % No
Adopter 564 95.8% 25 4.2%
Owner surrendering animal 36 92.3% 3 7.7%
Owner looking for lost pet 92 96.8% 3 3.2%
Resident utilizing field services 240 91.3% 23 8.7%
Resident calling about a shelter service 234 96.7% 8 3.3%
Employee 14 77.8% 4 22.2%
Volunteer in shelter and/or foster care provider 161 96.4% 6 3.6%
Partner – Adoption, Transfer, Collaboration, Services,
Industry based 74 96.1% 3 3.9%
Contract City 9 100.0% 0 0.0%
Veterinary Practice 33 94.3% 2 5.7%
Other 313 92.9% 24 7.1%
All Responders 1,280 93.9% 83 6.1%
This information is represented graphically in the following image.
Contra Costa County Animal Services
Strategic Plan for Animal Services
Section 5—Stakeholder Survey Results Page 38
Figure 13—Survey Opinion: Affordable Veterinary Services Provision
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
Adopter
Owner surrendering animal
Owner looking for lost pet
Resident utilizing field services
Resident calling about a shelter service
Employee
Volunteer in shelter and/or foster care provider
–
…
Contract City
Veterinary Practice
Other
All Responders
Yes No
Contra Costa County Animal Services
Strategic Plan for Animal Services
Section 5—Stakeholder Survey Results Page 39
Do you think the county and cities should provide funding to create more low-cost spay and
neuter surgery and medical care centers for socio -economic vulnerable residents of Contra
Costa County?
Table 16—Survey Opinion: Funding for Low-Cost Spay and Neuter and Medical Care
Responder Yes % Yes No % No
Adopter 554 94.1% 35 5.9%
Owner surrendering animal 36 92.3% 3 7.7%
Owner looking for lost pet 90 94.7% 5 5.3%
Resident utilizing field services 237 90.1% 26 9.9%
Resident calling about a shelter service 227 93.8% 15 6.2%
Employee 14 77.8% 4 22.2%
Volunteer in shelter and/or foster care provider 160 95.8% 7 4.2%
Partner – Adoption, Transfer, Collaboration, Services,
Industry based 73 94.8% 4 5.2%
Contract City 8 88.9% 1 11.1%
Veterinary Practice 33 94.3% 2 5.7%
Other 312 92.6% 25 7.4%
All Responders 1,263 92.7% 100 7.3%
This information is represented graphically in the following image.
Contra Costa County Animal Services
Strategic Plan for Animal Services
Section 5—Stakeholder Survey Results Page 40
Figure 14—Survey Opinion: Funding for Low-Cost Spay and Neuter and Medical Care
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
Adopter
Owner surrendering animal
Owner looking for lost pet
Resident utilizing field services
Resident calling about a shelter service
Employee
Volunteer in shelter and/or foster care…
Partner Adoption, Transfer,
Contract City
Veterinary Practice
Other
All Responders
Yes No
Contra Costa County Animal Services
Strategic Plan for Animal Services
Section 5—Stakeholder Survey Results Page 41
Please share about specific situations or areas of concern in your direct interactions with Contra
Costa County Animal Services that you would like to make us aware of or that you feel need
improvement. (250-character limit) (Responses: 944)
Table 17—Survey Opinion: Areas of Concern
Statement Percent
Need for more affordable or free spay/neuter services. Many people cannot afford the
high cost of spaying/neutering at private veterinarians and the shelter does not have
enough appointments available. This leads to overpopulation of unwanted litters.
62.7%
Long wait times to get spay/neuter appointments at the shelter. Wait lists stretch out for
months, during which time intact animals continue to breed. More appointments and
veterinary staff are needed to meet the demand.
32.4%
Difficulty reaching staff by phone, long hold times, lack of call backs. People are
frustrated when trying to reach staff for various needs like reporting found animals,
dead animal pickup, making appointments. Improved phone system and more staff
could help.
20.9%
Concerns about healthy/adoptable animals being euthanized. Some think the shelter's
policies lead to unnecessary euthanasia of animals that could have been adopted out
or taken in by rescues.
20.0%
Lack of services, long distance to Martinez facility for West County residents after
Pinole shelter closure. West County residents lack accessible services with Pinole
closure. New facility needed.
18.8%
Need for low-cost basic veterinary services beyond just spay/neuter. Many cannot
afford vet care to keep pets healthy. Low-cost services needed beyond spay/neuter. 16.5%
Lack of adequate staffing levels to carry out needed services. Staff shortages mean
less field response, fewer shelter services, long wait times. Need more staff. 12.2%
Concerns about poor shelter conditions causing stress in animals. Small kennels, lack
of enrichment and human interaction creates stressed, unadoptable pets. More staff
and volunteers needed for care.
10.0%
Difficulty getting TNR (trap-neuter-return) services for feral cats. Hard to get
appointments and shelter turns away trapped cats. Leads to overpopulation. More TNR
services needed.
9.8%
Lack of response and help with wildlife calls. Shelter no longer responds to calls about
sick/injured wildlife, leaving public without help. Need improved wildlife response. 8.9%
5.6 QUALITY OF SERVICE – EXPECTATIONS
The following tables show stakeholder statements regarding quality of service, with positive and
negative responses grouped. The highest rating is “Far Exceeds Expectations” and the lowest
rating is “Unacceptable.” Neutrality is represented by “Not Applica ble or Unsure” and is rated
N/A.
Contra Costa County Animal Services
Strategic Plan for Animal Services
Section 5—Stakeholder Survey Results Page 42
Please rate the quality of service for the following: The overall quality of services provided by
CCAS:
Table 18—Survey Opinion: Overall Quality of Service
Responder
%
Meets / Above
/ Far Exceeds
Expectations
%
Below
Expectations or
Unacceptable
% N/A
Adopter 65.9% 31.8% 2.4%
Owner surrendering animal 61.6% 35.9% 2.6%
Owner looking for lost pet 59.0% 36.9% 4.2%
Resident utilizing field services 48.3% 47.1% 4.6%
Resident calling about a shelter service 40.4% 55.4% 0.0%
Employee 40.4% 55.4% 4.1%
Volunteer in shelter and/or foster care provider 55.1% 42.5% 2.4%
Partner – Adoption, Transfer, Collaboration, Services, Industry based 27.3% 70.2% 2.6%
Contract City 44.4% 55.5% 0.0%
Veterinary Practice 77.1% 20.0% 2.9%
Other 46.6% 42.1% 11.3%
All Responders 56.2% 38.4% 5.4%
This information is represented graphically in the following image.
Contra Costa County Animal Services
Strategic Plan for Animal Services
Section 5—Stakeholder Survey Results Page 43
Figure 15—Survey Opinion: Overall Quality of Service
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
Adopter
Owner surrendering animal
Owner looking for lost pet
Resident utilizing field services
Resident calling about a shelter service
Employee
Volunteer in shelter and/or foster care…
Partner Adoption, Transfer,
Contract City
Veterinary Practice
Other
All Responders
Meets / Above / Far Exceeds Expectations Below Expectati ons or U nacceptable N/A
Contra Costa County Animal Services
Strategic Plan for Animal Services
Section 5—Stakeholder Survey Results Page 44
Please rate the quality of service for the following: The quality of care provided by CCAS for
the shelter animals:
Table 19—Survey Opinion: Quality of Care
Responder
%
Meets / Above
/ Far Exceeds
Expectations
%
Below
Expectations or
Unacceptable
% N/A
Adopter 57.8% 37.4% 4.7%
Owner surrendering animal 61.5% 28.2% 10.3%
Owner looking for lost pet 62.1% 30.6% 7.4%
Resident utilizing field services 47.2% 27.4% 25.5%
Resident calling about a shelter service 44.7% 40.5% 14.9%
Employee 55.6% 38.9% 5.6%
Volunteer in shelter and/or foster care provider 57.5% 36.0% 6.6%
Partner – Adoption, Transfer, Collaboration, Services, Industry based 46.8% 48.1% 5.2%
Contract City 66.6% 33.3% 0.0%
Veterinary Practice 74.3% 5.8% 20.0%
Other 46.3% 27.3% 26.4%
All Responders 55.9% 28.8% 15.3%
This information is represented graphically in the following image.
Contra Costa County Animal Services
Strategic Plan for Animal Services
Section 5—Stakeholder Survey Results Page 45
Figure 16—Survey Opinion: Quality of Care
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
Adopter
Owner surrendering animal
Owner looking for lost pet
Resident utilizing field services
Resident calling about a shelter service
Employee
Volunteer in shelter and/or foster care…
Partner Adoption, Transfer,
Contract City
Veterinary Practice
Other
All Responders
Meets / Above / Far Exceeds Expectations Below Expectati ons or U nacceptable N/A
Contra Costa County Animal Services
Strategic Plan for Animal Services
Section 5—Stakeholder Survey Results Page 46
Please rate the quality of service for the following: The customer service provided by CCAS:
Table 20—Survey Opinion: Customer Service
Responder
%
Meets / Above /
Far Exceeds
Expectations
%
Below
Expectations or
Unacceptable
% N/A
Adopter 59.8% 37.9% 2.3%
Owner surrendering animal 66.6% 30.8% 2.6%
Owner looking for lost pet 65.2% 31.6% 3.2%
Resident utilizing field services 55.5% 38.4% 6.1%
Resident calling about a shelter service 51.3% 42.6% 6.2%
Employee 55.6% 33.4% 11.1%
Volunteer in shelter and/or foster care provider 64.1% 31.8% 4.2%
Partner – Adoption, Transfer, Collaboration, Services, Industry based 40.3% 54.6% 5.2%
Contract City 55.5% 44.4% 0.0%
Veterinary Practice 80.0% 17.1% 2.9%
Other 54.5% 33.3% 12.2%
All Responders 61.1% 32.6% 6.2%
This information is represented graphically in the following image.
Contra Costa County Animal Services
Strategic Plan for Animal Services
Section 5—Stakeholder Survey Results Page 47
Figure 17—Survey Opinion: Customer Service
5.7 DEGREE OF AGREEMENT
The following tables show stakeholder statements regarding agreement with the statement, with
positive and negative responses grouped. The highest rating is “Strongly Agree” and the lowest
rating is “Strongly Disagree.” Neutrality is shown in the last column.
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
Adopter
Owner surrendering animal
Owner looking for lost pet
Resident utilizing field services
Resident calling about a shelter service
Employee
Volunteer in shelter and/or foster care…
Partner Adoption, Transfer,
Contract City
Veterinary Practice
Other
All Responders
Meets / Above / Far Exceeds Expectations Below Expectati ons or U nacceptable N/A
Contra Costa County Animal Services
Strategic Plan for Animal Services
Section 5—Stakeholder Survey Results Page 48
CCAS should make appropriate euthanasia decisions to alleviate suffering and ensure the
health and safety of animals and community members.
Table 21—Survey Opinion: Euthanasia Decisions
Responder
% Strongly
Agree or
Agree
%
Strongly Disagree
or Disagree
%
Neutral
Adopter 63.1% 20.1% 16.8%
Owner surrendering animal 87.1% 2.6% 10.3%
Owner looking for lost pet 64.2% 14.7% 21.1%
Resident utilizing field services 70.0% 11.1% 19.0%
Resident calling about a shelter service 66.9% 19.0% 14.0%
Employee 88.9% 0.0% 11.1%
Volunteer in shelter and/or foster care provider 71.2% 11.4% 17.4%
Partner – Adoption, Transfer, Collaboration, Services, Industry based 67.6% 20.8% 11.7%
Contract City 55.5% 22.2% 22.2%
Veterinary Practice 60.0% 17.1% 22.9%
Other 59.1% 17.8% 23.1%
All Responders 66.1% 14.2% 19.7%
This information is represented graphically in the following image.
Contra Costa County Animal Services
Strategic Plan for Animal Services
Section 5—Stakeholder Survey Results Page 49
Figure 18—Survey Opinion: Euthanasia Decisions
The following table shows percentages related to suggestions for solutions to prevent euthanasia.
If you disagree that CCAS should make appropriate euthanasia decisions, please describe
possible solutions for expensive life-saving medical procedures, medically unadoptable or
suffering animals, and animals that pose a significant threat to the safety of other animals or
humans. (250-character limit) (451 Responses)
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
Adopter
Owner surrendering animal
Owner looking for lost pet
Resident utilizing field services
Resident calling about a shelter service
Employee
Volunteer in shelter and/or foster care…
Partner Adoption, Transfer,
Contract City
Veterinary Practice
Other
All Responders
Strongly A gree or Agree Strongly Disagree or D isagree Neutral
Contra Costa County Animal Services
Strategic Plan for Animal Services
Section 5—Stakeholder Survey Results Page 50
Table 22—Survey Opinion: Euthanasia Alternatives
Statement Percent
Euthanasia should only be used as a last resort to end extreme suffering when medically
necessary or no other options exist to save the animal. Many expressed that euthanasia
is appropriate for terminally ill, severely injured/suffering animals with no quality of life.
18.0%
Healthy, adoptable animals should never be euthanized simply due to lack of shelter
space, length of stay at the shelter, or minor manageable medical issues. Respondents
believe euthanizing adoptable pets due to overcrowding or space limitations is unethic al.
12.0%
More partnerships, volunteers, fosters, transfers to rescues/sanctuaries, and community
fundraising are desperately needed to save animals and provide alternatives to
euthanasia. Respondents want to see stronger networks with rescues and more public
engagement.
12.0%
Euthanasia decisions should not be made unilaterally by shelter staff; vets, experienced
behaviorists, rescues, long-term volunteers/fosters should be involved. Respondents feel
those with medical and behavior expertise and hands-on experience with the animals
can provide valuable perspectives.
7.3%
CCAS is too quick to euthanize scared, stressed shelter dogs without providing adequate
time, training, and enrichment to allow their true personality to emerge outside the
kennel. Dogs reacting negatively due to shelter stress are often incorrectly deemed
unadoptable.
6.9%
More community education is needed on the true costs and responsibilities of pet
ownership as well as realities of euthanasia to reduce intake and increase empathy.
Respondents feel outreach can reduce irresponsible breeding/surrenders.
6.4%
Many respondents expressed concerns over who specifically makes euthanasia
decisions at CCAS, what criteria is used, and called for full transparency on practices.
The decision-making process appears unclear to many.
6.0%
Affordable spay/neuter services should be increased and penalties strengthened for
irresponsible breeding in order to reduce shelter pet intake. Respondents see
overpopulation from lack of spay/neuter as a key intake factor.
5.1%
Special funds need to be established through fundraising and donations to provide life -
saving medical care for treatable conditions in adoptable animals. This would save pets
needing expensive care.
4.7%
Some agree with euthanizing animals in certain appropriate circumstances per CCAS
criteria, but overall do not trust CCAS judgement in making those decisions.
Respondents expressed doubts about criteria application.
4.0%
The following tables show community survey responses, regarding agreement with the statement,
with positive and negative responses grouped. The highest rating is “Strongly Agree” and the
lowest rating is “Strongly Disagree.” Neutrality is shown in the last column.
CCAS should provide services to assist owners to be able to keep their animal in their home,
including such services as training or behavioral modification, provision of animal food,
Contra Costa County Animal Services
Strategic Plan for Animal Services
Section 5—Stakeholder Survey Results Page 51
assistance to shelter or contain the animals such as fence repairs or dog houses, and/or other
material items or counseling that allow the animal to remain with its owner.
Table 23—Survey Opinion: Owner Assistance
Responder
% Strongly
Agree or
Agree
%
Strongly Disagree
or Disagree
%
Neutral
Adopter 64.7% 16.8% 18.6%
Owner surrendering animal 56.4% 17.9% 25.6%
Owner looking for lost pet 72.6% 9.5% 17.9%
Resident utilizing field services 65.8% 14.4% 19.8%
Resident calling about a shelter service 74.8% 9.0% 16.1%
Employee 50.0% 33.4% 16.7%
Volunteer in shelter and/or foster care provider 75.4% 6.6% 18.0%
Partner – Adoption, Transfer, Collaboration, Services, Industry based 88.3% 3.9% 7.8%
Contract City 77.7% 0.0% 22.2%
Veterinary Practice 71.4% 8.6% 20.0%
Other 67.9% 13.0% 19.0%
All Responders 68.8% 12.0% 19.1%
This information is represented graphically in the following image.
Contra Costa County Animal Services
Strategic Plan for Animal Services
Section 5—Stakeholder Survey Results Page 52
Figure 19—Survey Opinion: Owner Assistance
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
Adopter
Owner surrendering animal
Owner looking for lost pet
Resident utilizing field services
Resident calling about a shelter service
Employee
Volunteer in shelter and/or foster care…
Partner Adoption, Transfer,
Contract City
Veterinary Practice
Other
All Responders
Strongly A gree or Agree Strongly Disagree or D isagree Neutral
Contra Costa County Animal Services
Strategic Plan for Animal Services
Section 5—Stakeholder Survey Results Page 53
CCAS services are meeting the needs of the Contra Costa County community.
Table 24—Survey Opinion: CCAS Meeting Needs
Responder
% Strongly
Agree or
Agree
%
Strongly Disagree
or Disagree
%
Neutral
(0)
Adopter 28.4% 47.7% 23.9%
Owner surrendering animal 28.2% 30.8% 41.0%
Owner looking for lost pet 25.3% 42.1% 32.6%
Resident utilizing field services 20.6% 49.4% 30.0%
Resident calling about a shelter service 16.9% 58.3% 24.8%
Employee 27.8% 50.0% 22.2%
Volunteer in shelter and/or foster care provider 27.6% 42.6% 29.9%
Partner – Adoption, Transfer, Collaboration, Services, Industry based 7.8% 72.8% 19.5%
Contract City 22.2% 55.6% 22.2%
Veterinary Practice 34.3% 25.7% 40.0%
Other 21.7% 46.0% 32.3%
All Responders 28.2% 41.0% 30.8%
This information is represented graphically in the following image.
Contra Costa County Animal Services
Strategic Plan for Animal Services
Section 5—Stakeholder Survey Results Page 54
Figure 20—Survey Opinion: CCAS Meeting Needs
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
Adopter
Owner surrendering animal
Owner looking for lost pet
Resident utilizing field services
Resident calling about a shelter service
Employee
Volunteer in shelter and/or foster care…
Partner Adoption, Transfer,
Contract City
Veterinary Practice
Other
All Responders
Strongly A gree or Agree Strongly Disagree or D isagree Neutral
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Strategic Plan for Animal Services
Section 6—Focus Groups Page 55
SECTION 6—FOCUS GROUPS
6.1 PURPOSE AND USE OF FOCUS GROUPS
Citygate conducted four focus group meetings consisting of volunteers, community stakeholders ,
and staff in October 2023. The purpose of the focus groups was to gain understanding of their
visions, goals, and priorities for the Department over the next several years.
The focus groups were videoconference meetings which each lasted approximately ninety minutes.
There were prepared topics for each session, the format was informal, and participants were
requested to treat the sessions as confidential. Fourteen or fifteen people were invited to each
session and the attendance ranged from three to seven participants per focus group.
6.2 FOCUS GROUPS RESULTS
The focus groups had many overlapping themes, comments, and suggestions. The diverse
composition of the groups resulted in different perspectives and impressions about the Department.
Emphasis on communication and finding ways to ensure that the public rec eives accurate
information was consistently stated as a high priority. Some participants felt that a rebranding of
CCAS would be beneficial. They also desired less reactive communication and more collaboration
with the community and rescue partners. Messaging that explains the “why” for specific decisions
and actions was desired. Better marketing and a more welcoming environment at the shelter were
offered as possible ways to improve the customer experience and increase animal adoptions.
Multiple concerns that CCAS may not have enough resources or space were expressed. There were
worries that the facility was not large enough and did not have enough animal housing to meet the
community’s needs. Facility maintenance and adequate equipment w ere emphasized as important.
Participants raised the need for more efforts on behavior modification and provision of enrichment
for the animals, expansion of play groups for dogs, and ensuring that animals were outside of their
primary housing location on a regular basis. Many felt this could be accomplished with better
volunteer engagement and staff collaboration.
The need for more spay and neuter resources was frequently mentioned, including Trap -Neuter-
Release services. It was acknowledged that there are funds available (Animal Benefit Fund), and
that CCAS partners with nonprofits to provide the services. Particip ants recognized that the
shortage of veterinarians and veterinary support staff adds to the challenge to increase spay and
neuter services. More availability to spay/neuter inhouse (Mondays and Saturdays) would decrease
the time animals are held and reduce crowding. The issue of spay/neuter was raised as a critical
concern as there are long waiting times at current low -cost clinics, and participants expressed their
perception that lower income communities are contributing to pet overpopulation problems.
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Section 6—Focus Groups Page 56
Concerns were raised about staffing, especially that there were not enough personnel and that staff
retention is poor. The high vacancy rate was attributed to the difficulty of the work and the
perception that the pay scale is too low and does not meet industry standards. A lack of consistent
training and support for both staff and volunteers was expressed, along with a need for effective
intervention for compassion fatigue. Lack of teamwork and the existence of silos within the
divisions of CCAS were felt to be contributing to communication challenges and deterring
effectiveness.
Support for and development of the volunteer program was encouraged. Finding ways to recognize
and enhance the volunteer experience was desired. The addition of an Adoption Counselor position
who could work with volunteers on their skills was put forward. Expanding both the foster program
and volunteer duties were offered as ideas for improving the health and care of the animals.
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Section 7—Interviews with County Leadership Page 57
SECTION 7—INTERVIEWS WITH COUNTY LEADERSHIP
7.1 COMPOSITION AND PURPOSE OF INTERVIEWS
Citygate conducted individual interviews with each member of the Board of Supervisors, the
County Administrator, the Assistant County Administrator, and the Animal Services Director. The
purpose of the interviews was to understand their perspectives, visions, and priorities for the
Department over the next several years . The interviews were conducted by videoconference and
lasted approximately one hour each. A consistent set of interview questions was used, but the
format was informal and conversational. Participants were informed that all specific feedback and
comments were confidential.
7.2 INTERVIEW RESULTS
7.2.1 Vision for CCAS
Among the County Leadership, there were many and varied responses regarding a vision for the
Department. Some saw it as a community center and gathering place for pet owners, adopters,
rescuers, volunteers, and customers. Participants stressed the importan ce of CCAS to function as
a resource for pet owners and to be able to accept unwanted pets, to quickly respond to dangerous
dogs and threats to public safety, to be proactive and customer friendly, to be engaged in the
community, and to provide education. Emphasis was placed on being a convener of services for
pet owners and the community.
7.2.2 Top Priorities Over the Next Five Years
Top priorities for CCAS over the next five years included ensuring public safety, expanding
partnerships with rescue organizations, supporting robust volunteer engagement, and
communicating clearly on policies and decisions. Access to and more availability of spay and
neuter resources was a recurring theme, with the understanding that not all the services must or
should be provided by the CCAS. Leveraging collaborative partnerships with providers to ensure
availability of affordable spay/neuter services was recommended.
The size and adequacy of the Martinez facility was of concern. Participants questioned whether
the shelter has enough space and capacity, and expressed the need for more confidence that the
facilities and equipment are adequate to meet the current and future needs of Contra Costa County.
Most favored expansion of the current facility over an additional campus, but offsite activities
were encouraged to have more visibility in the community. Common concerns included whether
the current staffing level was adequate, with a clear understanding that having enough qualified
staff was key to meeting the goals and objectives of the Department.
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Section 7—Interviews with County Leadership Page 58
The need for proactive and positive community engagement was expressed as a primary concern.
Developing strategies for prioritizing outreach while simultaneously managing community
expectations was recommended.
Transparency, accountability, and effective leadership were frequently hailed as important
priorities. Proactive, timely communication and messaging about the positive work and results of
CCAS work was stressed. The importance of community engagement, publ ic relations, clear
communication and explanations, factual statements and information, and effective presentation
skills and materials were common themes.
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Section 8—Areas of Interest Page 59
SECTION 8—AREAS OF INTEREST
8.1 COMMON OVERLAPPING CONCERNS
The community stakeholder survey, focus groups , and interviews revealed many areas of
intersection. While there were different perceptions of the priority levels, Citygate found many
topics overlapped and were repeated consistently. The primary themes and concerns are noted in
the subsections to follow.
8.1.1 Communication
A clear theme around the need for clear messaging that is proactive and positive, rather than
reactive, was identified. Many comments focused on the need for consistent communication of
services, successes, and results that are backed up by facts and figur es. The need for accountability
and transparency was expressed, along with the need for a communication strategy that controls
the message and manages community expectations.
8.1.2 Availability of Spay and Neuter Services
Concerns are pervasive regarding the availability and timely scheduling of spay/neuter surgeries
for shelter animals, provision of low cost spay/neuter services for the public, and availability of
spay/neuter for Trap-Neuter-Release (TNR) and community cats. The desire to see outreach and
collaboration expanded to increase spay/neuter services emerged as a clear theme.
8.1.3 Staffing
Perceived both internally and externally to the Department, whether the Department has adequate
staffing was a concern consistently raised, along with the need to increase staff training and
improve retention as methods to help CCAS accomplish its mission.
8.1.4 Facility and Capacity for Care
The question of whether the current facilities meet the needs of both the community and the
animals and how CCAS can adequately provide for the needs of all the animals in its care was
recurrent.
8.1.5 Optimal Utilization of Partnership Relationships
Many emphasized the value and benefits of collaboration with partners for animal transfers,
assistance with fostering, and increased access to spay/neuter services. Many expressed the desire
to see partnerships maximized.
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Section 8—Areas of Interest Page 60
8.1.6 Euthanasia Policy Clarification
The policy and criteria for euthanasia decisions are not understood internally within the
Department, nor externally in the community. The need for clarity, transparency, and more
communication in this area was a consistent theme.
8.1.7 Funding
The concern of whether the funding of the Department was adequate was raised by many
stakeholders. Some expressed a clear belief that there was not enough funding, while others wanted
more accountability regarding the use of funds.
8.1.8 Organizational Culture and Leadership
The apparent culture of silos within CCAS divisions were mentioned frequently as a concern.
There is a shared desire to strengthen CCAS leadership by improving communication, enhancing
internal collaboration, and demonstrating staff support for increased volunteer and community
engagement.
8.1.9 Wildlife Policy
Many expressed an interest in re-visiting the handling of wildlife, especially where concerns for
humane issues exist, such as helping injured or sick wild animals.
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Section 9—Environmental Scan Page 61
SECTION 9—ENVIRONMENTAL SCAN
9.1 OVERVIEW
In collaboration with the Strategic Planning Committee, Citygate prepared an environmental scan
that identifies key internal and external factors with potential to significantly impact the
Department or the services it provides over the next five years. Th ese factors are briefly described
in the following subsections.
9.2 KEY INTERNAL FACTORS
9.2.1 Staffing
CCAS is challenged with hiring and retention. Animal welfare organizations are commonly
experiencing severe struggles with hiring recently. CCAS is no exception to this. Once staff have
been hired, ongoing difficulties include appropriate training, job satisfaction, and concerns about
adequate pay.
As of March 2024, CCAS had seven vacancies in Administrative Services, five vacancies in Field
Operations, one vacancy in Community and Media Relations, three vacancies in Shelter Medicine,
and four vacancies in Animal Care Operations. This is a total of 2 0 vacancies out of a total staffing
FTE count of 92 positions, which is almost a 22 percent vacancy rate.
9.2.2 Facility
CCAS currently operates one facility and is often at capacity or overcrowded. Expansion of the
animal housing capability and veterinary medical clinical spaces may be needed.
9.2.3 Funding
The Department may not be adequately funded. Recent allocation of Measure X funding over the
next three years is dedicated to spay/neuter and community outreach. Ensuring a sufficient annual
budget is critical to meet CCAS’ mission.
9.2.4 Underutilization of Volunteers and Foster Program
Improvements to the volunteer program, including more inclusion and expansion of duties , are
current detriments. Volunteers are restricted in their responsibilities and need to be better
supported. Focusing on engaging more foster caregivers will assist with ensuring best treatment
for underaged, behaviorally challenged, and sick or injured animals.
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Section 9—Environmental Scan Page 62
9.2.5 Internal Culture
CCAS faces philosophical and moral variations that lower morale and employee satisfaction ,
which has led to an undesirable Departmental culture.
9.2.6 Communication
CCAS lacks a clear communication plan and strategy to accurately and proactively deliver the
agency’s messages.
9.3 KEY EXTERNAL FACTORS
9.3.1 County Processes
Some County processes, such as the procedures for Human Resources or procurement policies,
create delays, bottlenecks, and unnecessary barriers that inhibit the ability of CCAS to fulfill its
mission.
9.3.2 Activist Challenges
A small but vocal group of activists have created disruption and disseminated inaccurate
information, which is misleading to the public and some County officials. The ongoing nature of
the criticism and spread of misinformation contributes to low staff morale and poor retention.
9.3.3 Lack of Access to Affordable Spay/Neuter Resources
There are few local agencies, organizations, and private clinics providing affordable spay/neuter
services for the public. The demand for spay/neuter services far exceeds the availability and current
wait times may contribute to unwanted births, overpopulation, and humane concerns.
9.3.4 COVID-19 Rebound
The national trend of increased animal intakes, lower adoption numbers, and fewer available
transfer opportunities is challenging shelters across the United States.
9.3.5 Veterinary Staff Shortages
An acute shortage of veterinarians and technical staff, exasperated in the animal welfare industry,
has led to resource challenges for these important and necessary skills and personnel.
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Section 10—Strategic Plan Development Page 63
SECTION 10—STRATEGIC PLAN DEVELOPMENT
10.1 STRATEGIC PLAN DEVELOPMENT PROCESS
On February 27, 2024, Citygate facilitated a full-day strategic planning workshop attended by the
Strategic Planning Committee consisting of the Interim Director, the Administrative Services
Officer, the Chief of Shelter Medicine, and the Community and Med ia Relations Manager. At the
workshop, the Citygate team provided information on the results of its work to gather broad
community stakeholder input, as well as generalizations from the interviews with County
leadership, and the focus groups. Using that information, Citygate facilitated review and discussion
among members of the Strategic Plan Committee to refine the elements of the plan , including the
Crisis Critical items and the Core Themes, and the spreadsheet outlining the actions under each
category.
At a subsequent meeting with the Strategic Planning Committee, participants considered draft Core
Values and Mission Statements that were the results of the stakeholder interviews and surveys and
updating the original statements from the 2018 Strategic Plan document. Each statement was
carefully reviewed to create clear, concise statements that represent the CCAS of today.
10.1.1 Core Values
Values are individual basic, fundamental beliefs that guide or motivate people to act or behave in
a particular way. They are the things that individuals believe are important in the way they live
and work. Values can represent one’s moral ideals. The organization’s values are the words or
qualities that describe the type of life desired or that help guide an organization. Values are the
standards or ideals by which we evaluate actions, people, things, or situations.
Contra Costa Animal Services
Core Values
Transparency – Compassion – Accountability –
Professionalism – Humane – Public Safety
10.1.2 Mission Statement
A mission statement is what drives the organization. It is what the organization does. The
organization’s mission statement shapes its culture. It can motivate employees and it provides
clarity. From this, an organization’s objectives are created. A missio n statement focuses on today
and what the organization does to achieve it. CCAS updated and simplified its mission statement.
Contra Costa Animal Services
Mission Statement
Our mission is to protect the health, safety and well-being
of all people and animals in our community with
compassion, integrity, and professionalism.
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Section 10—Strategic Plan Development Page 64
10.1.3 Strategic Plan Worksheet
During the strategic planning process , the Strategic Planning Committee began work to select,
categorize, and prioritize all the significant items that were gleaned from both community and
employee surveys, stakeholder interviews, historical data, the previous Strategic Plan, and point-
in-time items. This information generated a comprehensive list of action items to be evaluated and
organized into a concise statement of CCAS’ current priorities. The plan was organized into two
Crisis Critical topics (Capacity for Care and Euthanasia Policy and Clarity) and five Themes
(Communication, Resources, Leadership Culture, Scope of Services, and Services). A
worksheet containing all of the priority items was categorized by section and color -coded for
prioritization. This worksheet has been provided as Appendix A—5-Year Strategic Plan
Priorities Worksheet.
The worksheet contains columns for each action item in the Strategic Plan , including:
Performance Metrics
Cost (Y/N)
Year and Tier
Completion Date
Grant Opportunity
Lead
Co-Lead
Partners
Time Allocation
Fiscal Impact
Notes
This worksheet was later modified and refined through multiple levels of review, including
incorporating input from the new CCAS Director.
10.2 IMPLEMENTATION FAIL FACTS AND STRATEGIES
The strategic planning process is an important tool for the Department to identify its vision for the
future and the resulting Strategic Plan provides a road map to that desired future. Once created,
however, the plan must be implemented in a clear and thoughtful manner if the strategic planning
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Section 10—Strategic Plan Development Page 65
process is to be fully successful. Unfortunately, it is too often the case that an organization will
invest the time and other resources necessary to create a Strategic Plan, but it will fail to adequately
recognize the importance of developing a thoughtfu l implementation plan and then use that plan
to guide future actions and decisions to assure that the Strategic Plan is implemented.
10.2.1 Fail Facts
What causes plans not to work out the way we envision them? Often , once a plan has been carefully
developed things can and do go awry. Ongoing daily attention and care must be taken throughout
the implementation process to achieve optimal results. Where applicable, monitoring performance
metrics regularly as a tool to evaluate success is very helpful. It is important to recognize that even
with the best of intentions, efficient efforts, and resource alignment, the end results may differ
from the original vision.
A plan’s implementation could fail if there is...
minimal investment/buy-in to alignment with the plan
no clear, consistent communication from leadership
added work assigned to staff without any work taken away
a lack of accountability
a shortage of patience
a lack of clarity among staff regarding the strategy
“everything is a priority” syndrome
no true allocation of resources
a lack of perceived fairness, recognition, rewards, etc.
an absence of innovation fostered by leadership
neglect to utilize the right approach in execution
no recognition that some failures are successes
limited understanding of the real problem; distraction with other concerns
an inaccurate perception of actual organizational capabilities
no awareness of the cultural landscape
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Section 10—Strategic Plan Development Page 66
no understanding of who is in charge.
While there are various tools and styles for implementation of the Departmental vision as outlined
in the Strategic Plan, Citygate recommends that taking a human-centered approach has been found
to be the most successful. This type of approach emphasizes collaboration and a long -term
planning horizon. Among the implementation strategies that can be employed to ensure
accountability and productive implementation of the plan are the preparation of annual reports to
the Board of Supervisors to be delivered prior to the annual budget sessions, the use of technology
to track progress, on-going communication, support and training for staff, and regular progress
work sessions.
10.3 IMPLEMENTATION BEST PRACTICES
While there are many standards and best approaches to implementation, there are some
fundamentals and key factors that support successful execution of any well -laid plan. There are
six core components needed to support implementation: people, resources, structure, systems,
culture, and vision. CCAS has done tremendous work in setting its vision, strategically
determining what additional resources and people are needed, and ultimately developing a
comprehensive Strategic Plan.
As implementation begins, the most important factor will be the clear, consistent, thoughtful,
timely communication of the plan to CCAS staff, County leadership, volunteers, partners,
stakeholders, and the community. This communication will set the tone as the plan unfolds . As the
roles are determined, workload gets assigned and the execution and experimentation begin, there
will be a need for ongoing accountability and monitoring, adjustments and pivots, and continuous
review and reflection of what did or did not work well.
The following are some helpful tips and steps for the journey towards completing the desired
objectives.
10.3.1 Determine a Lead and/or Co-leads for Implementing the Strategic Plan
Leads have been identified in the worksheet, but it may make sense to involve additional staff,
volunteers, or contractors in some of the lead or co -lead roles. Creation of staff and volunteer
committees specific to certain projects will also support success.
10.3.2 Have a Communication Plan
Quarterly executive one-page briefs for the County Administrator, Board of Supervisors , and
community are advisable. This information should be a combination of postings that are easy to
find and clearly located on the website, within the shelter, and on social media. A more detailed
report should occur annually. Internal communication from the lead/co-leads and assigned staff
should be included in monthly reports to the appropriate division/department manager. This should
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Section 10—Strategic Plan Development Page 67
also be a factor in their performance evaluations as appropriate. Other communication factors
include adopting an “embrace mistakes” mantra, reward and celebrate the wins, and setting
realistic expectations.
10.3.3 Have a Clear Accountability Approach
Clear accountability is both beneficial for the individual and the organization. Some of the key
factors include seeking and giving feedback (360 feedback, self-evaluations), and consider using
an accountability app for the team, like Time Doctor, Toggle track, Clockify, Desktime, or others.
Thoughtful feedback questions could include:
What did I learn and what can I do differently next time?
How did my actions or the results affect the team, department, organization, and
community?
Was that my best?
10.3.4 Performance Monitoring
After goal setting is accomplished, it is important to factor in effort , not just outcomes, to be
empathetic and patient, to create improvement goals, to encourage often, to coach and mentor, to
create opportunities for feedback, to make time for reflection, to help staff and other parties to
stretch and grow, to seek potential, to recognize the good, and to use Smartsheets or some similar
record keeping scorecard type tool. Some of the top performance indicators used include: quality
of work, velocity of work, engagement (with community and staff), timeliness / keeping to
schedule, efficiency, empowerment (courage, bravery, stepping out of one’s comfort-zone,
experimentation and appropriate risk, asking challenging questions, increased participation),
friendliness, and innovation.
It is important to remember that everyone grows and learns in different ways and at different paces.
Some learn by doing (tasks, projects, experimenting), some learn more by training (courses and
seminars), and some learn better with others (coaches and mentors). Often, a mixed approach is
appropriate.
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Section 11—2024 Strategic Plan Page 68
SECTION 11—2024 STRATEGIC PLAN
This section presents the finalized action items that correspond to each of the objectives developed
by the Strategic Planning Committee. The year representations correspond to fiscal years as
follows:
Year 1 – FY 2024-25
Year 2 – FY 2025-26
Year 3 – FY 2026-27
Year 1 – FY 2027-28
Year 1 – FY 2028-29
These designations are meant as guidelines and remain flexible based on CCAS’ ability to achieve
the objectives and actions, timing and modifications necessitated by current conditions, or other
factors affecting accomplishment of each objective.
11.1 CRISIS CRITICAL 1: CAPACITY FOR CARE
11.1.1 Objective 1: Operate within capacity for care.
Year 1
Ensure that vacant positions are filled quickly to ensure that the Department is
functioning at the highest capacity. Any policy, process, or recruitment roadblocks
will be identified and addressed, and incentives and efficiencies to fill position will
be identified. Performance measures and accountability will be establis hed for staff
and/or departments assigned to responsibilities.
Utilize the Checklist for the Association of Shelter Veterinarians’ Guidelines for
Standards of Care in Animal Shelters and other resources to implement industry
best practices for managed intake, animal flow management, and pathway planning
upon intake. The Checklist will be used to evaluate progress, establish objectives,
and identify barriers.
Year 1 and Year 2
Expand partnerships for animal transfers and transports. Develop criteria for
partners, and build and explore new relationships where appropriate.
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Section 11—2024 Strategic Plan Page 69
Assess current use of volunteers and enhance and expand (as appropriate) volunteer
opportunities to support animal care and core tasks.
➢ Address the cultural barriers and attitudes with the Department and engage
staff in identifying tasks and opportunities for volunteers.
➢ Initiate discussions regarding additional roles for volunteers and share
examples from other municipalities that effectively utilize volunteers.
Year 3
Prioritize the intake of animals based on mandated responsibilities and establish
criteria for managed intake. Track intakes that meet established criteria and intake
exceptions. Include tracking of owner surrender requests, Return to Owner (RTO)
in the field, and TNR/SNR.
11.1.2 Objective 2: Reduce the intake of owned animals.
Year 1 and Year 2
Increase intake diversion efforts including owner surrender diversion, owner self -
rehoming resources, safety net resources, and support for pet retention.
➢ Develop resources, expand support network, and track owner diversion
outcomes and statistics.
➢ Utilize follow-up at one-month and three-months surveys sent to owners
receiving surrender counseling, resources, and support to confirm outcomes
and track intake diversion.
Implement customer service methodology for directing owner surrender inquiries
to diversion staff.
➢ Create scripts to model conversations and counseling with owners wanting
to surrender animals.
➢ Develop algorithm/decision tree for various owner surrender scenarios.
Expand Return to Owner (RTO) efforts in the field and track RTO attempts and
outcomes in the field.
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Section 11—2024 Strategic Plan Page 70
11.1.3 Objective 3: Decrease Length of Stay (LOS).
Year 1
Update the policy for priority ranking categories for spay and neuter surgery
scheduling (pregnant animals, feral cats, adopted animals, animals available for
adoption, shelter animals, TNR, public services, etc.) to reflect industry best
practices, reduce LOS, and support animal flow management and capacity for care
limits. Staff will be trained and continuously coached to develop the surgery
schedule in alignment with the priority ranking categories.
Reduce spay/neuter surgery delays and wait time for shelter animals.
➢ Implement creative ideas to expand staffing support by teaming
veterinarians to cover shortages in Registered Veterinary Technician and
Veterinary Assistant positions.
➢ Schedule spay/neuter surgeries for shelter animals with nonprofit partners.
➢ Utilize pathway planning to ensure timely spay/neuter surgery for adopted
animals and to fast-tract highly adoptable animals.
Expand Foster Program.
➢ Track the LOS for animals released to Contra Costa Humane and other
foster partners prior to transfer.
Evaluate the factors impacting LOS for animals RTO (including spay/neuter
surgery scheduling, vaccinations, microchipping, etc.) to identify process/schedule
barriers and opportunities to expedite services and RTO.
Year 1 and Year 2
Streamline adoption process and identify areas to increase efficiency and reduce
duplication of effort and transfer of duties between staff.
➢ Develop adoption process flowchart.
➢ Utilize follow-up survey for adopters and periodic survey of kennel and
front-desk staff to ensure new processes are effective.
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Section 11—2024 Strategic Plan Page 71
11.1.4 Objective 4: Expand affordable spay/neuter.
Year 1, Year2, and Year 3
Expand affordable spay/neuter where possible with available resources.
➢ Identify and address internal challenges and barriers to providing in -house
public spay/neuter services. Expand in-house public spay/neuter services
where resources allow.
➢ Track in-house and partner spay/neuter statistics and include totals in all
reporting.
➢ Establish Measure X funding recipients and require monthly progress
reports.
11.2 CRISIS CRITICAL 2: EUTHANASIA POLICY AND CLARITY
11.2.1 Objective 5: Develop clarity and consistency with euthanasia policies
decision-making and increase transparency.
Year 1
Adopt The Association for Animal Welfare Advancement’s PACT (People and
Animals in Community Together) philosophy (or similar) to allow for flexibility
over time and resources available while remaining committed to continuous
improvement.
➢ Develop new SOPs to align philosophy, policy, decision-making process,
and tools with ordinances (public safety) and industry best practices and
provide flexibility depending on available resources.
Develop and implement process improvement for euthanasia decision making to
reduce LOS and stress/compassion fatigue for staff.
➢ Expand decision making matrices to include LOS and objective evaluation
criteria for behavior and medical conditions.
Update euthanasia policies to include: 1) objective decision -making matrices for
behavior and medical conditions and 2) clarity regarding considerations of LOS
and capacity for care. (Note: The current policy that combines transfer and
euthanasia will be updated to create separate policies for animal transfer and
euthanasia.)
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Section 11—2024 Strategic Plan Page 72
Year 2
Increase transparency and expand understanding of euthanasia decision -making
policies and best practices, and request support and consistent messaging within the
Department, broader County departments, Board of Supervisors, and municipal
partners.
➢ Conduct educational training for staff and volunteers on new euthanasia
policies and decision-making.
➢ Implement outreach across County departments, Board of Supervisors, and
municipal partners to increase transparency and understanding euthanasia
decision-making policies and best practices, and request support and
consistent messaging when responding to community questions and
concerns.
Year 2 and Year 3
Develop communication strategy and plan to increase transparency and expand
understanding of Departmental philosophy, policies, ordinance requirements
(public safety mandates), available resources and funding, capacity for care, and
industry best practices. The importance of humane care and the Five Freedoms and
Five Domains of Animal Welfare will be included to broaden community
understanding of herd management and the humane cost of extended LOS.
Expand partnerships with community organizations and individuals with a shared
understanding of best practices and operational philosophy.
➢ Model PACT (or similar philosophy) and encourage wider endorsement
throughout CCAS partners, especially with volunteers and municipal
partners.
11.3 THEME 1: COMMUNICATION
11.3.1 Objective 6: Improve employee well-being and promote teamwork and
collaboration.
Year 1 and Year 2
Develop Staff Well-Being Program that includes The 2022 Surgeon General’s
Framework for Workplace Mental Health and Well-Being and identifies key
elements specific to CCAS culture to promote employee well -being and provide
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Section 11—2024 Strategic Plan Page 73
better support to all staff, augmenting existing programs such as the Employee
Assistance Program (EAP).
➢ Include the program framework in new employee onboarding and ongoing
engagement with existing staff.
Clarify staff roles and responsibilities and promote internal collaboration to
maximize teamwork and eliminate silos.
➢ Ensure written position descriptions clearly delineate roles and
responsibilities.
➢ Create a chart of routine tasks and responsibilities across all operational
areas and identify areas requiring teamwork and collaboration.
➢ Actively engage staff in developing opportunities to improve
communication, processes, and teamwork.
11.3.2 Objective 7: Increase volunteer engagement and connection with CCAS.
Year 1
Develop and implement a structured volunteer appreciation program.
➢ Evaluate existing volunteer appreciation efforts and expand and/or create
where appropriate.
➢ Track volunteer metrics, including volunteer retention (including
onboarding and retention from initial engagement [orientation]), events and
methodologies for volunteer appreciation and engagement, volunteer
participation, and volunteer hours.
11.3.3 Objective 8: Improve customer service throughout all Departmental service
areas.
Year 2
Develop and adopt new Customer Service Philosophy, including core values,
performance metrics, accountability, and transparency.
➢ Provide and track enhanced customer service training to all staff.
➢ Solicit ongoing feedback from clients utilizing customer service surveys.
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Section 11—2024 Strategic Plan Page 74
11.3.4 Objective 9: Promote clear, proactive, consistent, transparent, positive, and
unified messaging, both within the Department and externally that aligns with
Theme 3 objectives (workplace culture, values, and leadership philosophy).
Year 1 and Year 2
Update existing external communication plan and policies (including best practices
for online/social media presence) to promote (and model) clear, proactive,
consistent, transparent, positive, and unified messaging that aligns with Theme 3
objectives (workplace culture, values, and leadership philosophy).
➢ Track social media communication to ensure compliance with plan
Develop and implement a clear social media strategy that includes controlling the
narrative and responding to comments.
➢ Hire professional contractor to conduct an objective review/assessment of
existing social media presence and make recommendations.
➢ Evaluate results of professional contractor recommendations and
implement as appropriate (i.e., expand social media presence, adjust tone,
etc.).
Year 2
Develop and implement a two-year communication plan that includes internal and
external communication policies, strategies, and pathways (staff, volunteers,
partners, cross-departmental, Board of Supervisors, and municipal partners).
➢ Track messaging communications and impact on alignment with
philosophy and expectations.
Year 2, Year 3, and Year 4
Conduct ongoing communication training for staff to expand skills in presentations,
report writing, use of data, marketing, and effective communication. Training will
be in alignment with organizational philosophy and internal/external
communication plans.
➢ Track staff training and develop performance measures to assess skill
enhancement.
➢ Track number of presentations given to audiences, nature of audience, topic,
and estimated number of individuals or households impacted.
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Section 11—2024 Strategic Plan Page 75
11.3.5 Objective 10: Improve the image and standing of the Department within the
community through active marketing and outreach.
Year 2 and Year 3
Hire a professional contractor to develop and conduct a two-year Public Image
Campaign for CCAS that includes progress metrics.
11.4 THEME 2: RESOURCES
STAFFING
11.4.1 Objective 12: Improve employee retention, satisfaction, and professional
development.
Year 1 and Year 2
Identify and promote effective wellness practices to address burnout, compassion
fatigue, and the negative impact of advocacy groups on morale.
➢ Utilize survey tools to identify burnout and/or compassion fatigue and
provide appropriate support for each condition based on staff input. Track
staff improvement over time (1-month, 3-month, 6-month surveys).
➢ Track employee callouts, leave, absenteeism, and retention/turnover.
Collaborate with the County Administrator’s Office and Human Resources
Department to identify process improvements in recruiting and hiring.
➢ Overlap with Line 11 from worksheet.
➢ Identify roadblocks and/or potential incentives and efficiencies to fill
positions.
➢ Ensure accountability with staff and/or department assigned to
responsibilities.
Year 1, Year 2, and Year 3
Review and update the staffing structure for CCAS (including the need for new
positions), duties, pay scales, and scope of individual position responsibilities.
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➢ Evaluate the technical expertise needed for each position (current, new,
partners) and whether any technical or key positions are missing (e.g.,
behaviorist, veterinary staff, adoptions).
➢ Offer competitive pay scales for all positions and incentives to attract
experienced candidates for critical positions, special assignments, and
bilingual employees.
➢ Develop a staffing structure review process, establish an annual or biannual
review schedule, and incorporate industry trends and innovations. Track
industry changes in positions, pay scale, and incentives.
Year 2
Expand training and address skill gaps in core competencies including animal
behavior, report writing and presentation development, leadership, mentorship,
accountability, technology, and effective communication.
➢ Utilize annual review process to identify skill gaps, create opportunities for
training to enhance core competencies, and establish performance metrics
and future objectives.
Year 3
Re-evaluate structured onboarding and training process for new hires to enhance
Departmental integration, employee satisfaction, embeddedness, and retention.
➢ Track employee retention/turnover.
➢ Utilize employee satisfaction surveys and stay interviews routinely to
identify and address issues before they result in the loss of staff.
VOLUNTEERS
11.4.2 Objective 13: Expand Volunteer Program and improve volunteer retention
and satisfaction.
Year 2
Ensure volunteer access to staff assigned to volunteer coordination to support good
communication, training, and integration with operations.
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➢ Establish clear communication guidelines for volunteers including primary
staff contact(s) and chain of command.
➢ Conduct periodic volunteer surveys to solicit feedback.
Year 2 and Year 3
Evaluate and expand the Volunteer Program to support Departmental needs,
complement staff roles, and provide enhanced animal care and service to the public.
➢ Initiate discussions regarding additional roles for volunteers; share
examples from other municipalities on effective use of volunteers. Share
Departmental needs and objectives and seek input and support from the
unions. Overlap with Line 12 from worksheet.
➢ Address cultural attitude and/or barriers within department and engage staff
in identifying tasks and opportunities for volunteers.
FACILITIES
11.4.3 Objective 14: Align facilities with current and future Departmental needs and
services.
Year 2 and Year 3
Assess and address current facility improvements needed.
➢ Track facility improvements and projects.
Year 2, Year 3, and Year 4
Hire a professional consultant to conduct a current and future facilities assessment
including Departmental services, space, best practices, efficiency, maintenance,
and future growth projections.
➢ Create a list of all areas of deficiency within the facilities and ensure they
are addressed in future planning and facility improvements.
➢ Evaluate and consider additional facility needs including expanded shelter,
satellite, storefront, or mobile options.
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PROCESS IMPROVEMENTS
11.4.4 Objective 15: Develop policies and procedures that support a Departmental
culture of continuous process improvement.
Year 1
Collaborate with fiscal and contract departments to address barriers and implement
process improvements to expedite payments to private veterinary and emergency
clinics and other contractors.
➢ Review any current policies around timelines for payment and update as
needed.
➢ Utilize the Government Finance Officers Association (GFOA) Best
Practices.
➢ Conduct regular meetings with the fiscal and contract departments to
discuss specific goals, challenges, and ideas.
➢ Develop a policy and timeline for payment options and demonstrate
accountability.
➢ Develop a contingency plan for emergency payments and expedited options
for payment.
Year 1 and Year 2
Evaluate and acquire current equipment, tools, and supplies needed to support
optimal and efficient Departmental performance and services.
➢ Develop simple survey tool to determine specific tools, equipment and
supplies needed, including prioritization.
➢ Determine costs for each need, appropriateness of the request, and respond
back (within 30 days of survey) to staff/volunteers/partners about the
purchase plan and timing.
➢ Adopt the MoSCoW (must have, should have, could have, will not have)
methodology (or other method) for determining approval and prioritizing
the items, including budget considerations and balancing supplies for each
work unit.
➢ Utilize a transparent approach internally and a checklist for accountability.
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Year 2
Explore opportunities and creative ways to expand and enhance current and new
partnerships.
➢ Develop criteria for partners, review potential partners against the criteria,
and build/explore new relationships where appropriate and needed.
Year 2 and Year 3
Expand staff (and volunteer) training and competency with current technologies
through ongoing training.
Year 3 and Year 4
Create a Continuous Process Improvements (CPI) policy and program.
Conduct a full assessment for CCAS to determine if enhanced use of current
technologies, or if new technology(s), would increase efficiency, improve service
delivery, and enhance customer experience.
➢ Collaborate with the County IT department (or hire a professional
contractor) to conduct a full technology assessment for CCAS.
➢ Review current technology-related contract(s) to determine if training is
included and, if so, maximize utilization of training options and services.
➢ Determine if the contract software system support team(s) can provide
training (even if training is not provided within the contract).
➢ Acquire and utilize new technology(s) as appropriate.
FISCAL BEST PRACTICES
11.4.5 Objective 16: Ensure fiscal excellence and long-term sustainability for the
Department.
Year 1 and Year 2
Conduct a Biannual Fee Study in alignment with Government Finance Officer
Association (GFOA) recommendations.
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➢ The fee study should be reviewed and adopted biannually, including an
escalator clause that covers costs including the cost for future studies and
updates.
➢ The fee study should include various members of the CCAS team.
➢ Develop a communication strategy around any increases or reductions for
the public updates.
Year 2
Review and adopt a minimum of three to five of the best practices recommended
by the Government Finance Officer Association and collaborate with the County
Budget Office to align with core fiscal goals.
Year 2 and Year 3
Explore revenue opportunities and projections (ongoing).
➢ Explore and attempt to develop a minimum of three new revenue
opportunities by utilizing GFOA recommendations and best practice s
utilized by agencies similar to CCAS.
➢ Identify and develop a minimum of three new Departmental fiscal
efficiencies that lower expenditures or reduce time allocations by an
established percentage.
➢ Examine current customers and potential new customers for various cost
savings and potential revenue streams, including but not limited to fees,
penalties, awards programs, sponsorships, adopt-a-spot, private investor
partnerships, and customer lifetime va lues.
➢ Developing a fiscal performance index based on values, goals, and GFOA
recommendations.
Provide training and tools to develop internal CCAS expertise in budget forecasting
and maintaining fiscal stability.
➢ Review and adopt best practices in GFOA Financial Leadership, Budgeting,
Debt Management. and Capital Planning. Any best practices adopted should
align with Department and County goals and projected growth.
➢ As needed, hire a professional contractor to provide fiscal consulting and
training for all CCAS staff participating in the budget process. The timing
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of the training should be in advance of the next budget cycle to ensure any
deficits in knowledge are addressed.
Year 3
Formalize the development of performance measures as recommended by the
Government Finance Officers Association (GFOA).
➢ Review GFOA performance measures and develop and adopt measures that
align with Departmental values, mission, vision, budget, and fiscal goals.
Collaborate with County budget office and agree on appropriate measures
and adjust annually as necessary.
Year 3 and Year 4
Develop a Succession Plan for key CCAS roles.
➢ Identify key roles requiring succession planning and determine if there are
any components of a succession plan in place.
➢ Determine if there is adequate and/or potential diversity within the
Department that can be utilized in succession planning.
➢ Utilize an online performance metrics tool specific to succession planning
as a team collaboration option.
➢ Create a timeline for succession planning stages in 90 -day increments,
including the consideration of contracting with outside recruitment
agencies.
Update, review, or develop (as needed) the emergency fiscal plan for CCAS ,
including long-term fiscal stability based on projected occupancy growth rates for
the 2024 Contra Costa Adopted Housing Element and conservative animal growth
rate.
➢ Obtain and review a minimum of two emergency plans from similar
agencies.
➢ Adopt a minimum of two new practices, fiscal enhancements, or efficiency
elements.
➢ Develop long-term fiscal stability and support for the emergency plan
through outreach and communication with the community and County
officials.
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11.5 THEME 3: LEADERSHIP CULTURE
11.5.1 Objective 17: Create alignment of philosophy, culture, and values across all
operations and services.
Year 1 and Year 2
Utilize a collaborative process with staff to create a Workplace Culture Agreement
(communication, teamwork, transparency, accountability).
➢ Develop and utilize organizational culture benchmark survey tool.
Year 1, Year 2, Year 3, Year 4, and Year 5
Provide additional employee events and opportunities to increase connection and
embeddedness with the Department.
➢ Track events, engagement opportunities, and employee retention.
➢ Utilize ongoing stay interviews and employee satisfaction surveys.
Year 2
Utilize a collaborative process with staff to create a Statement of Values.
➢ Incorporate the Statement of Values into all internal and external
Departmental messaging and various survey tools.
Create a core leadership philosophy (shared/individual).
➢ Share core leadership philosophy with staff and solicit ongoing feedback on
the alignment of leadership staff with philosophy; implement adjustments
as necessary to increase effectiveness.
Year 2 and Year 3
Conduct monthly or bi-monthly leadership, teambuilding, and culture training and
develop opportunities to provide positive reinforcement of workplace culture,
values, and leadership philosophy.
➢ Track events, exercises, training, and meetings.
Develop an internal communication plan that aligns with Workplace Culture
Agreement, Statement of Values, leadership philosophy, and Theme 1 :
Communication.
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➢ Overlap with Line 29 from worksheet.
➢ Periodically review internal messaging and communications and solicit
feedback from staff to ensure ongoing alignment with Workplace Culture
Agreement, Statement of Values, and leadership philosophy.
Develop a policy and algorithm/flowchart to provide clarity on chain of command
for communication, appropriate communication channels, and reporting structure.
Year 3 and Year 4
Create performance measures that align with the Customer Service Philosophy,
Workplace Culture Agreement, Statement of Values, and Departmental mission.
➢ Solicit bi-annual feedback from staff and volunteers on Departmental
alignment with Customer Service Philosophy, Workplace Culture
Agreement, Statement of Values, and Departmental mission.
11.6 THEME 4: SCOPE OF SERVICES
11.6.1 Objective 18: Align CCAS scope of services with mandated responsibilities,
community and municipal partner expectations, allocated funding and resources,
and community needs.
Year 1 and Year 2
Update and enhance the materials and presentation for Board of Supervisors and
municipal partners on current trends, data, and best practices regarding the industry
shift towards prevention services designed to reduce the intake of animals into the
shelter and away from the gathering and warehousing animals in shelters. The
materials and presentation should include information on Contra Costa community
expectations and desire for more low-cost spay/neuter and veterinary care and
support for owners to retain animals in the home by providing safety net services,
such as pet food and supplies, behavior training, and fence repair.
➢ Track presentations, meetings, and engagement with the Board of
Supervisors and municipal partners specific to this topic.
Year 1, Year 2, and Year 3
For the allocated Measure X Funding ($750K over three years), determine specific
services and programs for low-cost spay/neuter, vaccinations, and microchips that
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leverage current partnerships and opportunities, are achievable and measurable, and
maximize impact.
➢ Track public spay/neuter, vaccinations, and microchips provided directly by
CCAS and provided by grant recipients.
➢ Present annual reports including performance metrics.
Year 2 and Year 3
Engage with County leadership and municipal partners through a series of
scheduled meetings and presentations to determine the appropriate and achievable
scope of services for CCAS based on current and projected funding and resources,
mandates, and community expectations.
➢ Develop and execute updated service agreements with clear expectations
and alignment of services.
Engage with County leadership, municipal partners, nonprofit organizations, and
private veterinary clinics to develop a community-wide, multi-year plan (in
alignment with Measure X funding) to increase access to low-cost spay/neuter and
veterinary care, including funding and resource needs, leveraging partnerships,
performance measures, tracking, and accountability.
➢ Estimate the projected community need for low-cost spay/neuter and
establish progressive targets over three years.
➢ Provide quarterly reports on progress and metrics.
Year 2, Year 3, and Year 4
Update, enhance, and conduct an ongoing outreach campaign to align community
expectations with the CCAS scope of services and ensure consistent and clear
messaging. Outreach materials should include FAQs and talking points for County
and City leadership, elected officials, and Department staff.
➢ Track estimated number of community members reached and conduct
follow-up surveys to assess community understanding of service
agreements, scope of services, funding and resources limitations, etc.
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11.7 THEME 5: SERVICES
ALL OPERATIONS
11.7.1 Objective 19: Strive for highest service delivery for mandated
responsibilities and expand or enhance services where possible to address
community and municipal partner expectations, and community needs.
Year 1 and Year 2
Evaluate and enhance core (mandated) services as appropriate for staffing and
resources. (Align with Crisis Critical 1: Capacity for Care).
➢ Develop a list of areas where mandated services can be expanded and/or
enhanced (for example, the spay/neuter of adopted animals), determine
feasibility based on existing staff and resources, and implement where
possible.
➢ Track reduction in LOS, performance of mandated services, and days
operating within capacity for care.
Year 2
Evaluate additional (non-mandated) critical service area needs and opportunities
and enhance where it is realistic and achievable. (Note that this is a short -term
objective that will be aligned with Theme 4: Scope of Services in the future.)
➢ Develop a list of areas where non-mandated services can be expanded
and/or enhanced, determine the feasibility based on existing staff and
resources, and implement where possible (for example, public spay/neuter,
TNR/SNR, public vaccinations and microchips, wildlife interventions, and
safety net resources such as food, temporary shelter, behavior training, and
medical support).
➢ Track metrics in specific areas.
Year 2 and Year 3
Expand CCAS service areas into prevention, reflecting industry trends and best
practices, to address the current and future needs of Contra Costa County. The
extent of expanded services will be determined by County leadership and municipal
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partner approval and the allocation of additional funding and resources. (This will
be in alignment with Theme 4 : Scope of Services in the future.)
➢ Based on the outcome of actions under Theme 4 : Scope of Services and
adoption of the PACT or similar framework, metrics will be tracked for
areas focused on prevention, intake diversion, foster/transfer expansion,
safety net support, etc.
Update and enhance reports to the Board of Supervisors and municipal partners and
consider timely or quarterly reports, in addition to regular annual reports.
➢ Ensure the report content is current, appropriate, and accountable to the
resources allocated.
➢ Ensure the reports contain consistent messaging reflecting the CCAS
philosophical framework, industry trends, and continued education on
capacity for care and humane care.
SHELTER
11.7.2 Objective 20: Ensure that the quality of care provided to animals at CCAS
consistently meets or exceeds the industry best practice minimum standards of
care.
Year 1
Evaluate and expand the Foster Program (for kittens and adult animals as needed)
and partnership with Contra Costa Humane, including enhanced foster support (24 -
hour hotline) and allocation of resources.
➢ Track the statistics on LOS and live outcomes for cats and kittens to
document success of enhanced efforts and the new partnership with Contra
Costa Humane.
Year 1 and Year 2
Evaluate and update the current Community Cat and TNR policy and program to
align with industry best practices.
➢ Create and apply new updated policies and procedures.
➢ Conduct ongoing reviews of individual scenarios and cases with staff for
continued learning and accountability to policies.
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Review the adoption process and identify areas for increased efficiency and
improved customer experience, including the assignment of responsibilities to
appropriate staff and adoption counseling on the behavioral and medical assessment
and needs for specific animals.
➢ Overlap with Line 13 from worksheet
➢ Develop a flowchart for the adoption process and identify areas to increase
efficiency and reduce duplication of effort and the transfer of duties between
staff.
➢ Identify and assign specific staff (or volunteers) to provide education and
information to the adopter on the specific medical and behavior needs of the
animal.
➢ Utilize a follow-up survey for adopters, as well as periodic surveys of
kennel and front-desk staff, to ensure the new processes are effective.
Year 2 and Year 3
Provide ongoing education to staff (and volunteers) on how to recognize the signs
of fear, anxiety, and stress in shelter animals, and provide enrichment and support
to mitigate or prevent fear, kennel stress, aggression, and the under-socialization of
dogs and cats in the shelter.
➢ Identify and apply enrichment practices that can be incorporated into daily
routines and kennel cleaning.
➢ Track staff and volunteer training on recognizing the signs of fear, kennel
stress, aggression, and under-socialization.
➢ Track support/outcomes for animals identified behavior challenges.
➢ Require a minimum of eight two-hour trainings for staff (and volunteers
working directly with animals).
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Section 11—2024 Strategic Plan Page 88
FIELD SERVICES
11.7.3 Objective 21: Optimize Field Services to meet the public safety and humane
animal needs of the community.
Year 1
Increase collaboration between Field Services and Shelter Operations to identify
areas for improvement, such as prioritizing kennel space for intakes from the field,
intake exams and vaccinations, and creating and updating animal records.
➢ Create a list of areas where Shelter Operations and Field Services overlap
and identify challenges and areas in need of additional collaboration.
➢ Implement process and communication improvements to address key areas,
including the assignment of specific responsibilities to staff.
Year 1 and Year 2
Conduct a review/assessment of Field Services including the service provision
hours, response times, staffing levels, and enforcement of violations to identify
areas in need of improvement and enhanced customer experience.
➢ Assess the call triage and prioritization process, review response times for
priority calls, and review the time it takes to complete and clear the different
categories of field activities.
➢ Track metrics on the enforcement of violations and identify opportunities
to improve or enhance compliance and services.
➢ Conduct random monthly phone surveys of clients served in the field to
collect feedback on field services.
Year 2
Consider and evaluate improvements and/or expansion of the Wildlife Services
Program (specific to humane concerns regarding injured wildlife in the field).
➢ Develop an algorithm/decision-tree for how Field Services should response
to priority wildlife calls.
➢ Design and implement a pilot project to respond to critical humane field
calls. Track results of the pilot project and assess the viability for long term
implementation.
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Section 11—2024 Strategic Plan Page 89
11.8 ADDITIONAL ACTIONS FOR CONSIDERATION
Year 2 and Year 3
Arrange tours of other similar facilities for staff and volunteers to observe
operational industry best practices and innovation and generate new ideas and
opportunities for CCAS.
Leverage other funding sources (such as funding programs for homelessness) to
support areas that overlap with CCAS programs.
Provide iPads (or other mobile tablet device) at kiosks for customer/client check-in
and digital services.
Year 3 and Year 4
Review and consider alternative models and options for the provision of CCAS
services through contracts with nonprofit organizations or municipal agencies.
Develop a plan to expand capacity and provide CCAS services to meet the needs
of the projected occupancy growth rates for the 2024 Contra Costa Adopted
Housing Element and conservative animal growth rate.
Year 4 and Year 5
Conduct outreach to community colleges, University of California at Davis, and
local high schools for career planning and internships at CCAS and the animal
welfare sector.
APPENDIX A
5-YEAR STRATEGIC PLAN PRIORITIES
WORKSHEET (PROVIDED DIGITALLY)
APPENDIX B
CCAS 2018 STRATEGIC PRIORITIES
LONG RANGE PLANS RESULTS
Strategic Priorities, Long Range Plans and detailed Activities for November 2018-
November 2019
Focus A – Take action (Act) to help residents and improve and manage the lives of
animals in Contra Costa County.
1 – ENSURE PUBLIC HEALTH AND SAFETY AND ENFORCE STATE AND LOCAL LAWS WHILE EDUCATING
OWNERS TO BEST PRACTICES
One unique difference between CCAS and other animal welfare agencies in Contra Costa County is the
legal authority and responsibility that requires CCAS Field Services to address animal issues in the 18 cities
we serve and the unincorporated sections of the county Field Service Officers have a broad mandate -
and a very complex job - in ensuring public safety with regards to animal issues in a county that spans 804
square miles and a population of 1.1` million people. CCAS Officers touch the public in many ways when
they impound strays, sick or injured animals, and investigate animal related crimes and other issues. This
position also affords officers a key role in providing direct humane educ ation to the parts of the public
they touch.
Long Term Goal 1A - For Public Safety and Field Services, review current policies and results,
identify best areas for improvement and begin making changes .
• Improve ability to see where officers are located in real time using a Geographic Information
System (GIS) and use that information to improve dispatching officers e fficiently with GPS
coordinates – which should also reveal root cause issues. Project was delayed due to
conflicting priorities in DoIT. Demo of product was provided to staff in January 2019. Roll
out to public placed in hold until internal project completed . DoIT has expanded the project
to include Capacity Mapping and dashboard for shelter operations team. Work has been
slowed because we have been working with Chameleon to automatically upload data into the
GIS system. Target for completion of internal project moved to June 30, 2020.
• Review public safety related metrics to understand if there are any unacceptable safety or
response time issues or any currently unknown risks. Developed priority call plan.
Implemented in April 2018. Communicated out to all cities and have added a quarterly
report of response times compared to goal for all cities. Plan to review in January 2019.
Completed.
• Use the above “performance metrics” to assess whether additional resources are needed and
can be justified in addition to already authorized positions. Find ways to fill current open
positions while tracking and seeking to reduce turnover. Review planned for January 201 9.
Reviewed current response times across County and have identified gaps in service,
especially for Level One and Level Two Priority calls. Need to increase staffing to properly
provide service to our cities. Project in process to review City Fees and possible increases.
Target for completion March 2020.
• Analyze the impact of current enforcement policies to consider costs and opportunities if
changed. Where possible, institute Field Services practices that aggressively seek to return
pets in the field - favoring counseling over impoundment. Citygate report completed and
recommendations worked into Strategic Plan. See above – increased revenue is necessary to
add staffing for improved services. Presenting to B OS Finance Committee in December 2019.
• Review and clarify expectations for officers to provide educational materials when interacting
with the public – this includes creating or obtaining better handouts including bilingual
versions as needed. Our Community Services team has begun working with the Field Services
team to identify needs. Completed. Updated handouts and also produced them in Spanish
for officers and staff to distribute. Next step Vietnamese…target 6/30/20.
• Revise enforcement policies/expectations and consider key additional ordinances. As part of
this review include back yard breeding to consider whether additional enforcement and/or
ordinance would be helpful. Modified License Ordinance to match fee schedules. Created
new animal noise ordinance which went into effect in September 2017. Rooster ordinance to
help control rooster populations and aid in eliminating Rooster fighting has been approved
and implemented. Currently looking a modification to PDA/DA Ordinance and Animal Limits.
New Fee Schedule developed and will be introduced at the BOS in Oct/Nov. Draft of
modified PDA/DA Ordinance in the hands of County Counsel for finalization. Target 1/30/20.
• Continue to build and/or establish collaborative relationships with local health and safety
agencies in contract cities. This includes integrating Field Services with local Volunteer In
police Services (VIPS) programs. (Activities expected to continue in FY 2017-18) Continuing to
work with and build collaborative relationships with all of our contracted City Police
Departments, Fire Services and Public Work teams. Integrating with local VIPS programs
continues to be on hold while we develop our current Field Services team. This project
continues to be on hold due to staffing bandwidths and field priorities.
2 – PREVENT UNWANTED PET BIRTHS - INCREASE SPAY AND NEUTER SERVICES
Pet overpopulation is a root problem in Contra Costa. Our two-prong approach is to reduce that
overpopulation while working to develop more homes willing to adopt a pet. With our local partners, we
plan to provide low cost spay/neuter services to Contra Costa residents in a timely manner. The county
has hot spots of higher pet overpopulation where Pit Bulls and Chihuahuas can frequently be found
running loose throughout the neighborhoods. Addressing these hot spots will be a priority. This strategic
priority also includes a Return To Field program where healthy community cats are spayed or neutered
and then returned them to stable environments where they can lives without negatively impacting
wildlife or adding to the overpopulation problem.
Long Term GOAL 2A – Continue to build the ease, availability and use of low cost (at cost) and/or
no cost Spay/Neuter services in the shelter and for the public – Run this program and provide
Spay/Neuter options in partnership with Contra Costa Partners (and some Alameda County
Partners)
• Partner with all low cost Spay/Neuter clinics – mobile or stationary – operating in Contra
Costa (and Alameda). Identified ARF mobile clinic, Pets In Need, Bad Rap, Fix Our Ferals,
SNIP, Paw Fund and Contra Costa Humane Voucher program. Partnered with each agency or
program to successfully increase the opportunities to provide low cost or free spay and
neuter surgeries for dogs and cats in Contra Costa County. Making a proposal this year to
increase unaltered license fees so we can use some of those fund s to build an S/N Fund that
is sustainable. Fee schedule to BOS 11/12/19.
• With partners, help fill gaps where spay/neuter services most needed in the county – for
example explore the option to spay/neuter animals before owner surrender to reduce shelter
stay once surrendered (sometimes called foster to relinquish ) We are working closely with
other S/N agencies and local vets to provide S/N services to owned animals BEFORE
surrender which speeds up our internal processes, keeps animals healthier and in many cases
helped to resolve issues to keep animals in their home s.
• At the same time of Spay/Neuter, begin providing low cost and/or free basic preventive
services including vaccinations, license tags and/or chips as appropriate. Institute first at
CCAS and later with partners as possible. Completed, consistently offering low cost vaccines,
licensing and microchips at the time of S/N.
• Assess the impact of limiting low cost spay/neuter to Contra Costa County residents only –
determine the usage of in vs. out of county usage then change the residence policy as makes
sense. No studies of current programs have been completed to give us a clear understanding
of current practices. Public S/N at CCAS remains on hold due to staffing levels and training
needs. Hope to begin again by July 2020 or sooner.
• Given the ease of, speed of and criticality of stopping rabbit and cat reproduction, continue
efforts to Spay or Neuter immediately after their stray hold expires – which also provides
behavioral benefits for sheltering and later adoption. We have been able to meet this goal in
our slower months and then struggle to meet goal in busier months. This goal may be
adversely affected with changes in medical team staffing. No change – sporadic but the goal
is still top of mind. Review 2/15/20.
Long Term GOAL 2B - Provide Community targeted Pitbull mix and Chihuahua Spay/Neuter
Program – In conjunction with the general Spay/Neuter program, provide targeted programs to
Contra Costa communities where Pitbull and Chihuahua mixes overpopulation exist
• Develop data to identify which neighborhoods (or zip codes) have a Pitbull and/or Chihuahua
overpopulation – ultimately develop and maintain a map of areas with overpopulation
problems. In progress – working with DoIT on providing a demo to staff by January and then
developing a plan to roll out to public on our website. Demo complete but public view
stalled. Target May 2020.
• Work closely with Transfer Partners to focus on Pit Bull mixes. Coordinate efforts for mobile
Spay/Neuter (supporting partners Spay/Neuter outreach efforts) Accomplished more in 2016,
project has stalled due to lack of resources. Need to step up efforts. No change due to lack
of staffing/resources/finances, need large grant. Target TBD.
• Identify a transfer partner(s) to work with on Chihuahuas. Accomplished more in 2016,
project has stalled due to lack of resources. Need to step up efforts . No change due to lack
of staffing/resources, need to find a large grant. Target TBD.
• Decrease demand for backyard bred Chihuahuas & Pit Bulls with marketing campaign to
encourage shelter adoptions of these same dogs (also includes evaluating the drivers of
backyard breeding in order to reduce it) No progress made, need to step up efforts. See
above.
• Provide county-wide communication on targeted programs like this as part of the overall
marketing and communications plan. No progress made, need to step up efforts. See notes
above.
• Integrate cultural sensitivity programs for staff, volunteers and community members into this
effort (and other initiatives also as needed) Use of Target Solutions has improved, Admin
team has begun to track trainings and individualize trainings to department needs. Diversity
training is in place for staff, need to improve on compliance for training. Target 1/30/20.
• Integrate educational and support programs as possible . No progress made due to poor
staffing levels.
• Build a volunteer program to provide educational outreach and support for targeted
programs while also asking the volunteers to observe, assess and report anything they see
contrary to law and policy (but NOT to challenge what they see) Volunteer Coordinator hired
and working in position. Current efforts continue to be on program development and
recruitment/training of volunteers. Foundation being created. Target April 2020.
Long Term GOAL 2C – Continue to expand and improve the Community Cat Trap, Spay/Neuter
and Return program as possible in tight collaboration with partners.
Activities FY 2016-17
• Continue to provide free community cat Spay/Neuter for transfer partners and the public
willing to trap and return the cats. Ongoing, on target.
• Expand the base of transfer partners willing and able to do trap and return to field – for
example reach out to local veterinarian hospitals to ask if they will do some spay/neuters
Focus is on building CCAS RTF program and volunteers. Volunteer numbers have tripled (1-3)
Still needs work. No change since last year. Recruiting and retaining volunteers for this role
continues to be challenging. Staff working with volunteers to improve community cat
housing – They have visited other locations - No Progress in improving physical housing –
barriers, union, material costs and debate on staff/volunteer efforts. Need to find a Boy
Scout or Girl Scout Troop to take on project. Target date May 2020.
• Include community education and CCAS institutional support to redu ce community concerns
about the Community Cat Program – and where possible encourage “neighborhood
adoption” of the cats. Door hangers and info cards have been created. Some distribution
has happened but we need to improve our distribution plan. Pilot program called Project
Delta View Cats in Pittsburg started. Hopefully this program will be successful and we can
model other city programs after PDVC. PDVC started off strong but has struggled with
funding and volunteer recruitment/retention. Program continues but is at risk. Review in
Feb. 2020.
• Seek California Dept. of Food and Agriculture (CDFA) grant to support Spay/Neuter costs No
progress made. May be looking at local licensing fees to increase to support S/N efforts.
Grant written and AWARDED! Dr. Mills looking to collaborate with HSSV to bring Mobile Unit
to low income areas for S/N. Target March 2020.
• Support Transfer Partners when they seek additional support so they can better work wi th
CCAS and help community cats in specific geographic areas where additional help is needed
Progress has been made by working with various nonprofit groups in the East and West part
of our county. Progress stalled – need improved coordination of efforts in East County –
meeting in late October with local groups/individuals. Meetings with various groups has
begun. Follow up by mid-February 2020.
• Educate local veterinarians about the Community Cat program to make them aware of
resources for community cats coming into their practices Need staff time to focus on
developing better plan and actively going out to Vets. No target for completion.
3 – KEEP PETS IN THEIR HOMES WHENEVER POSSIBLE
Many situations put companion animals at risk of losing their forever home. Renters move and find the
new landlord doesn’t accept pets. A medical emergency rises that costs more than the pet owner can
afford. An untrained animal proves too difficult for the owner to handle. These and other problems
cause people to think their only option is to surrender their pet. CCAS and partners will provide robust
services to address these problems and educate the public about their availability with the goal of
keeping pets in their forever home.
Long Term GOAL 3A – Implement a broad Prevention Program to reduce shelter intake from the
public by intervening and helping before owners decide to surrender their pet (s) – this effort
includes many other ideas in this plan from marketing to humane education included elsewhere.
Activities FY 2016-17
• Provide low cost medical services with or through partners – seek to expand and/or find
partners to provide low-cost medical services for routine health exams (Wellness Clinic) and
major medical needs (where if medical provided owners would keep their pet). Working well
through the Safety Net program in partnership with ARF.
• Provide low-cost behavioral support and/or modification resources – through partners and
explore how to provide a behavioral consulting hotline through partners and training to help
owners keep their pets home. Working well through the Safety Net program in partnership
with ARF.
• With partners, seek grants to fund collaborative medical services and behavioral training
efforts above – like a stipend program or mobile community medical program Working well
through the Safety Net program in partnership with ARF.
• Provide landlord education materials and consider an ordinance to prevent specific breed
restrictions by landlords (units need to be either pet friendly or not at all). No progress has
been made.
• Conduct Humane Education Outreach to improve the general quality -of-life for animals in
Contra Costa and to increase the number of potential adopters and fosters – do this in tight
conjunction with Transfer Partners. Still need to develop plan and focused team.
• As needed and possible, develop targeted efforts at specific populations, like finding ways for
homeless residents to keep their pets and keep them healthy Some progress made – still
helping individuals as they come to us for assistance. Working with EHSD to support
Homeless with pets in shelters and alternative housing.
Long Term GOAL 3B - Build a robust Retention Program to support owners keeping their pet(s) –
This expands the current “pilot” effort and should integrate the services available through
partner organizations as much as possible. This program also includes services mentioned in Goal
3A “Prevention” above. Still building program and relationships to support program. ARF last
year and we have added Fix Our Ferals and Paw Fund this year. Added Furry Friends FY18/19.
• Provide pet owner education about how to be a better pet owner and make resources
available to support improved pet ownership.
• With partners, provide information and referral services for pet issues to address the needs
of owners (caring for their pets) –
• Explore ways to provide long-term foster care for pets where the owners will be unable to
care for them for months at a time (incarceration, hospitalization, etc.)
• As much as possible – provide low-cost services to Contra Costa residents only - explore
whether there is an easy and reasonable way to establish a resident’s low -income status to
decide whether to limit free services to low-income residents only
Focus B – Take care of the animals that come into our care and prepare them for
new homes while operating the shelter with high quality (Five Freedoms standard)
and efficiency
4 – SHELTER, TREAT AND REHABILITATE ABANDONED PETS TO PREPARE THEM FOR NEW FOREVER
HOMES
Many animals that come into our shelter have medical or behavioral problems that must be addressed by
CCAS or a transfer partner before they can be successfully adopted into forever homes. Humane
sheltering and socialization are keys to successful adoption. Our shelter will continue to improve to
provide even better quality shelter and use the standard of the “Five Freedoms” as its broad measure and
the Association of Shelter Veterinarians (ASV) Guidelines for detailed standards . Improvements will be
implemented throughout the department to improve shelter animal quality of life.
Long Term GOAL 4A – Review existing standards of care and programs to provide high quality
sheltering of animals at CCAS and decide where to improve efforts and/or add new initiatives –
The broad goal of these changes is to improve the consistency of CCAS meeting the Five
Freedoms guidelines - Freedom from 1) Hunger and Thirst; 2) Discomfort; 3) Pain, Injury and
Disease; 4) Fear and Distress and 5) to express normal behavior. ASV guideli nes will provide the
detailed standards needed in specific situations.
Activities FY 2016-17
• Limit kennel capacity by the size of a given kennel that accounts for the type, species and size
of animals housed (consistent with 5 Freedoms) In progress, developing measurement tools,
goals, programs to help manage capacity. Working with DoIT to develop Capacity maps and
dashboards.
• Institutionalize the recent change to make cleared animals immediately available for
adoption on a first come first served basis and make improvements as needed. Done but
need to be consistent. Still struggling with consistency. Dr. Mills and team developing
criteria and a plan to minimize the statuses.
• Explore options to ramp up short term resources for routine (kitten season) or exception
(confiscating many animals from a hoarder) situations. Options have been explored and
discussed but not implemented. Dedicated RVT identified and staff schedules being
proposed to better support our “busy” kitten season.
• Institutionalize the recent change to Spay or Neuter animals early in their stay at CCAS and
improve policies and/or procedures if needed. Success is dependent on adequate resources
and subject to increased volumes (i.e. Kitten season) Consistency continues to be the
challenge here – so far great effort but no consistency.
• Review behavioral evaluation and consider ways to improve. In conjunction, explore the
option of developing a timid/shy dog foster program (ensuring this or other similar programs
are NOT used simply to increase shelter capacity using offsite “warehousing”) developed SET
team and they are conducting behavior assessments, providing in/out of kennel enrichment,
training volunteers, etc. Very successful project so far. To present an update to the BOS in
January/Feb. Update presented and new contract began 7/1/19. This will be the last year of
contract – next year duties will need to shift to staff with the potential exception of
evaluations.
• Review staffing and efficiency issues to consistently reduce the time it takes to clear animals
for adoption or transfer – this may involve additional staff training or using some staff to
improve the efficiency of the clearance process This is currently happening but again without
consistency. Staff are being trained and processes are being documented. Even with training
and processes consistency seems to be a challenge. Looking to develop Quality Assurance
measures so we can identify sooner when thing s are not being done in a timely manner.
• With partners, seek grants to fund collaborative medical services and behavioral training
efforts – like a stipend program or mobile community Spay/Neuter program – this includes
targeted help with animals experiencing shelter stress or “shy” animals. One grant obtained.
Need to seek larger grants.
•
Executive Team Owner – Chief of Medical Services
Metrics
• Measure the impact of policies and practices on Length of Stay, Live Release Rates and
quality of stay (Five Freedoms)
• Track shelter animal Spay/Neuter metrics
• Track the speed (cycle time) of behavioral testing – with goal to later set target cycle times
Long Term GOAL 4B – After evaluating needs and facilities, seek Capital Funding from the County
to make one-time major improvements at the Martinez and Pinole shelters and any other
facilities deemed needed (i.e. Adoption Centers in South County) – Improvements should not
require increased staffing and if at all possible make managing the shelters less labor intense –
possibly freeing up some staff time for higher value activities.
• In the short term – continue to evaluate facility needs and deficiencies and continue to make
improvements as resources allow. Identified needs, plans created – pending feedback from
CAO’s office. Parking lot expansion and dog exercise area approved and due to start
construction late fall 2019. Plans for Pinole created but nothing concrete yet.
• For the longer term - evaluate current shelter needs (coverage and adoption) and existing
buildings (and shelter design deficiencies) in the system (Martinez and Pinole) against
expected county growth over the next 5-10 years (includes evaluating needs in South and
East county). No progress made.
• Explore the possibility of establishing “satellite” adoption centers (possibly with partners).
Currently have centers with PetSmart and Pet Food Express. Need to explore other options.
Executive Team Owner – Director
Metrics
• Completion of planning process and submission of initial requests by Jan. 2019.
5 - BUILD AND MAINTAIN CCAS OPERATIONAL EXCELLENCE - IMPROVE SHELTER MANAGEMENT SAFETY,
POLICIES, PROCEDURES AND EFFICIENCY
Review all aspects of shelter operations with operational excellence and customer service as primary
considerations while maintaining shelter animal quality of life (as per Five Freedoms). Review or develop
policies and procedures for all aspect of shelter operations.
Long Term GOAL 5A – Review and address personal safety concerns for employees and
volunteers as well as the public who have business with CCAS – identify current and potential
future safety concerns. Establish and implement a plan to address concerns now and prevent or
mitigate those in the future. New Safety Coordinator – making some progress on all bullet
points.
Activities FY 2016-17
• Identify, assess and respond to current safety concerns – including but not limited to the
disclosure of staff and volunteer names to the public
• Implement a reporting mechanism specifically to raise safety concerns promptly to the Safety
Coordinator
• Assess typical staff/volunteer interactions with the public for potential safety risks to any
people involved (including public to public safety concerns)
• Craft initial and routine messages to staff, volunteers and the public to educate on potential
concerns and set expectations for civil behavior – in person, on line or by phone Code of
Conduct created and shared. Now creating signage and continued training. Messaging still
needs to be improved – not consistent. Created CCAS Guiding Principles and completed
training for all staff/volunteers. Included in all new hire training.
Executive Team Owner – Captain
Metrics
• Track incidents (actions and threats) and “red flags” (like concerning statements on social
media)
• Assess the perception of personal safety on staff and volunteer by including a few questions
on surveys they respond to
Long Term GOAL 5B - Ensure CCAS Operational Excellence by improving Shelter Management
Policies, Procedures and Efficiency – Review all aspects of shelter operations with animal quality
of life (capacity for care) and customer service as primary considerations. Review or develop
policies and procedures for al l aspect of shelter operations while keeping the Five Freedoms and
ASV Guidelines as the critical criteria for success.
• Ensure all staff and volunteers are trained on and up-to-date on the 5 Freedoms and ASV
Guidelines Begun to introduce but needs to happen more and increase signage/language
use. 5 Freedoms - Now included in Volunteer Onboarding Still need to develop work around
ASV Guidelines.
• Establish and implement policies and standard operating procedures (SOPs) for staff and
volunteers in all areas of shelter, medical and field services departments as needed and
maintain a central electronic repository easily available to all staff (and vol unteers as
appropriate). In progress.
• Review current Policies and Procedures including: Fee Schedules; Length of stay; notification
if euthanasia imminent; etc. In progress, constantly updating.
• Institute a routine process when adding or changing policies that 1) ensures adequate change
management is planned including communication and training and that 2) changes are
immediately included in the central repository of policies and procedures and fi nally 3)
changes are made on a known cycle (like the first Monday of the month). In progress.
o Ensure that changes made also meet the test of efficiency – as much as possible
changes should lower Operating Expenses (OpEx) or at least be cost neutral.
o As part of improving policies and procedures, ensure employees and volunteers have
the authority needed to accomplish their tasks.
o In key roles, make sure there are back-up resources to take over or support when key
staff are out for any reason.
• Assess staffing needs in conjunction with policy and procedure changes and adjust or add
resources as possible – keeping in mind that under staffing leads to stress and risks the
success of changes planned Need to continually address.
Executive Team Owner – Director
Metrics
• Track when policies and standard operating procedures (SOPs) for staff and volunteers are in
place in all departments.
• Build measures of efficiency and cost to evaluate the cost/benefit of changes.
• Track whether change management process is in place and routinely used.
Long Term GOAL 5C - Improve Customer Service at CCAS – Customer service includes all points
where Contra Costa residents and partners (transfer partners, municipal police, Fish and Wildlife,
etc.) interact with CCAS. All customer service interactions will become measured in some way
with areas of improvement addressed. Training and support to be provided CCAS staff and
volunteers as needed to implement improvements.
Activities FY 2016-17
• Set clear customer service expectations for staff and volunteers and include a way to
measure whether expectations are being met. Customer Service Survey created and
implemented.
• Provide customer service training to staff and volunteers – with major push in 2016-17 and
ongoing training after that – including training on how to respond to difficult people and
situations. First training completed. Next training still in planning stages. Seeking funding for
trainer.
• Institute ongoing metrics systems to assess customer service results from the customer’s
point-of-view. Completed and implemented phase one . Have added Nemo-Q to better
understand service needs and staff time. Will continue to evaluate.
Executive team Owner – Administrative Services Officer
Metrics
• Institute a routine survey process to assess quality of customer service by the public who
uses CCAS services.
• Track Customer Service training provided and attendance by staff
Long Term GOAL 5D - Improve Overall Shelter-Wide metrics tracking – Develop a routine metrics
system that tracks the right key measures and can be used to report them out (built on the
Chameleon Shelter Case Management System currently in use)
• Establish guidelines (pet evaluation matrix) for tracking animals from intake to outcome – this
includes confirming and consistently using descriptions for animal medical and behavioral
conditions so that tracking metrics are consistent (includes specifics to define “treatable”
conditions for example). The guidelines need to be dynamic and change as needed while also
simple enough to effectively implement. Draft matrix created – being piloted in the
behavior/SET team. Working well so far – need to create reports to track results. Still
pending next steps– need to move forward in medical.
• Train staff to accurately input data to the Chameleon system in a way consistent with tracking
guidelines See above. Chameleon training program being created.
• Embed metrics when instituting any policy or procedure changes. Staff are learning how to
use metrics, we can now see and hear their learnings in various meetings/conversation when
they discuss performance metrics and decision making.
• Establish metrics that help understand the drivers of surrender and adoption. For surrender
seek to capture the factors that lead to the decision to surrender an animal to the shelter.
For adoption find out why some animals are chosen and others passed over (i ncluding
data.on transfer partner decision) In process. PEM needs to be implemented.
• Track the factors leading to each Euthanasia. Some information is already gathered about
each death. Review what is currently gathered and decide if and what additional information
would be helpful to understand euthanasia decisions with the aim to reduc e them over time.
In process. Need to further define reasons and develop tools. PEM needs to be
implemented
• Hire an IT consultant to help develop guidelines then implement a metrics input and results
system to deliver metrics information for manager’s use in decision -making. Completed and
a HUGE help!
Executive Team Owner – Several Options but suggest – Administrative Services Officer
Metrics
• Confirm that the metrics system is fully in place and providing useful information by June
2017.
Long Term GOAL 5E - Strengthen core financial activities through improved forecasting,
budgeting, and licensing procedures. Increase employee hiring and retention through improved
recruiting, training, and education on policies and procedures.
• Reduce variance occurring in the department’s budgeted revenues and expenditures; use
multi-year data to develop both revenue and expenditure trends; review with internal and
external sources.
• Review results of HR department exit interviews, recruitment practices and results, workers’
compensation practices, and compensation information to determine any barriers to
retention and recruitment efforts. Address these directly or in combination with County
resources.
• Evaluate all contracted services for effectiveness and cost, including enrichment team,
veterinary services team, and foster and transfer partner role; use temporary assistance
workers as needed while recruiting for open positions.
Focus C – With partners, improve public attitudes about and increase the adoption
of homeless animals in the County
6 – INCREASE COMMUNITY ENGAGEMENT AND HUMANE EDUCATION TO INFLUENCE THE CONTRA
COSTA PUBLIC TO TREAT ANIMALS MORE HUMANELY AND ADOPT MORE PETS
Through as many media channels as possible send broad messages about the need for and satisfaction of
adopting homeless animals. Tell the stories, both inspiring and difficult, about homeless animals in
Contra Costa County. Educate people on how to humanely interact with animals. Keep the public
informed about the efforts of CCAS and partners.
Long Term GOAL 6A – Increase Communication and Humane Education efforts to the Contra
Costa public – Focus the effort keeping in mind Maddie’s Fund Contra Costa Community
Assessment that there should be room to expand the population of potential adopters. Some of
the communication by CCAS staff should be in support of partners as well as CCAS directly .
Humane Education efforts should occur in tight partnership with Contra Costa partners who have
a similar interest and capability.
• Develop a multi-year communication plan to support the Mission of CCAS and the
implementation of these seven strategic priorities – including communication support for
partners as needed and where possible. Strategic Plan completed and shared with BOS.
Now have to place on website and begin sharing the matrix for the strategic priorities.
Completed but matrix not on website yet.
• Promote adoption and responsible pet ownership – humane education. We do this on our
website and printed materials.
• Inform the public of resources available to support pet ownership – including the Pet Owner
intervention program. To include low cost medical services available. Our ARF partnership
with the Safety Net program.
• Inform the public on requirements and best practices for pet ownership in Contra Costa
(Spay/Neuter, Licensing, Chipping, Vaccinations, Wellness, Flea Control, etc.) and how and
where to report problem animals (dangerous dogs, wildlife, animals at risk). Have created
more microchipping, disaster and hot weather tips in the last year. Need to develop more
materials.
• Identify the humane education/responsible pet education needs of specific geographic
populations and begin to meet them – in conjunction with efforts like the targeted Pitbull mix
and Chihuahua Spay/Neuter Program. We have not even begun to tease these elements
apart.
• For all humane education and public relations efforts track the number of people “touched”
by the effort. We have continued to have discussions around what this may look like but still
no real progress made at this point.
• Keep a broad channel of communication open to advocates and others with particularly
strong interest in animal issues and CCAS. Always.
• Provide Humane Education and how best to work with and support field officers. No
progress to date
• In addition to CCAS focus, market Partner organization efforts that help the county overall
including: some work being done via social media.
o Recruiting Fosters, focusing on the need for and benefits of fostering
o Recruiting volunteers
o Community cat trap and return programs
Executive Team Owner – Community and Media Relations Officer
Metrics
• Track completion and implementation of the marketing plan and Humane Education efforts.
• Track results of the marketing campaign and Humane Education.
7 - FIND NEW HOMES FOR REHABILITATED ANIMALS AND IMPROVE THEIR ONGOING QUALITY OF LIFE
(with Transfer Partners)
Once available to move out of the shelter, companion animals need to be placed directly in forever
homes or transferred to one of our partners (particularly if additional care or rehabilitation beyond what
CCAS can provide is needed). Transfer Partners help CCAS find new forever homes so this pr iority is
tightly dependent on successful collaboration with transfer partners. Throughout this process a high
quality of care needs to be built and maintained for companion animals in CCAS’s care.
Long Term GOAL 7A – Increase countywide adoptions through a strengthened Contra Costa -wide
Collaborative Partnership (may also include some Alameda County partners since they transfer
animas from CCAS) - Plan and implement ambitious countywide goals consistent with these
strategic priorities.
• Assess total program coverage of Contra Costa partners and seek to identify gaps in services,
if any. In early discussion stages.
• Prioritize partnerships with “brick and mortar” shelters first starting with planning for and
running the November “Base Camp Meeting.” Started off well, has stalled and we need to
re-energize.
• Also develop specific “focused” partnerships to attack specific areas like the Trap, Spay or
Neuter and Return program for community cats or dog breed targeted programs (for Pit Bulls
and Chihuahuas). Not completed.
• Make special consideration to keep “sub” partnerships that focus on Rabbits, other small
mammals, birds and reptiles included in efforts (for example, partnership with Rabbit rescue
organizations have resulted in a very high live release rates which should be maintained).
Completed and ongoing.
• As part of working with partners, establish Memorandums of Understanding (MOUs) to
better focus the partnerships, set expectations and improve the relationship and
commitment of staff across the partner organizations (and reduce conflict). Developed
contract with ARF, working on relationships with CCHS and FOF- completed, ASPCA MOU in
process for disaster support.
• With partners – improve and streamline the “transfer process” of moving animals from CCAS
to partner organizations. In process but still rocky at times, mostly due to timing and staff
availability. This includes components of the process including:
o Transferring before an animal goes offline and is at risk of euthanasia – taking the
more difficult to adopt out of the shelter earlier than currently done.
o Ensuring accountability across both organizations.
o As needed, agreeing to service to be provided both before and after transfer
o Sharing metrics and results
• Pursue specific activities and programs with partners No movement on, large complicated
task.
o Seek collaborative grants to fund work with partners.
o Create a shared matrix of Contra Costa County stats to aid a “county-wide” view of
animal rescue issues
o Adopt collective marketing strategies
o Consider option to provide one CCC Help Desk that all partners can refer clients to
o Given the large geography of the county – explore options to improve the efficiency
and ease of transferring animals to partners (transportation)
• Help partner organizations start or increase their base of Fosters willing to take animals –
particularly animals needing socialization and/or training. Some fosters could be used only
for high need periods like kitten season (this initiative assumes CCAS will not want to build its
own broad foster program). We have tried helping to advertise for fosters to help our TP.
Not highly successful, families seem to prefer helping CCAS so we have begun a dog foster
pilot program.
• As possible, continue to build and expand the “Bridge” stipend program to support transfer
partners taking animals with treatable medical and behavioral conditions (for example,
consider a $100-200 stipend for transfer partners who take animals needing lon ger term care
for treatment of chronic conditions which are outside the scope of CCAS medical services).
Successfully launched but implementation is difficult due to vet/paperwork challenges – very
staff intensive. Still in effect but we are evaluating the program needs and may make
significant changes. Program cancelled in December 2018 due to not meeting needs of
animals or TP – funds were predominately being used for S/N.
• Retain and build on partnership with UC Davis, Encino, EBVS and Carrington College to
provide services to CCAS by veterinarians and RVTs in training. UCDAvis partnership
strengthened and Dr. Mills developing Carrington College partnership. Some other
partnerships have been developed but we need to make a more concentrated effort.
• Explore options for innovative programs that keep up with evolving “best practices” -
including programs focused on Prisoners (dog training), Veterans or Homeless populations.
Tried re-engaging with rescue interested in creating a jail program and spoke with group
doing a similar program in Southern California. We have had some conversations but they
stalled.
• As much as reasonable, support statewide and national efforts to improve animal welfare
with the expectation that some benefits will also accrue to CCAS and Contra Costa (like the
Shelter Count initiative, which will also ensure focus on monthly results monitoring). We
actively participate in Shelte r Animals Count, Maddie’s Fund and CalAnimals. Sent staff and
one volunteer to PetsAlive Conference in Texas.
• Consider resource-sharing options like central purchasing to lower per unit costs for needed
items. We have just begun exploring some cost saving measures – focus currently is on
medical and office supplies.
Executive Team Owner – Director
Metrics
• Measure partnership program results across all organizations involved – measure program
impact, not just CCAS impacts.
• Track the development of the partnerships in terms of level of interaction and intensity or
purpose.
The last Long Term goal below is actually the cumulative result of all other efforts to do the most possible
with existing resources (use them as efficiently as possible) and work to expand resources (like finding
more homes willing to adopt) in order to build and maintain a high quality of care at CCAS while saving as
many lives as possible. This is the dynamic balance between quality of care (capacity for care) and the
Live Release rate.
Long Term GOAL 7B - While building and maintaining the Five freedoms as the standard of care
(capacity for care) and using existing resources and adding resources as available – build and
continue the highest overall Live Release Rate possible of animals going directly to new forever
homes or to Transfer Partners (and then to new homes) - Over five years, while maintaining a
high quality standard of care (the Five Freedoms based on ASV Guidelines) for animals at the
shelter and as resources permit, work to increase the live release rate at CCAS to do as much as
we can for as many as we can with as much quality as we can.
• Increase the CCAS Live Release rate every year over the next five years (with the
understanding that improvements in large part depends on resources available and that at
some point a relative maximum rate will be achieved and the goal shifts to maintaining a high
Live release rate). Ended 2018 at 88.26% LRR for ALL animals, up from 87.8% in 2017 and a
91.9% LRR for dogs, up from 87.8% LRR for in 2017 and cats a LRR of 84.11% up from 82.77%
in 2017.
• With partners, increase the overall Contra Costa live release rate across all partners No
complete data currently available for comparison. Antioch Animal Services only began
reporting number in 2018. 2018 numbers with ARF, AAS and CCAS we show an 81% LRR in
the County.
• Ensure that quality of care for the animals is maintained using the “Five Freedoms” as a
broad guide and ASV Guidelines for detailed standards. Created some awareness around the
Five freedoms and the housing in Pinole has improved with some improvement for dogs in
Martinez, just not consistent..
• Standard of care should encompass all species in the shelter including cats, dogs, rabbits,
small mammals, birds, reptiles, etc. Some progress but not enough
• Knowing resources are not infinite, maximize the use of available resources including staff
and volunteer expertise, shared partner resources, budget dollars and willing adopters to
save the highest number of animal lives possible – and seek to expand resources as possible.
Some progress but not enough
Executive Team Owner – Chief Medical Officer
Metrics
• Live release rates compared to resources available
• Quality of care measures achieved that are consistent wi th the “Five Freedoms” and ASV
Guidelines
2024 Strategic Plan
Five-Year Implementation Schedule
October 22, 2024
Animal Services Department
Contra Costa County, CA
Board of Supervisors Presentation
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22
Welcome | Introductions | Overview
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3
•Review report with Board of Supervisors and County Staff
–General Overview
–Project Process
–Strategic Plan Highlights
–Key Findings and Recommendations
•Discussion of Plan Elements
•Questions and Answers
Presentation Objectives
4
7 Sections
•2 Crisis Critical
–Capacity for Care
–Philosophy and Policy on Euthanasia and Sheltering
•5 Themes
–Theme One:Communication
–Theme Two:Resources
–Theme Three: Leadership and Culture
–Theme Four:Scope of Services
–Theme Five:Services
Overview of New CCAS 2024 Strategic Plan Elements
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5
•Framework
–7 Strategic Priorities
–16 Core Goals
–93 activities/items
•CCAS staff reported
–77% accomplished
–67% accomplished are also ongoing
Previous CCAS 2018 Strategic Plan
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66
2024 Strategic Plan Process
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7
•Provided data and documents for review
•Input on surveys and interviews
•Collaborated with Citygate on updates to 2018 Plan
•Developed new Strategic Plan in alignment with 2 Crisis Critical
issues and 5 Themes
•Provided input on Five-Year Strategic Plan Implementation
schedule, roles, and potential costs
Work of the 2024 Strategic Plan Committee
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8
2024 New Core Values
Contra Costa
Animal
Services
Core Values
Transparency
Compassion
Accountability
Professionalism
Humane
Public Safety
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9
Contra Costa
Animal Services
Mission
Statement
Our mission is to protect
the health, safety, and
well-being of all people
and animals in our
community with
compassion, integrity,
and professionalism.
2024 New Mission Statement
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1010
Surveys, Focus Groups, and
Interview Data Highlights
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11
•More affordable and accessible spay/neuter services 29.4%
•Become a “no-kill” shelter 23.5%
•Improve facilities and more resources (resources 7%)19.3%
•More public outreach and community engagement 16.2%
•Reinstate wildlife response services 13.4%
•Leadership 10.6%
•Reopen the Pinole Shelter location 10.3%
•Increase field services 9.1%
•Subsidized adoption costs 8.2%
What do you think the top 1-3 priorities for CCAS should be?
(1204 survey responses)
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12
•Aspirational Strategic Plan that benefits the community with realistic,
measurable, attainable, and sustainable goals
•Alignment of vision, services, and community expectations
•Manage expectations
•Allocation of appropriate resources including staffing requirements to
address capacity crisis
•Provision of affordable / low-cost services
•Improved communication to foster connection, collaboration, partnership,
education, and engagement
•Consideration of the unique aspects and needs of Contra Costa County
Desired Outcomes from Focus Groups & Interviews
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13
•Support for staff
•Key program success (S/N, adoptions, retention, intake
diversion)
•Plan for growth and potential barriers or disasters
•Clear implementation plan and accountability for leadership
•Fiscal responsibility
•Innovation
•Clarity of policy and communication regarding euthanasia
Desired Outcomes (cont.)
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14
Surveys Focus Groups & Stakeholder Interviews
•Affordable/accessible S/N Manage expectations
•No kill | euthanasia approach Capacity crisis, planning for growth
•Improved facilities & second Facility S/N services
•Public outreach & community engagement Community outreach/engagement, partnerships
•More resources (staff)Timely enforcement
•Reinstate wildlife services Staffing levels, volunteers (wellness, trainings, services,
•Leadership morale, duties, empowerment, onboarding)
•Subsidized adoption costs Fiscal stability
•Rescue, adoption processes Update/expand facility (treatment and kitten room, outdoor)
•Transparency and accountability Technology (training/new)
•Low-cost vet services Leadership (accountability, partnership development)
•TNR appointments Euthanasia policy
•Field services Tools (beds, leashes, broken trucks, assessments)
Top Priorities Combined –Staff, Stakeholders, Community,
Volunteers, Partners, County Leadership
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1515
2024 Strategic Plan
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16
•Statewide and nationally
–Animal intakes decreased
–Fostering increased
–Adoptions increased
–Shelters “emptied out”
–Field services reduced
–Shelter services discontinued or by appointment only
–Post-COVID rebound exceeded pre-COVID years
Impact of COVID-19
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17
•2 Crisis Critical Issues
•5 Themes
•20 Objectives
•204 Recommendations
•Five-Year Implementation Schedule
Elements of the 2024 Strategic Plan
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18
•Currently exceeding capacity for care
•Live outcomes are not keeping pace with intakes
•Residual effect of post-pandemic impacts on capacity for care
•Inadequate staffing
•Limited opportunities for volunteers to assist with core tasks and animal
care
•Limitations on transfer partners opportunities
•Intake diversion—are efforts successful
•Delays in s/n of adopted animals contributes to increased length of stay
(LOS)
Crisis Critical 1 –Capacity for Care Key Findings
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19
•Euthanasia policy and decision-making need clarity and
consistency
•Increased transparency related to euthanasia decisions is
desired
•Policies and procedures need updating
Crisis Critical 2 –Euthanasia & Sheltering Philosophy Findings
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20
Total Animal Intakes (2021–2023)
0
1000
2000
3000
4000
5000
6000
7000
8000
2021 2022 2023
CCAS Intakes 2021 –2022 –2023
Intakes Strays Owner Surrender Total
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21
•Address the ongoing internal and external
communication challenges to support a more effective,
transparent, accountable, healthy, and thriving
department
Core Theme 1 | Communication
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22
•Meet current and future community needs by planning
for the Department’s long-term fiscal health,
enhancements to staffing, and addressing current and
long-term facility and process needs
Core Theme 2 | Resources
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23
•Invest in the people, culture, and team
•Create a positive and powerful culture of trust and
purpose through inspiration, transparency,
accountability, and healthy practices
•Develop leaders that bring integrity, mentorship, and
strategic direction
Core Theme 3 | Leadership and Culture
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24
•Determine appropriate and achievable scope of
services, balancing County and municipal partner
objectives and resources, mandated requirements,
community expectations, and industry best practices
Core Theme 4 | Scope of Services
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25
•Evaluate and enhance current (mandated) service
offerings and develop new service models as
appropriate to address core critical challenges,
projected growth, animal welfare, and community
needs
Core Theme 5 | Services
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26
•Consider adopting Socially Conscious Sheltering, People and
Animals in Community Together (PACT), or similar policy
–Compassionate, transparent, and thoughtful model outlining how
animal shelters and rescues can best support vulnerable animals in their
care and community
–Shared set of beliefs, defined by a framework of “tenets,” that help
ensure the best results for pets in shelters and rescues
–Embraces collaboration and a community approach to animal sheltering
where people work together to support animal welfare and nurture
humane communities
Key Concept
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27
•2024 Strategic Plan provides a flexible template for the next
five years
•Plan contains over 200 detailed recommendations
•Additional resources are referenced in the plan
•Five-Year Implementation spreadsheet provides tracking
•Under current leadership, many of the plan elements are
already underway
Summary
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28
Department presented to the PMA to review operations, statistics, and fiscal projections
•Projected Per Capita Rate
•Anticipated Impacts
–Salary and benefits (Approximately $1.1 million/ 9.7% increase for FY 2025/26)
–Medical supplies, food, emergency medical services, and dispatch (Approximately $1.2 million/
22.7% increase for FY 2025/26)
•Transition of Contra Costa County Sheriff’s Office dispatch services to an outside agency
beginning early 2025 (Approximately $600,000/ 191% increase for FY 2025/26)
–Accurately determine FTE vacancies mitigating Expenditure and Contract City cost increases for
FY 2025/26
Public Managers Association Meeting –October 10, 2024
Agency Current: FY 2024/25 Projected: FY 2025/26 Increase
City $10.92 $12.70 $1.78
County $32.04 $36.52 $4.48
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29
Adoptable Cat with Shelter Veterinarian
30
Adopted Dog Going Home
THANK YOU
1025 ESCOBAR STREET
MARTINEZ, CA 94553CONTRA COSTA COUNTY
Legislation Details (With Text)
File #: Version:124-3426 Name:
Status:Type:Discussion Item Passed
File created:In control:8/12/2024 BOARD OF SUPERVISORS
On agenda:Final action:10/22/2024 10/22/2024
Title:CONSIDER adopting the proposed 2025 meeting schedule for the Contra Costa County Board of
Supervisors, including the cancellation of those meetings at which it is anticipated that there will not
be a quorum of Board members present, as well as noting the dates for the specific events planned
for the year. (Monica Nino, County Administrator)
Attachments:1. BOS Schedule 2025 DRAFT.pdf, 2. 2025 BOS Schedule .pdf
Action ByDate Action ResultVer.Tally
approvedBOARD OF SUPERVISORS10/22/2024 1 Pass 5:0
To:Board of Directors
From:Monica Nino, County Administrator
Report Title:2025 Meeting Schedule for the Contra Costa County Board of Supervisors
☒Recommendation of the County Administrator ☐ Recommendation of Board Committee
RECOMMENDATIONS:
ADOPT the attached proposed 2025 meeting schedule for the Contra Costa County Board of Supervisors,
including the cancellation of those meetings at which it is anticipated there will not be a quorum of Board
members present, as well as noting the following scheduled special events: the Board's Annual Reorganization
on January 14; the Dr. Martin Luther King, Jr. Celebration on January 21; the annual Board retreat on January
28; the Cesar Chavez Commemorative Celebration on April 1; Asian American and Pacific Islander Heritage
Month Celebration on May 13, Annual Budget Hearings and Adoption on April 28 & 29 and May 20,
respectively; a 9-11 Day of Remembrance on September 9; and the Veterans Day Recognition on November 4.
FISCAL IMPACT:
None
BACKGROUND:
Each year the Board of Supervisors adopts a meeting schedule that designates regular meeting dates and any
dates on which meetings must be canceled in anticipation that a quorum of the Board will not be present. The
proposed 2025 meeting schedule, attached, has been prepared in consultation with the incoming Board Chair,
Fire Chief and the Housing Authority Executive Director. The schedule provides 26 meetings for the Contra
Costa County Board of Supervisors, 12 meetings for the Contra Costa County Fire Protection District Board of
Directors and 5 meetings for the Housing Authority of Contra Costa Board of Commissioners. The Fire District
and Housing Authority will take independent action to adopt their meeting schedules.
CONTRA COSTA COUNTY Printed on 10/25/2024Page 1 of 2
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File #:24-3426,Version:1
The proposed schedule includes a cancellation of 26 Board of Supervisors meetings. As in past years, we are
recommending that the Board cancel those meetings that occur during a week with a county holiday, the fifth
Tuesday of a month, and Tuesdays that fall during those weeks in which the annual policy and legislative
meetings of the National Association of Counties (NACo) and the California State Association of Counties
(CSAC) are held:
Conference Dates Location
NACo Legislative Conference March 1-4 Washington, D.C.
CSAC Legislative Conference April 17-19 Sacramento, CA
NACo Annual Conference July 11-14 Philadelphia, PA
CSAC Annual Meeting December 1-5 Santa Clara, CA
Several seasonal breaks have also been designated in the Board's meeting schedule, in recognition of both time
away needed for vacations and time demands on the Board members due to their participation on Board
standing committees, and regional and local legislative bodies and task forces. Since each of these require
individual preparation, attendance, and travel, we are recommending seasonal breaks to accommodate these
needs. Should it be necessary, there are legal provisions to schedule a special meeting to address any urgent
need that cannot be accommodated in the standing meeting schedule.
CONSEQUENCE OF NEGATIVE ACTION:
Early adoption of a meeting schedule enables staff to effectively plan and manage the Board's calendar and
obtain the necessary authority to conduct the County's daily business. To the extent that the Board does not
adopt a new year meeting schedule, staff will be hindered in these efforts.
CONTRA COSTA COUNTY Printed on 10/25/2024Page 2 of 2
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BOARD OF SUPERVISORS
MEETING SCHEDULE
CALENDAR YEAR 2025
MEETING MEET OR HOUSIN
DATES O MEETIN AUTHORIT SPECIAL EVEN
(Tuesdays) CCCFPD
Jan 07 No Meeting
Jan 14 Meet Reorganization Meeting
Jan 21 Meet FIRE Dr. Martin Luther King, Jr. Celebration & Sheriff Oversight Report
Jan 28 Meet Board Retreat
Feb 04 Meet FIRE
Feb 11 No Meeting
Feb 18 No Meeting President's Day
Feb 25 Meet
Mar 04 No Meeting NACo Leg Conference, March 1-4, Washington, D.C.
Mar 11 Meet HA/FIRE Service Awards
Mar 18 No Meeting
Mar 25 Meet
Apr 01 Meet Cesar Chavez Celebration
Apr 08 No Meeting Spring Break
Apr 15 Meet FIRE
Apr 22 No Meeting CSAC Legislative Conf. April 17-19, Sacramento
Apr 28 & 2 Meet Budget Hearings and Sheriff Oversight Report
May 06 No Meeting
May 13 Meet Asian American and Pacific Islander Heritage Month Celebration
May 20 Meet HA/FIRE Budget Adoption
May 27 No Meeting Memorial Day
Jun 03 No Meeting
Jun 10 Meet FIRE
Jun 17 No Meeting Juneteenth Holiday
Jun 24 Meet
Jul 01 No Meeting Independence Day Holiday
Jul 08 Meet HA/FIRE Service Awards
Jul 15 No Meeting NACo Annual Conf, July 11-14, Philadelphia, Pennsylvania
Jul 22 Meet Truth Forum & Sheriff Oversight Report
Jul 29 No Meeting
Aug 05 Meet
Aug 12 Meet FIRE
Aug 19 No Meeting Summer Break
Aug 26 No Meeting Summer Break
Sep 02 No Meeting Labor Day Holiday
Sep 09 Meet HA/FIRE September 11 Remembrance
Sep 16 Meet Service Awards
Sep 23 No meeting
Sep 30 No Meeting
Oct 07 Meet FIRE
Oct 14 No Meeting
Oct 21 Meet Sheriff Oversight Report
Oct 28 No Meeting
Nov 04 Meet FIRE Veterans Day Recognition
Nov 11 No Meeting
Nov 18 Meet
Nov 25 No Meeting Thanksgiving Holiday
Dec 02 No Meeting CSAC Annual Meeting, Dec 1-5, Santa Clara, CA
Dec 09 Meet HA/FIRE
Dec 16 Meet
Dec 23 No Meeting Christmas
Dec 30 No Meeting
adopted 10/22/24
1025 ESCOBAR STREET
MARTINEZ, CA 94553CONTRA COSTA COUNTY
Legislation Details (With Text)
File #: Version:124-3427 Name:
Status:Type:Consent Item Passed
File created:In control:10/2/2024 BOARD OF SUPERVISORS
On agenda:Final action:10/22/2024 10/22/2024
Title:APPROVE and AUTHORIZE the Director of Airports, or designee, to execute a contract amendment
with KSA Engineers, Inc., to extend the term through June 30, 2025 with no change to the payment
limit, to allow the contractor to complete the grant close out documents for the Buchanan Field
terminal project. (No fiscal impact)
Attachments:
Action ByDate Action ResultVer.Tally
approvedBOARD OF SUPERVISORS10/22/2024 1 Pass
To:Board of Supervisors
From:Greg Baer, Director of Airports
Report Title:Amendment to Consulting Services Agreement with KSA ENGINEERS, Inc.
☐Recommendation of the County Administrator ☒ Recommendation of Board Committee
RECOMMENDATIONS:
APPROVE and AUTHORIZE the Director of Airports, or designee, to execute an amendment to the Consulting
Services Agreement between the County and KSA Engineers, Inc., dated November 1, 2021, to allow the
contractor to complete the grant close out documents for the Buchanan Field terminal project, extending the
contract to June 30, 2025.
FISCAL IMPACT:
The existing contract balance of approximately $79,000 will be used to cover the grant closeout costs, paid
through the Airport Enterprise Fund.
BACKGROUND:
KSA Engineers, Inc., (KSA) is working with Airport staff to complete the required Federal Aviation
Administration (FAA) grant closeout documents for the Buchanan Field ARFF and Terminal Building as part of
their construction management responsibilities. The existing contract balance of approximately $79,000 will be
used to cover the grant closeout costs. Completion and submittal of the FAA grant closeout documents will
allow for the final reimbursement of eligible project expenditures already expended by the Airport Enterprise
Fund.
This amendment only modifies the expiration date of the contract, all other provisions, including the contract
CONTRA COSTA COUNTY Printed on 10/25/2024Page 1 of 2
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File #:24-3427,Version:1
amount remain unchanged.
CONSEQUENCE OF NEGATIVE ACTION:
If the contract extension is not approved, Airports staff will not have the needed professional assistance with the
grant closeout phase of the project, resulting in the delay of grant funds to the Airport Enterprise Fund.
CONTRA COSTA COUNTY Printed on 10/25/2024Page 2 of 2
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1025 ESCOBAR STREET
MARTINEZ, CA 94553CONTRA COSTA COUNTY
Legislation Details (With Text)
File #: Version:124-3428 Name:
Status:Type:Consent Item Passed
File created:In control:10/7/2024 BOARD OF SUPERVISORS
On agenda:Final action:10/22/2024 10/22/2024
Title:ACCEPT the monetary donation report from the Animal Services Department, which describes the
source and value of each gift received by Animal Services for FY 2024/25, Quarter 1: July 1, 2024,
through September 30, 2024. (No fiscal impact)
Attachments:1. 2024.25_FY Q1
Action ByDate Action ResultVer.Tally
approvedBOARD OF SUPERVISORS10/22/2024 1 Pass
To:Board of Supervisors
From:Ben Winkleblack, Animal Services Director
Report Title:Accept the monetary donation report from the Animal Services Department, which describes the
source and value of each gift received by Animal Services for FY 2024/25, Quarter 1: July 1, 2024, through
September 30, 2024. (No fiscal impact)
☒Recommendation of the County Administrator ☐ Recommendation of Board Committee
RECOMMENDATIONS:
ACCEPT the monetary donation report from the Animal Services Department, which describes the source and
value of each gift received by Animal Services for FY 2024/25, Quarter 1: July 1, 2024, through September 30,
2024. (No fiscal impact)
FISCAL IMPACT:
This is an informational item only. No fiscal impact. The total value of donations received during FY 2024/25
Quarter 1 is $23,149.38.
BACKGROUND:
In 1998, the Animal Services Department created the Animal Benefit Fund to allow the Department to receive
donations from individuals, animal welfare organizations, and businesses to support animal health and welfare
projects that are not funded by departmental or general County revenue. On April 19, 2016, the Board of
Supervisors delegated specific authority to the Animal Services Director to accept any monetary donation, gift,
bequest, or device made to or in favor of the Contra Costa County Animal Services Department, as allowed
under Government Code section 25355, and to solicit donations for the benefit of shelter animals. Along with
this delegated authority, the Animal Services Director must file a report with the Board of Supervisors every
quarter describing each gift's source and value.
CONTRA COSTA COUNTY Printed on 10/25/2024Page 1 of 2
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File #:24-3428,Version:1
On December 8, 2020, the Board of Supervisors adopted Resolution No. 2020/326, which authorized the
Animal Services Director to implement the following programs within the Animal Benefit Fund beginning FY
2021/22:
1.Medical Assistance Program: This program is for medical assistance and emergency veterinary care for
animals in the County's jurisdiction and/or who have been accepted into the County shelter’s care. Funds are
used for medical care over and above the mandated medical care for animals in the care of the shelter that needs
further assistance to be made available for adoption or release to a transfer agency. Funds may also be used to
provide necessary medical care to an animal to help keep the animal out of the shelter.
2.Humane Education Program: This program supports humane education services at the County animal
shelter and within the community. Humane education support may also help pet owners resolve behavioral
problems that might otherwise cause them to give up their pets, help shelter animals with behavioral issues that
might keep them from being easily adopted and create humane education programs for school-age children.
3.Shelter Intervention Program: Often, families in a crisis turn to surrendering their pets to a shelter due to
a lack of financial resources. The intervention program helps to provide resources to keep animals in their
homes. Intervention tools include spaying/neutering, behavior/training assistance, fence repair, and grooming.
This program may also be used to help domestic violence victims or seniors on limited incomes to keep their
pets in their lives when they may otherwise have had to consider relinquishment due to a lack of funds for basic
daily needs or medical concerns.
4.Spay Neuter and Wellness Program: This program allows spay/neuter, vaccinations, and microchips to
be more affordable and accessible in Contra Costa County. Contra Costa Animal Services accomplishes this by
establishing partnerships and developing mobile programs to reach into the areas of the County in greatest
need, targeting the species/breeds of animals most likely to be found in the County shelter, and supporting
healthy community cats through TNR/RTF (trap-neuter-return / return- to-field) and Working Cat Adoptions.
CONSEQUENCE OF NEGATIVE ACTION:
Failure to accept the report will delay the information the Board has requested.
CONTRA COSTA COUNTY Printed on 10/25/2024Page 2 of 2
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Program Description Date Posted Amount
GENERAL ABF GENERAL DONATION 7/2/2024 $9.52
GENERAL ABF GENERAL DONATION 7/3/2024 $36.68
GENERAL ABF GENERAL DONATION 7/18/2024 $75.50
GENERAL ABF GENERAL DONATION 7/18/2024 $54.00
GENERAL ABF GENERAL DONATION 7/18/2024 $105.00
GENERAL ABF GENERAL DONATION 7/18/2024 $20.76
GENERAL ABF GENERAL DONATION 7/23/2024 $263.63
GENERAL ABF GENERAL DONATION 7/23/2024 $79.50
GENERAL ABF GENERAL DONATION 7/25/2024 $20.00
GENERAL ABF GENERAL DONATION 7/25/2024 $200.00
GENERAL ABF GENERAL DONATION 7/26/2024 $500.00
GENERAL ABF GENERAL DONATION 7/26/2024 $1,000.00
GENERAL ABF GENERAL DONATION 7/31/2024 $2,230.00
GENERAL ABF GENERAL DONATION 7/31/2024 $98.36
GENERAL ABF GENERAL DONATION 8/1/2024 $303.60
GENERAL ABF GENERAL DONATION 8/2/2024 $14.28
GENERAL ABF GENERAL DONATION 8/2/2024 $0.13
GENERAL ABF GENERAL DONATION 8/6/2024 $1,400.00
GENERAL ABF WEBSITE DONATION 8/7/2024 $595.00
GENERAL ABF GENERAL DONATION 8/9/2024 $50.00
GENERAL ABF GENERAL DONATION 8/9/2024 $75.00
GENERAL ABF GENERAL DONATION 8/14/2024 -$98.36
GENERAL ABF GENERAL DONATION 8/15/2024 $210.00
GENERAL ABF GENERAL DONATION 8/15/2024 $5.00
GENERAL ABF WEBSITE DONATION 8/15/2024 $100.00
GENERAL ABF GENERAL DONATION 8/16/2024 $12.00
GENERAL ABF GENERAL DONATION 8/21/2024 $25.00
GENERAL ABF GENERAL DONATION 8/21/2024 $120.00
GENERAL ABF GENERAL DONATION 8/23/2024 $6.00
GENERAL ABF GENERAL DONATION 8/26/2024 $75.00
GENERAL ABF GENERAL DONATION 8/26/2024 $65.00
GENERAL ABF GENERAL DONATION 8/26/2024 $208.67
GENERAL ABF WEBSITE DONATION 8/27/2024 -$100.00
GENERAL ABF GENERAL DONATION 8/29/2024 $1,000.00
GENERAL ABF GENERAL DONATION 8/30/2024 $500.00
GENERAL ABF GENERAL DONATION 8/30/2024 $20.00
GENERAL ABF GENERAL DONATION 8/30/2024 $100.00
GENERAL ABF GENERAL DONATION 9/3/2024 $9,055.63
GENERAL ABF GENERAL DONATION 9/3/2024 $18.00
GENERAL ABF GENERAL DONATION 9/5/2024 $0.04
GENERAL ABF GENERAL DONATION 9/6/2024 $36.68
GENERAL ABF GENERAL DONATION 9/12/2024 $9.52
GENERAL ABF GENERAL DONATION 9/12/2024 $250.00
GENERAL ABF GENERAL DONATION 9/13/2024 $20.00
GENERAL ABF GENERAL DONATION 9/18/2024 $100.00
GENERAL ABF GENERAL DONATION 9/18/2024 $20.76
GENERAL ABF GENERAL DONATION 9/18/2024 $12.00
GENERAL ABF GENERAL DONATION 9/19/2024 $100.00
GENERAL ABF GENERAL DONATION 9/19/2024 $20.00
GENERAL ABF GENERAL DONATION 9/19/2024 $6.00
GENERAL ABF GENERAL DONATION 9/23/2024 $2,085.00
GENERAL ABF WEBSITE DONATION 9/24/2024 $15.00
GENERAL ABF WEBSITE DONATION 9/25/2024 $825.00
GENERAL ABF GENERAL DONATION 9/26/2024 $766.48
GENERAL ABF GENERAL DONATION 9/26/2024 $250.00
GENERAL ABF GENERAL DONATION 9/30/2024 $180.00
GENERAL ABF GENERAL DONATION 9/30/2024 -$6.00
GENERAL ABF GENERAL DONATION 9/30/2024 $6.00
TOTAL SUM $23,149.38
Summary by Donation Type
Type Total
WEBSITE DONATION $2,360.00
GENERAL DONATION $20,789.38
TOTAL SUM $23,149.38
1025 ESCOBAR STREET
MARTINEZ, CA 94553CONTRA COSTA COUNTY
Legislation Details (With Text)
File #: Version:124-3429 Name:
Status:Type:Consent Item Passed
File created:In control:10/8/2024 BOARD OF SUPERVISORS
On agenda:Final action:10/22/2024 10/22/2024
Title:APPROVE and AUTHORIZE the Purchasing Agent, or designee, to execute, on behalf of the
Assessor, a purchase order with CoStar Realty Information, Inc., in the amount of $57,775 for
subscription/license access to CoStar Suite, a Commercial and Industrial property valuing
subscription service for the period of July 1, 2024 through June 30, 2025. (100% General Fund)
Attachments:
Action ByDate Action ResultVer.Tally
approvedBOARD OF SUPERVISORS10/22/2024 1 Pass
To:Board of Supervisors
From:Gus Kramer, County Assessor
Report Title:CoStar Realty Information, Inc.
☒Recommendation of the County Administrator ☐ Recommendation of Board Committee
RECOMMENDATIONS:
APPROVE and AUTHORIZE the Purchasing Agent, or designee, to execute, on behalf of the Assessor, a
purchase order with CoStar Realty Information, Inc., in the amount of $57,774.72, for subscription/license
access to CoStar Suite, a Commercial and Industrial property valuing subscription service for the period of July
1, 2024 through June 30, 2025.
FISCAL IMPACT:
The subscription will be billed monthly, in the amount of $4,564.56, and will be paid by the General Fund.
BACKGROUND:
CoStar Realty Information, Inc., “CoStar Suite,” has been used by the Assessor's Office since 2020, and
provides vital, proprietary information used to help determine Commercial and Industrial property valuation for
tax purposes. The subscription provides access for 10 users, to CoStar Property, CoStar Comps, and CoStar
Tenants, with complete platform data for all counties in the State of California. The CoStar Realty Information,
Inc., CoStar Suite, enables appraisers to have on-line access to comparable market, sales, cost, and income data,
property characteristics, tenant data, and market trend information, which is used to analyze and determine
Commercial and Industrial property appraisals for enrollment of the Assessment Roll. CoStar Suite has become
a mission critical subscription service for the appraisal staff, providing tools and services that extend beyond
the capabilities of the County's Land Information System (LIS).
CoStar’s license terms and conditions include an indemnification provision from the County to CoStar, as well
as a limitation of liability capping CoStar’s liability at the amount of license fees paid by the County in the
twelve (12) months prior to the claim arising.
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File #:24-3429,Version:1
CONSEQUENCE OF NEGATIVE ACTION:
If the purchase order is not approved, the Assessor's Office will no longer have the ability to access this vital
and proprietary information essential to the appraisal staff who value the most complicated properties in our
county, for tax assessment purposes.
CONTRA COSTA COUNTY Printed on 10/25/2024Page 2 of 2
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1025 ESCOBAR STREET
MARTINEZ, CA 94553CONTRA COSTA COUNTY
Legislation Details (With Text)
File #: Version:124-3483 Name:
Status:Type:Consent Item Passed
File created:In control:9/26/2024 BOARD OF SUPERVISORS
On agenda:Final action:10/22/2024 10/22/2024
Title:ACCEPT an update on the oversight and activities of the Community Services Bureau (Non-Head
Start programs), as recommended by the Family and Human Services Committee.
Attachments:1. Presentation to FHS on Non-Head Start Programs
Action ByDate Action ResultVer.Tally
approvedBOARD OF SUPERVISORS10/22/2024 1 Pass
To:Board of Supervisors
From:Family & Human Services Committee
Report Title:Update on Oversite and Activities of CSBs Non-Head Start Programs
☒Recommendation of the County Administrator ☐ Recommendation of Board Committee
RECOMMENDATIONS:
ACCEPT an update on the oversight and activities of the Community Services Bureau (Non-Head Start
programs), as recommended by the Family and Human Services Committee.
FISCAL IMPACT:
There is no fiscal impact for this action.
BACKGROUND:
Oversight of the Community Services Bureau and Head Start programs was originally referred to the Family
and Human Services Committee (FHS) on March 1, 2005. Since that time the program has provided the
Committee with annual updates on the programs and services provided.
On September 23, 2024 the Employment and Human Services Department presented the attached materials to
the Family and Human and Services Committee providing an update on the Community Services Bureau’s Non
-Head Start programs.
CONSEQUENCE OF NEGATIVE ACTION:
The report will not be received as recommended by the Family and Human Services Committee.
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File #:24-3483,Version:1
CONTRA COSTA COUNTY Printed on 10/25/2024Page 2 of 2
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Scott Thompson, CSB Interim Director, Community Services Bureau
info@ehsd.cccounty.us | 925 -608-4800
Community Services Bureau
Non-Head Start Services
September 23, 2024
1
1.Community Action
2.Stage 2 and CAPP
3.LIHEAP
2
Outline
3
Community Action
Community Action Program
Community Service Block Grant Outcomes
Economic Opportunity Council
4
Community Action Program
11 Non-Profits Funded
Bay Area Legal Aid
Greater Richmond Interfaith Program
Hope Solutions
Lao Family Community Development
Loaves and Fishes
Monument Crisis Center
Monument Impact
Opportunity Junction
Rising Sun Center for Opportunity
STAND! For Families Free of Violence
St. Vincent de Paul
5
Community Service Block Grant Outcomes
2023 Program Outcomes as reported on the CSBG Annual Report
430
Housed 13,918
Individuals
Served!
1,514
Employed
221
Received
Mental Health
Services
13,5078
Fed
Economic Opportunity Council
6
A tripartite board functions as an advisory body overseeing the CSBG grant.
•Conducted seven public hearings
reaching 291 low-income
community members.
•Logged 522 volunteer hours and
participated in 12 community
coalitions.
•Conducted 13 site visits to assess
performance of subcontractors.
•Provided 400 backpacks with
essential supplies to the unhoused
throughout the county.
Economic Opportunity Council & CSBG Subcontractors
May 9, 2024
7
Low Income Home Energy
Assistance Program
(LIHEAP)
LIHEAP
8
$1,229
Average benefit amount
1,494
Number of households
$1,837,018
Given to Contra Costa residents
so far in 2024
9
Alternative Payment Programs
CalWorks Stage 2
California Alternative Payment Program (CAPP)
Stage 2 and CAPP
Program Design
•Parental choice
•Direct payment to provider
•Higher income cap: Up to $104,544
annual income for family of 4
Eligibility Requirements
•Children ages 0–13 or up to 21 with an IEP
•A need for services (e.g., employment,
education, seeking job)
•Stage 2 families must have received TANF
10
Program Duration
Reimbursement
•Rates based on age of child,hours of care, and type of provider
•Maximum reimbursement: $1,890/month for an infant in a center
•Minimum reimbursement: $647/month for a school -aged child with family, friend or neighbor
•Stage 2: Up to 24 months after family stops receiving TANF
•CAPP: Until the child turns 13 years old
Stage 2 and CAPP
11
1,269 Children Served in 2023 -24
Recommendation
12
ACCEPT an update on the oversight and activities of the Community
Services Bureau (Non-Head Start programs), as recommended by the
Family and Human Services Committee
Scott Thompson, CSB Interim Director, Community Services Bureau
info@ehsd.cccounty.us | 925 -608-4800
Community Services Bureau
Non-Head Start Services
September 23, 2024
1
1.Community Action
2.Stage 2 and CAPP
3.LIHEAP
2
Outline
3
Community Action
Community Action Program
Community Service Block Grant Outcomes
Economic Opportunity Council
4
Community Action Program
11 Non-Profits Funded
Bay Area Legal Aid
Greater Richmond Interfaith Program
Hope Solutions
Lao Family Community Development
Loaves and Fishes
Monument Crisis Center
Monument Impact
Opportunity Junction
Rising Sun Center for Opportunity
STAND! For Families Free of Violence
St. Vincent de Paul
5
Community Service Block Grant Outcomes
2023 Program Outcomes as reported on the CSBG Annual Report
430
Housed 13,918
Individuals
Served!
1,514
Employed
221
Received
Mental Health
Services
13,5078
Fed
Economic Opportunity Council
6
A tripartite board functions as an advisory body overseeing the CSBG grant.
•Conducted seven public hearings
reaching 291 low-income
community members.
•Logged 522 volunteer hours and
participated in 12 community
coalitions.
•Conducted 13 site visits to assess
performance of subcontractors.
•Provided 400 backpacks with
essential supplies to the unhoused
throughout the county.
Economic Opportunity Council & CSBG Subcontractors
May 9, 2024
7
Low Income Home Energy
Assistance Program
(LIHEAP)
LIHEAP
8
$1,229
Average benefit amount
1,494
Number of households
$1,837,018
Given to Contra Costa residents
so far in 2024
9
Alternative Payment Programs
CalWorks Stage 2
California Alternative Payment Program (CAPP)
Stage 2 and CAPP
Program Design
•Parental choice
•Direct payment to provider
•Higher income cap: Up to $104,544
annual income for family of 4
Eligibility Requirements
•Children ages 0–13 or up to 21 with an IEP
•A need for services (e.g., employment,
education, seeking job)
•Stage 2 families must have received TANF
10
Program Duration
Reimbursement
•Rates based on age of child,hours of care, and type of provider
•Maximum reimbursement: $1,890/month for an infant in a center
•Minimum reimbursement: $647/month for a school -aged child with family, friend or neighbor
•Stage 2: Up to 24 months after family stops receiving TANF
•CAPP: Until the child turns 13 years old
Stage 2 and CAPP
11
1,269 Children Served in 2023 -24
Recommendation
12
ACCEPT an update on the oversight and activities of the Community
Services Bureau (Non-Head Start programs), as recommended by the
Family and Human Services Committee
1025 ESCOBAR STREET
MARTINEZ, CA 94553CONTRA COSTA COUNTY
Legislation Details (With Text)
File #: Version:124-3484 Name:
Status:Type:Consent Item Passed
File created:In control:10/10/2024 BOARD OF SUPERVISORS
On agenda:Final action:10/22/2024 10/22/2024
Title:ESTABLISH the Economic Development Committee as a standing committee of the Board of
Supervisors, to supersede the Board of Supervisors Ad Hoc Committee on the Northern Waterfront
Economic Development Initiative, and APPOINT Supervisors Glover and Burgis to the Economic
Development Committee, as recommended by Supervisors Glover and Burgis. (No fiscal impact)
Attachments:
Action ByDate Action ResultVer.Tally
approvedBOARD OF SUPERVISORS10/22/2024 1 Pass
To:Board of Supervisors
From:John Kopchik, Director, Conservation and Development
Report Title:ESTABLISH a standing the Economic Development Committee of the Board of Supervisors, to
supersede the Ad-Hoc Committee on the Northern Waterfront Initiative.
☐Recommendation of the County Administrator ☒ Recommendation of Board Committee
RECOMMENDATIONS:
As recommended by Supervisors Glover and Burgis:
ESTABLISH the Economic Development Committee as a standing committee of the Board of Supervisors, to
supersede the Board of Supervisors Ad-Hoc Committee on the Northern Waterfront Economic Development
Initiative.
APPOINT Supervisors Glover and Burgis to the Economic Development Committee.
CONTINUE to lead implementation of the Northern Waterfront Economic Development Initiative and REFER
detailed oversight of the Initiative, as well as the other economic development activities of the County, to the
Economic Development Committee.
DIRECT the Department of Conservation and Development to provide staff support to the Economic
Development Committee.
FISCAL IMPACT:
There is no fiscal impact as staff workload is not expected to change significantly.
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File #:24-3484,Version:1
BACKGROUND:
On February 26, 2013, the Contra Costa County Board of Supervisors authorized the Department of
Conservation and Development (DCD) to begin working on an initiative to promote economic development
along the Northern Waterfront by collaborating with a broad spectrum of stakeholders to understand the current
and emerging trends and issues affecting economic development in the region.
On April 4, 2013, DCD staff recommended that the Board of Supervisors approve a map establishing the
boundaries for a Northern Waterfront study area and a proposed work program and timeline. The Northern
Waterfront study area included several unincorporated communities (Rodeo, Crockett, Port Costa, Pacheco, and
Bay Point) and six cities (Hercules, Martinez, Concord, Pittsburg, Antioch, and Oakley, which eventually
became seven when the City of Brentwood joined in 2018).
To provide oversight for the Northern Waterfront Economic Development Initiative (Initiative), the Board of
Supervisors established an ad hoc committee on February 26, 2013, composed of two Board members whose
districts constituted the Northern Waterfront study area. The Board of Supervisors Ad-Hoc Committee on the
Northern Waterfront Economic Development Initiative has met on a periodic basis to receive updates about the
project’s status, obtain public input and provide guidance on implementation of the Initiative. While the
Committee is staffed by the Department of Conservation and Development of Contra Costa County, the
Northern Waterfront Economic Development Initiative is a partnership between the County and the seven cities
along Highway 4.
Highlights of the Ad-Hoc Committee’s Work in recent years:
-Adoption of the Strategic Action Plan for the Northern Waterfront Economic Development Initiative on
January 22, 2019.
-Eleven (11) Opportunity Zones were designated in Northern Waterfront jurisdictions in 2018.
-Vortex Marine moved to the City of Antioch (2019).
-A matching grant of $75,000 was secured from U.S. Economic Development Administration for short-
line rail feasibility study on the Wilbur Ave. corridor (2019).
-FutureBuild secured a $200,000 U.S. Environmental Protection Agency training grant in Pittsburg
(2019).
-The Northern Waterfront Conceptual Framework for Community and Capital Development led to non-
profit job/life skills organizations looking to start operations in East Contra Costa County.
-On June 17, 2019, the Metropolitan Transportation Commission (MTC) and the Association of Bay
Area Governments (ABAG) released an open call for letters of interest for a new pilot program that will
introduce Priority Production Areas (PPAs), and on December 17, 2019, the County adopted a
resolution nominating two County districts in Bay Point and Pacheco as Association of Bay Area
Governments/Metropolitan Transportation Commission's recognized Priority Production Areas, to
establish eligibility for grant funding. Those nominations were made official by MTC-ABAG in 2020.
-On June 28, 2023, the County was approved for an award of $500,000 in grant funding from MTC-
ABAG for the Northern Waterfront Priority Production Areas Technical Assistance Project for the
feasibility analysis, framework, and template materials necessary for local staff to get PPA-related
programs or policies adopted across multiple Priority Production Areas (PPAs) in the Northern
Waterfront, namely those in the County and in the Cities of Concord, Pittsburg, Antioch and Oakley.
-In 2024 the City of Hercules secured $850,000 for the Hercules Hub Multi-Modal Transportation
Station.
-Also in 2024, the City of Pittsburg’s Water Treatment Plant Fuel Cell Project secured $959,752.
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File #:24-3484,Version:1
-On September 12, 2023, the Board of Supervisors adopted a resolution approving the County’s
participation in the Green Empowerment Zone (GEZ) for the Northern Waterfront of Contra Costa
County, which included an agreement with the Governor’s Office of Business & Economic
Development (GO-Biz) providing the County with $5,000,000 for the GEZ.
-In 2023, the County joined TeamCalifornia to market and promote the Northern Waterfront of Contra
Costa County along with the Cities of Antioch, Brentwood, and Oakley, and in 2024, the Contra Costa
County’s Northern Waterfront was selected to host the 2025 “Meet the Consultants” Conference.
To conduct the Initiative and significantly expand the capacity of the County to perform the economic
development function, the Board allocated revenues for economic development staff beginning in 2013. With
ongoing investment from the Board, DCD hired at Economic Development Manager in 2013, an Economic
Development Project Manager in 2022, and Economic Development Planner in 2024. DCD now has the
capacity to wok not only on the Initiative but also on general economic development activities throughout the
unincorporated County as well as other economic development projects and programs.
As a result of these successes and the increased capacity of the County to continue to pursue additional
economic development activities countywide, in the meeting of the Northern Waterfront Ad Hoc Committee on
August 7, 2024, the Committee provided direction to expand the Committee’s purview to be countywide. The
Northern Waterfront Economic Development Initiative will continue to be a major focus and detailed oversight
of the Initiative would be provided by the Economic Development Committee. The primary work areas and
initiatives the Economic Development Committee would help oversee and guide include:
-Implementation of the Northern Waterfront Economic Development Initiative Strategic Action Plan, and
related projects, including the Green Empowerment Zone for the Northern Waterfront of Contra Costa
County, the Northern Waterfront Priority Production Areas (PPAs) Technical Assistance Project, and the
Just Transition Economic Revitalization Plan.
-Consideration of the potential to prepare an Economic Development Plan for the County
-General business retention, attraction, and expansion efforts in the unincorporated areas
-Marketing and promotion of Contra Costa County through TeamCalifornia and other avenues.
-Collaboration and coordination countywide with city economic development efforts.
CONSEQUENCE OF NEGATIVE ACTION:
A decision to not adopt the recommended action would result in the Economic Development Committee not
being formed and the Ad Hoc Committee would remain.
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1025 ESCOBAR STREET
MARTINEZ, CA 94553CONTRA COSTA COUNTY
Legislation Details (With Text)
File #: Version:1RES 2024-
367
Name:
Status:Type:Consent Resolution Passed
File created:In control:10/9/2024 BOARD OF SUPERVISORS
On agenda:Final action:10/22/2024 10/22/2024
Title:ADOPT Resolution No. 2024-367 proclaiming October 20, 2024 as “Community Media Day” in Contra
Costa County, as recommended by the Director of the Office of Communications & Media.
Attachments:1. 2024-10-22 C.6 Corres.pdf, 2. Signed Res 2024-367.pdf
Action ByDate Action ResultVer.Tally
adoptedBOARD OF SUPERVISORS10/22/2024 1 Pass
To:Board of Supervisors
From:Kristi Jourdan, Communication and Media Director
Report Title:ADOPT resolution proclaiming October 20, 2024, as “Community Media Day” in Contra Costa
County.
☒Recommendation of the County Administrator ☐ Recommendation of Board Committee
RECOMMENDATIONS:
ADOPT resolution proclaiming October 20, 2024, as “Community Media Day” in Contra Costa County, as
recommended by the Director of the Office of Communications & Media.
FISCAL IMPACT:
No fiscal impact.
BACKGROUND:
On October 17, 2023, the Board of Supervisors declared October 20, 2023, as Community Media Day.
The County will join community media partners nationwide in the annual celebration of voices that bring
awareness to the importance of free speech and accessible media. Community media includes locally owned
platforms, such as radio stations, television channels, and newspapers, that amplify underrepresented voices
and enable them to share their unique stories with the community.
This year, the Office of Communications & Media is particularly recognizing how these platforms foster
connection, exchange ideas, and promote understanding.
CONSEQUENCE OF NEGATIVE ACTION:
Contra Costa County will not declare October 20 as Community Media Day.
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File #:RES 2024-367,Version:1
The Board of Supervisors of Contra Costa County, California
IN THE MATTER OF recognizing Community Media Day and Free Speech Week
WHEREAS,the Office of Communications & Media upholds the principles of free speech, government
transparency, and accountability as essential pillars of a thriving democracy; and
WHEREAS,Community Media Day and Free Speech Week are celebrated annually to highlight the vital role
of free expression and accessible media in fostering informed, engaged, and empowered communities; and
WHEREAS,community media organizations equip individuals with the tools and knowledge to create, share,
and engage with diverse content, offering valuable programming through public, educational, and government
access channels, community radio, and local newspapers; and
WHEREAS,community media is locally owned and driven by community needs, ensuring that
underrepresented voices have the platform to share their stories, experiences, and perspectives; and
WHEREAS,the Office of Communications & Media provides essential information to the public on county
programs, events, public safety, emergency preparedness, and response, while supporting the content creation
needs of all county departments; and
WHEREAS, Contra Costa Television, as a public service of the Board of Supervisors, plays an indispensable
role in fostering a vibrant local information ecosystem, sparking conversations on shared interests, elevating
policy discussions, enhancing cultural understanding, and distributing knowledge that improves lives;
NOW, THEREFORE, BE IT RESOLVED:that October 20, 2024, is hereby proclaimed Community Media
Day in Contra Costa County, and all members of the community are encouraged to recognize and promote the
importance of community media in enriching civic life.
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2024-10-22 C.6
commentary
Juliet Casey:
Los Medanos College is a proud partner of CCTV with a shared mission of strengthening the
community through education and disseminating fair, accurate and timely information. In a time
when credible sources of news and information are difficult to discern in the din of social media and
“infotainment,” CCTV stands apart. CCTV is a vital portal for public access to government, education,
and news, and provides an outlet for community voices that would not otherwise be heard. Thank
you, CCTV, and congratulations on 30 years of service to Contra Costa County!
Ted Asregado: and I am the Public Information Officer at the Contra Costa District Attorney's Office.
Why is community media so important to us? Well from our office's perspective it is integral to our
communication strategy. We've utilized this television studios at Contra Costa TV to record long form
videos. We've asked the staff to help us uh create ads and edit them for social media for our
community academy. This is a 10 week course where we invite the public in about 20 people to learn
all about the work we do at the DAS office. And then finally we're really excited about this one. It is a
podcast that we just launched called Cross Examination which we record at Contra Costa T V's brand
new podcasting facility. So yes community media very important to us here at the District Attorney's
Office.
1025 ESCOBAR STREET
MARTINEZ, CA 94553CONTRA COSTA COUNTY
Legislation Details (With Text)
File #: Version:1RES 2024-
360
Name:
Status:Type:Consent Resolution Passed
File created:In control:10/3/2024 BOARD OF SUPERVISORS
On agenda:Final action:10/22/2024 10/22/2024
Title:ADOPT Resolution No. 2024-360 proclaiming the week of October 19-26, 2024, as “California Flood
Preparedness Week” in Contra Costa County, as recommended by the Public Works Director,
Countywide. (No fiscal impact)
Attachments:1. Signed Resolution 2024-360.pdf
Action ByDate Action ResultVer.Tally
adoptedBOARD OF SUPERVISORS10/22/2024 1 Pass
To: Board of Supervisors
From:Warren Lai, Public Works Director/Chief Engineer
Report Title:Click or tab here to enter text.
☒Recommendation of the County Administrator ☐ Recommendation of Board Committee
RECOMMENDATIONS:
ADOPT Resolution proclaiming the week of October 19-26, 2024, as “California Flood Preparedness Week” in
Contra Costa County, as recommended by the Public Works Director, Countywide.
FISCAL IMPACT:
No fiscal impact.
BACKGROUND:
On October 17, 2023, the Board declared “California Flood Preparedness Week” on October 21-28, 2023. This
year, the State has declared “California Flood Preparedness Week” to be on October 19-26, 2024.
The County will join federal, state, and/or other local agencies during Flood Preparedness Week in raising
awareness of flood risk. This year’s theme is “Floods Can Happen Any Place, Any Time.” Understanding what
causes these natural events or what makes them more extreme, helps determine what we can do to control or
prevent the loss of life or property that comes from natural disasters. Preparing for a flood should occur well
before the rain comes. It’s important to know the risk of disasters in your area and check your insurance
coverage. Flooding is not covered by most homeowner’s insurance policies; however, a policy can be
purchased from the National Flood Insurance Program (NFIP) partners.
As part of the County Floodplain Management Program (Program) administered by the Public Works
Department, Public Works would like to provide information about our Program and resources on flood risk
and preparedness. This information is also available through the California Department of Water Resources,
specifically the Flood Preparedness website, which provides links to additional information from such agencies
as the Federal Emergency Management Agency and the National Flood Insurance Program.
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File #:RES 2024-360,Version:1
CONSEQUENCE OF NEGATIVE ACTION:
Contra Costa County will not declare that week as the Statewide California Flood Preparedness Week.
c: Monica Nino - CAO, Kristi Jourdan - CCTV, Carrie Ricci - Administration, Jocelyn LaRocque - Engineering Services, Larry Gossett - Engineering
Services, Kellen O’Connor - Engineering Services, Marke Smith - Engineering Services
THE BOARD OF SUPERVISORS OF CONTRA COSTA COUNTY, CALIFORNIA
and for Special Districts, Agencies and Authorities Governed by the Board
IN THE MATTER OF: RECOGNIZING California Flood Preparedness Week October 19-26, 2024.
WHEREAS, the County of Contra Costa recognizes the significant public safety threat flooding poses to the
population, assets, and economy of our County; and
WHEREAS, the floodplain management program services provided in our community are an integral part of
our citizens’ everyday lives; and
WHEREAS, the support and understanding of an informed citizenry is vital to the efficient administration of
the Unincorporated Contra Costa County Floodplain Program; and
WHEREAS, the health and safety of this community greatly depend on the administration of this program; and
WHEREAS, during the California Flood Preparedness Week, local, state, and federal agencies across the state
work together to inform the public about the dangers of flooding, how to prepare their homes and families for a
flood, and plan for recovery; and
WHEREAS, climate change impacts, recent wildfires, and extreme weather events make it more important than
ever for Californians to be flood ready; and
WHEREAS, California Flood Preparedness Week 2024 will be held statewide during the week of October 19-
26, 2024; and
WHEREAS, the theme for California Flood Preparedness Week 2024 will be “Be Aware, Be Prepared, and
Take Action!”
NOW, THEREFORE, BE IT RESOLVED that the Board of Supervisors of Contra Costa County does hereby
recognize October 19-26, 2024, as CALIFORNIA FLOOD PREPAREDNESS WEEK, support public
awareness of flood risk, and encourages County residents to take action to understand their flood risk and
prepare appropriately.
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1025 ESCOBAR STREET
MARTINEZ, CA 94553CONTRA COSTA COUNTY
Legislation Details (With Text)
File #: Version:1RES 2024-
361
Name:
Status:Type:Consent Resolution Passed
File created:In control:10/8/2024 BOARD OF SUPERVISORS
On agenda:Final action:10/22/2024 10/22/2024
Title:ADOPT Resolution No. 2024-361 recognizing Susan Andersen-Berger as 2024 Orinda Volunteer of
the Year, as recommended by Supervisor Andersen.
Attachments:1. Signed Resolution 2024-361.pdf
Action ByDate Action ResultVer.Tally
adoptedBOARD OF SUPERVISORS10/22/2024 1 Pass
To:Board of Supervisors
From:Candace Andersen, District II Supervisor
Report Title:Resolution Recognizing Susan Andersen-Berg as 2024 Orinda Volunteer of the Year
☒Recommendation of the County Administrator ☐ Recommendation of Board Committee
RECOMMENDATIONS:
Recognizing Susan Andersen-Berg as 2024 Orinda Volunteer of the Year
FISCAL IMPACT:
No fiscal impact
BACKGROUND:
Recognizing Susan Andersen-Berg as 2024 Orinda Volunteer of the Year
CONSEQUENCE OF NEGATIVE ACTION:
No negative action
CONTRA COSTA COUNTY Printed on 10/25/2024Page 1 of 3
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File #:RES 2024-361,Version:1
The Board of Supervisors of Contra Costa County, California
IN THE MATTER OF Recognizing Susan Andersen-Berg as 2024 Orinda Volunteer of the Year
WHEREAS,Sue has been a tireless community volunteer in Orinda; and
WHEREAS, Sue has been generous with her time and knowledge as a Master Gardener advocating for the
beautification of our wonderful city;and
WHEREAS, Sue’s knowledge has helped the city produce a wonderful resource, the Fire-Wise Guide,
complete with wildfire resistant plant photographs and descriptions.; and
WHEREAS, Sue has worked diligently as Horticulture Chair of the Orinda Garden Club and the city to create
beautiful, waterwise and sustainable landscaping.
.
WHEREAS,Sue has also contributed in many ways to Orinda’s local school gardens.
NOW,THEREFORE BE IT RESOLVED that the Board of Supervisors of Contra Costa County does hereby
honor
Susan “Sue” Andersen-Berger
For her passion and dedication in keeping Orinda beautiful.
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File #:RES 2024-361,Version:1
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1025 ESCOBAR STREET
MARTINEZ, CA 94553CONTRA COSTA COUNTY
Legislation Details (With Text)
File #: Version:1RES 2024-
362
Name:
Status:Type:Consent Resolution Passed
File created:In control:10/14/2024 BOARD OF SUPERVISORS
On agenda:Final action:10/22/2024 10/22/2024
Title:ADOPT Resolution No. 2024-362 recognizing Dr. Eugene "Gene" Gottfried as 2024 Orinda Volunteer
of the Year, as recommended by Supervisor Andersen.
Attachments:1. Signed Resolution 2024-362.pdf
Action ByDate Action ResultVer.Tally
adoptedBOARD OF SUPERVISORS10/22/2024 1 Pass
To:Board of Supervisors
From:Candace Andersen, District II Supervisor
Report Title:Resolution recognizing Dr. Eugene Gottfried for 2024 Volunteer of the Year
☒Recommendation of the County Administrator ☐ Recommendation of Board Committee
RECOMMENDATIONS:
Resolution recognizing Dr. Eugene Gottfried for 2024 Volunteer of the Year
FISCAL IMPACT:
No fiscal impact
BACKGROUND:
See resolution.
CONSEQUENCE OF NEGATIVE ACTION:
No negative action
CONTRA COSTA COUNTY Printed on 10/25/2024Page 1 of 3
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File #:RES 2024-362,Version:1
The Board of Supervisors of Contra Costa County, California
IN THE MATTER OF Resolution recognizing Dr. Eugene “Gene” Gottfried as 2024 Volunteer of the Year
WHEREAS,Dr. Eugene Gottfried a retired medical doctor has volunteered in many capacities over many
years to benefit the Orinda community; and
WHEREAS,Gene was an early board member and supporter of the Rescue One Foundation and has
previously served as a board member for the Moraga-Orinda Fire District and the Orinda Community
Foundation. Gene has also served in the Rotary Club of Orinda and the Lamorinda Village; and
WHEREAS,Gene is the Founder, Neighborhood Watch/Upper El Toyonal, a consortium of neighborhood
preparedness groups (with about 12 block captains and 150 families) organized to promote family and
neighborhood safety and emergency preparedness; and
WHEREAS,Gene is also a member of the Orinda Public Safety Advisory Commission, and a Community
Emergency Response Team instructor. Following a career in academic medicine, Gottfried maintains an
appointment as Professor Emeritus at UCSF; and
WHEREAS,Gene proudly served the United States Naval Reserve (Medical Corps): Active duty 2 years plus
Ready Reserves 7 years; final rank of Lieutenant Commander
NOW, THEREFORE, BE IT RESOLVED:that the Board of Supervisors of Contra Costa County does
hereby honor
Dr. Eugene “Gene” Gottfried
For his passion and dedication in keeping Orinda safe
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File #:RES 2024-362,Version:1
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1025 ESCOBAR STREET
MARTINEZ, CA 94553CONTRA COSTA COUNTY
Legislation Details (With Text)
File #: Version:1RES 2024-
363
Name:
Status:Type:Consent Resolution Passed
File created:In control:10/7/2024 BOARD OF SUPERVISORS
On agenda:Final action:10/22/2024 10/22/2024
Title:ADOPT Resolution No. 2024-363 recognizing Rich Thompson as Orinda Citizen of the Year, as
recommended by Supervisor Andersen.
Attachments:1. Signed Resolution 2024-363.pdf
Action ByDate Action ResultVer.Tally
adoptedBOARD OF SUPERVISORS10/22/2024 1 Pass
To:Board of Supervisors
From:Candace Andersen, District II Supervisor
Report Title:Resolution recognizing Rich Thompson Orinda Citizen of the Year
☒Recommendation of the County Administrator ☐ Recommendation of Board Committee
RECOMMENDATIONS:
Accept Resolution recognizing Rich Thompson
FISCAL IMPACT:
No fiscal impact
BACKGROUND:
Orinda Nomination for 2024 Citizen of the Year
CONSEQUENCE OF NEGATIVE ACTION:
No action taken
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File #:RES 2024-363,Version:1
The Board of Supervisors of Contra Costa County, California
IN THE MATTER OF Recognizing Rich Thompson as Orinda Citizen of the Year
WHEREAS,Rich has been a longtime member and an extraordinary chair of the Art in Public Places
Committee for many years.He has gone well beyond any expectations serving the community in that capacity;
and
Whereas, His leadership as chair of APPC goes beyond setting agendas and conducting the meetings, to being
the principal catalyst to its success for over a decade;and
Whereas, Some of Riches many accomplishments include reaching out too many artists to encourage them to
submit applications for review by the APPC for their art to be on loan to display in local public places; he visits
artists’ studios to review their available works, then submits detailed bio with art photos for APPC review; and
Whereas, Rich designs, purchases and installs signage for each artwork. Most pieces are outdoor sculptures on
loan by the artist; and
.
Whereas,Rich and his wife Casey have been donors to the Artspace Orinda Program since its inception in
2007.
Now, therefore be it resolved that the Board of Supervisors of Contra Costa County does hereby honor
Rich Thompson
For his passion and dedication in keeping Orinda beautiful.
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1025 ESCOBAR STREET
MARTINEZ, CA 94553CONTRA COSTA COUNTY
Legislation Details (With Text)
File #: Version:1RES 2024-
364
Name:
Status:Type:Consent Resolution Passed
File created:In control:10/3/2024 BOARD OF SUPERVISORS
On agenda:Final action:10/22/2024 10/22/2024
Title:ADOPT Resolution No. 2024-364 congratulating The Town of Moraga on its 50th Anniversary, as
recommended by Supervisor Andersen.
Attachments:1. Signed Resolution 2024-364.pdf
Action ByDate Action ResultVer.Tally
adoptedBOARD OF SUPERVISORS10/22/2024 1 Pass
To:Board of Supervisors
From:Candace Andersen, District II Supervisor
Report Title:Resolution congratulating The Town of Moraga on its 50th Anniversary
☒Recommendation of the County Administrator ☐ Recommendation of Board Committee
RECOMMENDATIONS:
Accept presentation recognizing Moraga at its 50th Anniversary
FISCAL IMPACT:
No Fiscal Impact
BACKGROUND:
Moraga is celebrating its 50th year of being incorporated.
CONSEQUENCE OF NEGATIVE ACTION:
No negative action.
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File #:RES 2024-364,Version:1
The Board of Supervisors of Contra Costa County, California
IN THE MATTER OF Recognizing the Town of Moraga on its 50th Anniversary Celebration
WHEREAS,the Town of Moraga,incorporated on November 12,1974,is celebrating its 50th anniversary,
marking half a century of prosperity and community; and
WHEREAS,the Town of Moraga has a rich history and tradition,and has demonstrated resilience,
adaptability, and progress over the past five decades; and
WHEREAS,the Town of Moraga has fostered a strong sense of community through its commitment to
enhancing the quality of life for its residents,promoting education,and preserving its natural beauty and open
spaces; and
WHEREAS,the Town of Moraga is home to Saint Mary's College of California,which has been an integral
part of the community, contributing to its educational, cultural, and economic vitality; and
WHEREAS,Moraga has worked in partnership with the County to provide a healthy and flourishing
environment for all residents; and
WHEREAS,the 50th anniversary of the Town of Moraga is a milestone that deserves recognition and
celebration, honoring the achievements of the past and looking forward to a vibrant and sustainable future.
NOW,THEREFORE,BE IT RESOLVED that the Contra Costa County Board of Supervisors does hereby
congratulate the Town of Moraga on its 50th anniversary and commends the town's leadership,residents,and
community partners for their dedication,hard work,and contributions to making Moraga a wonderful place to
live, work, and visit.
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1025 ESCOBAR STREET
MARTINEZ, CA 94553CONTRA COSTA COUNTY
Legislation Details (With Text)
File #: Version:1RES 2024-
365
Name:
Status:Type:Consent Resolution Passed
File created:In control:10/9/2024 BOARD OF SUPERVISORS
On agenda:Final action:10/22/2024 10/22/2024
Title:ADOPT Resolution No. 2024-365 to kick off the 2024 Counties Care – Holiday Food Fight, as
recommended by Supervisor Glover.
Attachments:1. Signed Resolution 2024-365.pdf
Action ByDate Action ResultVer.Tally
adoptedBOARD OF SUPERVISORS10/22/2024 1 Pass
To:Board of Supervisors
From:Diana Becton, District Attorney
Report Title:2024 Counties Care - Holiday Food Fight Kick Off
☒Recommendation of the County Administrator ☐ Recommendation of Board Committee
RECOMMENDATIONS:
ADOPT Resolution to kick off the 2024 Counties Care - Holiday Food Fight, as recommended by Supervisor
Glover.
FISCAL IMPACT:
No budgetary impact. All funds raised will be donated to charity.
BACKGROUND:
The Annual Counties Care Holiday Food Fight has evolved into a challenge between Contra Costa County and
Solano County as a friendly competition to see which county can achieve the larger amount of donations, all in
the spirit of helping the residents of both counties.
CONSEQUENCE OF NEGATIVE ACTION:
Contra Costa County will not be able to participate in the 2024 Counties Care Holiday Food Fight.
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File #:RES 2024-365,Version:1
The Board of Supervisors of Contra Costa County, California
IN THE MATTER OF Launching the “2024 Counties Care - Holiday Food Fight”
WHEREAS, the Food Bank of Contra Costa and Solano Counties originated as a Contra Costa County project;
and
WHEREAS, The Food Bank works heroically on the front lines of the daily effort to address food inadequacies,
providing food 242,364 times on average each month to residents of Contra Costa County; and
WHEREAS, The Food Bank distributes over 20 million pounds of food each year to food insecure residents of
Contra Costa County seven days a week; and
WHEREAS, the number of residents of this County who are struggling to make ends meet and need the Food
Bank’s assistance continues to remain high; and
WHEREAS, climate, power outages, devastating fires, COVID-19, housing shortages, skyrocketing rents and
other societal pressures create extra demands on the Food Bank’s budget, due to reduced access to fresh
produce, as well as the necessity to serve people that need extra help to make ends meet and navigate their
changing situations; and
WHEREAS, the Food Bank is enabled by our monetary donations from County employees to purchase and
distribute fresh produce, which makes up nearly 55% of everything they dispense to our neighbors; and
WHEREAS, since 2002, approximately 6,530 employees of Contra Costa County, in virtually every
department, have participated in this annual drive to serve the residents of Contra Costa County who are in
need and have over the last 21 years raised approximately $1.6 million toward this effort; and
WHEREAS, the “2024 Counties Care - Holiday Food Fight” will take place between November 18th and
December 31, 2024; and
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File #:RES 2024-365,Version:1
WHEREAS, County employees encourage the public to participate in the “2024 Counties Care - Holiday Food
Fight” between the employees of Contra Costa and Solano counties by donating generously and often to the
Food Bank of Contra Costa and Solano online in a corresponding “people-to-people” challenge;
NOW, THEREFORE, BE IT RESOLVED that the Board of Supervisors of Contra Costa County hereby
recognizes this great and constant need in the community, and commends, encourages, and challenges
employees and residents of Contra Costa and Solano counties to open their hearts and wallets to assist the Food
Bank of Contra Costa and Solano Counties and its client organizations during the coming holiday season; and
BE IT FURTHER RESOLVED that the Board of Supervisors of Contra Costa County hereby officially
continues the annual challenge with Solano County and kicks off the “2024 Counties Care - Holiday Food
Fight” and
BE IT FURTHER RESOLVED that the Board of Supervisors of Contra Costa County hereby encourages all
residents of Contra Costa and Solano counties to extend the generous holiday spirit throughout the year to help
those less fortunate.
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1025 ESCOBAR STREET
MARTINEZ, CA 94553CONTRA COSTA COUNTY
Legislation Details (With Text)
File #: Version:1RES 2024-
366
Name:
Status:Type:Consent Resolution Passed
File created:In control:10/9/2024 BOARD OF SUPERVISORS
On agenda:Final action:10/22/2024 10/22/2024
Title:ADOPT Resolution No. 2024-366 in honor of Jacqueline Woods on the occasion of her retirement
from Contra Costa County, as recommended by the County Counsel.
Attachments:1. Signed Resolution 2024-366.pdf
Action ByDate Action ResultVer.Tally
adoptedBOARD OF SUPERVISORS10/22/2024 1 Pass
To:Board of Supervisors
From:Thomas Geiger, County Counsel
Report Title:Adopt Resolution in Honor of Jacqueline Y. Woods on the Occasion of Her Retirement
☒Recommendation of the County Administrator ☐ Recommendation of Board Committee
RECOMMENDATIONS:
ADOPT a Resolution in honor of Jacqueline Y. Woods on the occasion of her retirement from Contra Costa
County.
FISCAL IMPACT:
None.
BACKGROUND:
Please see attached resolution.
CONSEQUENCE OF NEGATIVE ACTION:
None.
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File #:RES 2024-366,Version:1
The Board of Supervisors of Contra Costa County, California
IN THE MATTER OF Recognizing the Retirement of Jacqueline Yvette Woods from Contra Costa
County
WHEREAS,Jacqueline Yvette Woods graduated with a Bachelor of Arts in Political Science from the
University of California, Berkeley in December 1981, received her law degree from the University of San
Francisco School of Law in May 1985, and was licensed to practice law by the State Bar of California in July
1988; and
WHEREAS,Jacqueline began her career with Contra Costa County on December 13, 1995, in the County
Counsel’s Office as a Deputy County Counsel, Small Claims Advisor, where she advised pro per litigants and
other legal professionals regarding small claims civil litigation practice and procedures, including alternative
dispute resolution options; and
WHEREAS,on November 18, 1996, Jacqueline was appointed a Deputy County Counsel, Deep Class, where
she began representing the then-Social Services Department on juvenile dependency matters and temporary
conservatorships and the Health Services Department on permanent conservatorships and hospital writ of
habeas corpus hearings; and
WHEREAS,over the years Jacqueline rose from Deputy County Counsel, Basic Level to Deputy County
Counsel, Advanced Level; and
WHEREAS,Jacqueline has been the trial attorney for numerous contested hearings under the Lanterman-
Petris-Short Act; and
WHEREAS,Jacqueline, in her tenure representing the Social Services Department and later the Children and
Family Services Bureau of the Employment and Human Services Department, expertly handled the prosecution
of thousands of juvenile dependency petitions brought to protect vulnerable children, reunify families, and seek
permanency planning for children, and defended many of these petitions and Juvenile Court outcomes on
appeal in front of the California First District Court of Appeal; and
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File #:RES 2024-366,Version:1
WHEREAS,Jacqueline is the in-house expert for County Counsel regarding the Indian Child Welfare Act and
paternity and parentage determination of dependent children, and over the years has provided specific
instruction and training to social workers of the Children and Family Services Bureau on these issues; and
WHEREAS,Jacqueline is well respected by Children and Family Service Bureau social workers, supervisors,
and division managers alike for her thoughtful, poignant, and thorough legal advice regarding juvenile
dependency actions; and
WHEREAS,Jacqueline is well versed in the history and traditions of the County Counsel’s Office and the
County in general, is sensitive to other perspectives and viewpoints, and is highly-regarded by colleagues and
clients; and
WHEREAS,Jacqueline’s presence in the County Counsel’s Office will be missed not only for her leadership
and commitment to public service, to the office, and to Contra Costa County, but also as a role model, mentor,
and friend to all who have worked with her; and
WHEREAS,we are proud to celebrate this professional milestone in Jacqueline’s career, and to honor her and
thank her for her leadership and dedicated service to Contra Costa County and the County Counsel’s Office.
NOW, THEREFORE, BE IT RESOLVED that the Contra Costa County Board of Supervisors congratulates
Jacqueline Yvette Woods on her retirement and extends its sincerest thanks to Jacqueline for her 28 years and
10 months of distinguished service to Contra Costa County.
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1025 ESCOBAR STREET
MARTINEZ, CA 94553CONTRA COSTA COUNTY
Legislation Details (With Text)
File #: Version:124-3557 Name:
Status:Type:Consent Item Passed
File created:In control:10/10/2024 BOARD OF SUPERVISORS
On agenda:Final action:10/22/2024 10/22/2024
Title:APPOINT Alex Khalfin to the District IV Seat on the First 5 Children and Families Commission, as
recommended by Supervisor Carlson.
Attachments:
Action ByDate Action ResultVer.Tally
approvedBOARD OF SUPERVISORS10/22/2024 1 Pass
To:Board of Supervisors
From:Ken Carlson, District IV Supervisor
Report Title:APPOINT Alex Khalfin to the District IV Seat on the First 5 Children and Families
Commission.
☒Recommendation of the County Administrator ☐ Recommendation of Board Committee
RECOMMENDATIONS:
APPOINT the following individuals to the District IV Seat on the First 5 Children and Families Commission
with terms set to expire on October 22, 2027:
Alex Khalfin
Pleasant Hill, CA
FISCAL IMPACT:
None
BACKGROUND:
The Contra Costa County Board of Supervisors established the First 5 Contra Costa Children and Families
Commission on June 15, 1999 (Ordinance 99-15). The Board appointed nine Commission members and nine
Alternate members on September 1, 1999.
Members include one Supervisor from the County Board of Supervisors, the directors of the County
Departments of Health Services, Employment and Human Services, and a representative from the County
Administrator's Office of Children's Services. The other five members of the Commission are appointed by the
Board of Supervisors and represent each Supervisory District.
Commissioners and Alternate Commission members represent various disciplines and backgrounds including
pediatrics, early childhood education, child welfare, and schools. Alternate members, including second
representatives from the Board of Supervisors, the county agencies mentioned above, and the five districts, hold
all the powers of the appointed Commissioners except voting privileges.
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File #:24-3557,Version:1
CONSEQUENCE OF NEGATIVE ACTION:
The seats will become vacant.
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1025 ESCOBAR STREET
MARTINEZ, CA 94553CONTRA COSTA COUNTY
Legislation Details (With Text)
File #: Version:124-3558 Name:
Status:Type:Consent Item Passed
File created:In control:3/19/2024 BOARD OF SUPERVISORS
On agenda:Final action:10/22/2024 10/22/2024
Title:APPOINT Gloria Lopez to the Non-profit Seat 2 on the North Richmond Municipal Advisory Council for
a term ending December 31, 2026, as recommended by Supervisor Gioia.
Attachments:
Action ByDate Action ResultVer.Tally
approvedBOARD OF SUPERVISORS10/22/2024 1 Pass
To:Board of Supervisors
From:John Gioia, District I Supervisor
Report Title:RECOMMENDATION FOR APPOINTMENT TO THE NORTH RICHMOND MUNICIPAL
ADVISORY COUNCIL
☒Recommendation of the County Administrator ☐ Recommendation of Board Committee
RECOMMENDATIONS:
APPOINT Gloria Lopez as the Non-profit seat 2 of the North Richmond Municipal Advisory Council. Term is
conterminous with Supervisor John Gioa seat; ending December 31, 2026.
FISCAL IMPACT:
None
BACKGROUND:
Established on December 14, 1999 by Resolution No. 99/660, the North Richmond Municipal Advisory
Council is a seven member advisory body for the unincorporated areas of the North Richmond community.
The Council shall advise the Board on: 1. Services which are or may be provided to the North Richmond
Community by the County or other local government agencies. Such services include, but are not limited to,
public health, safety, welfare, public works, and planning. 2. The feasibility of organizing the existing special
districts serving the North Richmond community in order to more efficiently provide public services such as,
but not limited to, water, sewer, fire, parks and recreation, and infrastructure improvements. The Council may:
1. Represent the North Richmond community before the Local Agency Formation Commission on proposed
boundary changes affecting the community. 2. Represent the North Richmond community before the County
Planning Commission and the Zoning Administrator on land-use and other planning matters affecting the
community. In this regard, the Council shall cooperate with other planning advisory bodies in the North
Richmond County area in order to avoid duplication and delay in the planning process. 3. Provide input and
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File #:24-3558,Version:1
reports to the board, County staff or any County hearing body on issues of concern to the North Richmond
community. It is understood that the Board is the final decision making authority with respect to issues
concerning the North Richmond community and that the Council shall serve solely in an advisory capacity.
Except as specified above, the Council may not represent the North Richmond community to any state, county,
city special district or school district, agency or commission, or any other organization on any matter
concerning the community
CONSEQUENCE OF NEGATIVE ACTION:
The seat will remain vacant.
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1025 ESCOBAR STREET
MARTINEZ, CA 94553CONTRA COSTA COUNTY
Legislation Details (With Text)
File #: Version:124-3559 Name:
Status:Type:Consent Item Passed
File created:In control:10/10/2024 BOARD OF SUPERVISORS
On agenda:Final action:10/22/2024 10/22/2024
Title:APPOINT Rojan Mikael Habon and Maxwell Prost to At-Large Youth seats 1 and 2, and Maren
Shahade to At-Large Community Representative seat 4 on the Juvenile Justice Coordinating Council
with terms ending October 22, 2026 as recommended by the Public Protection Committee.
Attachments:1. Attachment A_Habon Rojan Mikael (JJCC) 09-09-24_Redacted.pdf, 2. Attachment B_Prost Maxwell
(JJCC) 08-25-24 Redacted.pdf, 3. Attachment C_Shahade Maren (JJCC) 09-19-24_Redacted.pdf
Action ByDate Action ResultVer.Tally
approvedBOARD OF SUPERVISORS10/22/2024 1 Pass
To:Board of Supervisors
From:Esa Ehmen-Krause, County Probation Officer
Report Title:JJCC Appointments
☒Recommendation of the County Administrator ☐ Recommendation of Board Committee
RECOMMENDATIONS:
APPOINT Rojan Mikael Habon and Maxwell Prost to At-Large Youth seats 1 and 2, and Maren Shahade to At-
Large Community Representative seat 4 on the Juvenile Justice Coordinating Council (JJCC) for terms ending
on October 22, 2026, as recommended by the Public Protection Committee.
FISCAL IMPACT:
There is no fiscal impact from the nomination of individuals to serve on the JJCC; service on the JJCC is
voluntary and uncompensated.
BACKGROUND:
The Juvenile Justice Coordinating Council (JJCC) is a multiagency advisory body that advises on the
development and implementation of a countywide juvenile justice plan. As a result of two At-Large Community
Representative vacancies, the Probation Department conducted a countywide recruitment effort to identify
candidates interested in serving on this advisory body.
In response to the recruitment Probation received a total of twelve (12) applications, all twelve (12) met the
requirements for At-Large Youth seat’s one (1) and two (2) and At-Large Community Representative seat four
(4). All applicants were invited to participate in public interviews scheduled for the October 7, 2024, Public
Protection Committee (PPC) meeting.
At the PPC meeting, the committee interviewed Rojan Mikael Habon and Maxwell Prost for At-Large Youth
seats 1 and 2, and Maren Shahade for At-Large Community Representative seat four (4). The PPC voted
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unanimously to recommend to the Board of Supervisors the appointments of Rojan Mikael Habon and Maxwell
Prost to At-Large Youth seats one (1) and two (2) and Maren Shahade for At-Large Community Representative
seat four (4), all of which are for a two-year terms.
CONSEQUENCE OF NEGATIVE ACTION:
If this action is not approved, At-Large Youth seat’s one (1) and two (2) and At-Large Community
Representative seat four (4) will remain vacant, and the Juvenile Justice Coordinating Council (JJCC) will be
unable to reach quorum.
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1. This application and any attachments you provide to it is a public document and is
subject to the California Public Records Act (CA Government Code §6250-6270).
2. All members of appointed bodies are required to take the advisory body training
provided by Contra Costa County.
3. Members of certain boards, commissions, and committees may be required to: (1)
file a Statement of Economic Interest Form also known as a Form 700, and (2)
complete the State Ethics Training Course as required by AB 1234.
4. Meetings may be held in various locations and some locations may not be
accessible by public transportation.
5. Meeting dates and times are subject to change and may occur up to two (2) days
per month.
6. Some boards, committees, or commissions may assign members to
subcommittees or work groups which may require an additional commitment of
time.
7. As indicated in Board Resolution 2021/234, a person will not be eligible for
appointment if he/she is related to a Board of Supervisors' member in any of the
following relationships:
(1) Mother, father, son, and daughter;
(2) Brother, sister, grandmother, grandfather, grandson, and granddaughter;
(3) Husband, wife, father-in-law, mother-in-law, son-in-law, daughter-in-law,
stepson, and stepdaughter;
(4) Registered domestic partner, pursuant to California Family Code section 297;
(5) The relatives, as defined in 1 and 2 above, for a registered domestic partner;
(6) Any person with whom a Board Member shares a financial interest as defined
in the Political Reform Act (Gov't Code §87103, Financial Interest), such as a
business partner or business associate.
Rojan Mikael K Habon
In this work environment, I cared for a toddler for a few months. I transported him home from school,prepared a meal for him, organized his living space, and followed steps in order for him to get ready forbed. I used time management and communication skills with the parents in order to balance between myother priorities. I am able to take many aspects into consideration while in a demanding environment.
Education
Community College in Social Justice
Diablo Valley College - Pleasant Hill, CA
August 2023 to Present
High school diploma
Alhambra High School - Martinez, CA
August 2019 to June 2023
Skills
•Pet Sitting (6 years)
•Babysitting (6 years)
•Childcare (6 years)
•Meal Preparation (4 years)
•Cooking (10+ years)
•Toddler Care (6 years)
•Nannying (6 years)
•Infant Care (6 years)
•Pet Care (6 years)
•Tutoring (4 years)
•Food Preparation (6 years)
•Cashiering (2 years)
•Time Management (10+ years)
•Caregiving (6 years)
•Busser (2 years)
•Food Service (2 years)
•Leadership (10+ years)
•Civil rights (6 years)
•Communication skills (10+ years)
•Organizational skills (10+ years)
•Theater (6 years)
•Front Desk
Languages
•American Sign Language - Intermediate
Awards
Summa Cum Laude
June 2023
I was awarded with the Summa Cum Laude award at the high school I graduated from for achieving aconsistent 4.0 GPA throughout my education.
Superintendent’s Honor Roll
June 2023
Due to the successful upkeep of my grades and involvement within the Alhambra community, I wasawarded with the Superintendent’s Honor Roll.
Certifications and Licenses
First Aid Certification
March 2021 to June 2025
I took a First Aid Training course while babysitting as well as volunteering for a summer camp in orderto ensure the safety of the children around me.
CPR
March 2021 to June 2025
I took a CPR course while babysitting as well as volunteering for a summer camp in order to ensure thesafety of the children around me.
Driver's License
October 2021 to August 2025
Food Handler Certification
Groups
Drama Club
August 2019 to June 2023
Throughout High School, I was heavily apart of my school’s Drama Club. During my senior year, I servedas a leadership position as club president. I helped create a safe environment for my fellow actors as wellas leading in warm ups, organizing backstage, organizing events and gifts, managing our social mediaplatforms, using remind.com to communicate with all of my fellow peers, fundraising, and additionalsupport.
Service Club
August 2022 to June 2023
During High School I participated in our Service Club which consisted of weekly campus cleanups. I haveprevious experience in volunteering for local cleanup organizations and was proud to contribute to acleaner campus.
GSA
August 2022 to Present
As apart of my High School’s GSA, I helped organize the revival of this club in order to ensure a safe spacefor queer students. I contributed by organizing bake sales for fundraising and managing the exchange of
funds, presenting informational slideshows to staff members as well as the Martinez Board of Education,leading weekly meetings with prepared slideshows, and working with other queer members to furtherrepresent and include our community. Currently I am working with our GSA to help organize Martinez’sfirst Pride event which I will be volunteering at as well.
Rainbow Community Center
September 2022 to Present
While working with the Rainbow Community Center, I have been offered numerous opportunitiesincluding protests for minority rights, volunteering at a queer safe summer camp, contributing to theirteen youth program, and representing this community at Concord City meetings as well as articlesthrough the SF Chronicle and Mercury News. I enjoy having the opportunity to be apart of such awelcoming, supportive, and resourceful LGBTQ+ community and am proud to be able to represent them.
Writing Club
August 2019 to June 2023
Throughout High School I was involved in our writing club known as Backroads. During my junior-senioryear I served as Vice President and eventually President of this club. I ran weekly meetings and helpedcreate a welcoming and creative environment as well as organizing poetry performances, fundraising,managing our social media page in order to provide resources and keep it up to date, advertising events,creating and publishing 2 magazines, and communicating with my team of officers as well as clubmembers while using remind.com
Publications
These two major shifts sparked a mental health crisis among LGBTQ youth in
California
https://www.sfchronicle.com/health/article/LGBTQ-mental-health-17714619.php
January 2023
Through the San Francisco Chronicle, I was featured in an article discussing LGBTQ+ mental health incorrespondence to the pandemic and current discrimination against the queer community. I discussedmy personal experience with coming out as well as how watching my community be attacked impactsme as a young queer individual.
California’s LGBTQ+ kids in the crosshairs as a surge of bills targeting gender
identity reaches record high
https://www.mercurynews.com/2023/03/27/californias-lgbtq-kids-in-the-crosshairs-as-a-surge-of-bills-
targeting-gender-identity-reaches-record-high/amp/
May 2023
This article discusses recent potential anti-LGBTQ+ bills within California. I discussed how I can see thesebills further harming the queer community as well as how our safety as queer youth is being targeted.
A Step in the Right Direction
https://ahsdogwatcher.com/718/clubs/a-step-in-the-right-direction/
February 2023
As apart of my High School’s GSA, I was published in an article crediting my presentation towards thestaff members informing them on LGBTQ+ awareness such as vocabulary, student confidentiality, andqueer student safety.
1025 ESCOBAR STREET
MARTINEZ, CA 94553CONTRA COSTA COUNTY
Legislation Details (With Text)
File #: Version:124-3476 Name:
Status:Type:Consent Item Passed
File created:In control:9/25/2024 BOARD OF SUPERVISORS
On agenda:Final action:10/22/2024 10/22/2024
Title:APPOINT Jedd Hart to the District 1 Alternate 2 seat for the El Sobrante Municipal Advisory Council
for a term ending on December 31, 2026
Attachments:1. Hart, Jedd (ESMAC) 09-14-24
Action ByDate Action ResultVer.Tally
approvedBOARD OF SUPERVISORS10/22/2024 1 Pass
To:Board of Supervisors
From:John Gioia, District I Supervisor
Report Title:APPOINT Jedd Hart to the District 1 Alternate 2 seat for the El Sobrante Municipal Advisory
Council for a term ending on December 31, 2026
☒Recommendation of the County Administrator ☐ Recommendation of Board Committee
RECOMMENDATIONS:
APPOINT Jedd Hart to the District 1 Alternate 2 seat for the El Sobrante Municipal Advisory Council for a
term ending on December 31, 2026
FISCAL IMPACT:
none
BACKGROUND:
The El Sobrante Municipal Advisory Council provides input to the Board of Supervisors, the County Planning
Commission, and the Zoning Administrator on land use issues and other concerns affecting the unincorporated
community of El Sobrante
CONSEQUENCE OF NEGATIVE ACTION:
The appointment would not be made and the District would not have representation on the council
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Submit Date: Sep 15, 2024
First Name Middle
Initial
Last Name
Home Address Suite or Apt
City State Postal Code
Primary Phone
Email Address
Employer Job Title
Contra Costa County Boards & Commissions
Application Form
Profile
District Locator Tool
Resident of Supervisorial District:
District 1
Length of Employment
7 years
Do you work in Contra Costa County?
Yes No
If Yes, in which District do you work?
How long have you lived or worked in Contra Costa County?
4 years
Are you a veteran of the U.S. Armed Forces?
Yes No
Board and Interest
Which Boards would you like to apply for?
El Sobrante Municipal Advisory Council: Submitted
Jedd J Hart
Sterling Art Services Woodworker
Jedd J Hart
Seat Name
Alternate
Have you ever attended a meeting of the advisory board for which you are
applying?
Yes No
If Yes, how many meetings have you attended?
Education
Select the option that applies to your high school education *
High School Diploma
College/ University A
Name of College Attended
Colorado College
Degree Type / Course of Study / Major
BA, Liberal Arts and Sciences
Degree Awarded?
Yes No
College/ University B
Name of College Attended
Degree Type / Course of Study / Major
Degree Awarded?
Yes No
College/ University C
Name of College Attended
Degree Type / Course of Study / Major
Degree Awarded?
Yes No
Jedd J Hart
Upload a Resume
Other Trainings & Occupational Licenses
Other Training A
Certificate Awarded for Training?
Yes No
Other Training B
Certificate Awarded for Training?
Yes No
Occupational Licenses Completed:
Qualifications and Volunteer Experience
Please explain why you would like to serve on this particular board,
commitee, or commission.
I plan to spend the rest of my life here, and have a young son. This board affects his life.
Describe your qualifications for this appointment. (NOTE: you may also
include a copy of your resume with this application)
I care.
Would you like to be considered for appointment to other advisory bodies for
which you may be qualified?
Yes No
Do you have any obligations that might affect your attendance at scheduled
meetings?
Yes No
If Yes, please explain:
Are you currently or have you ever been appointed to a Contra Costa County
advisory board?
Yes No
Jedd J Hart
If Yes, please list the Contra Costa County advisory board(s) on which you are
currently serving:
If Yes, please also list the Contra Costa County advisory board(s) on which
you have previously served:
List any volunteer or community experience, including any advisory boards
on which you have served.
Conflict of Interest and Certification
Do you have a familial or financial relationship with a member of the Board of
Supervisors? (Please refer to the relationships listed under the "Important
Information" section below or Resolution No. 2021/234)
Yes No
If Yes, please identify the nature of the relationship:
Do you have any financial relationships with the County such as grants,
contracts, or other economic relationships?
Yes No
If Yes, please identify the nature of the relationship:
Please Agree with the Following Statement
I CERTIFY that the statements made by me in this application are true,
complete, and correct to the best of my knowledge and belief, and are made
in good faith. I acknowledge and undersand that all information in this
application is publicly accessible. I understand that misstatements and/or
omissions of material fact may cause forfeiture of my rights to serve on a
board, committee, or commission in Contra Costa County.
I Agree
Important Information
Jedd J Hart
1. This application and any attachments you provide to it is a public document and is
subject to the California Public Records Act (CA Government Code §6250-6270).
2. All members of appointed bodies are required to take the advisory body training
provided by Contra Costa County.
3. Members of certain boards, commissions, and committees may be required to: (1)
file a Statement of Economic Interest Form also known as a Form 700, and (2)
complete the State Ethics Training Course as required by AB 1234.
4. Meetings may be held in various locations and some locations may not be
accessible by public transportation.
5. Meeting dates and times are subject to change and may occur up to two (2) days
per month.
6. Some boards, committees, or commissions may assign members to
subcommittees or work groups which may require an additional commitment of
time.
7. As indicated in Board Resolution 2021/234, a person will not be eligible for
appointment if he/she is related to a Board of Supervisors' member in any of the
following relationships:
(1) Mother, father, son, and daughter;
(2) Brother, sister, grandmother, grandfather, grandson, and granddaughter;
(3) Husband, wife, father-in-law, mother-in-law, son-in-law, daughter-in-law,
stepson, and stepdaughter;
(4) Registered domestic partner, pursuant to California Family Code section 297;
(5) The relatives, as defined in 1 and 2 above, for a registered domestic partner;
(6) Any person with whom a Board Member shares a financial interest as defined
in the Political Reform Act (Gov't Code §87103, Financial Interest), such as a
business partner or business associate.
Jedd J Hart
1025 ESCOBAR STREET
MARTINEZ, CA 94553CONTRA COSTA COUNTY
Legislation Details (With Text)
File #: Version:124-3477 Name:
Status:Type:Consent Item Passed
File created:In control:8/27/2024 BOARD OF SUPERVISORS
On agenda:Final action:10/22/2024 10/22/2024
Title:APPROVE revised Bylaws of Contra Costa County Economic Opportunity Council (EOC), as
recommended by the Employment and Human Services Director.
Attachments:1. ByLaws Revisions - approved by EOC 8-8-24 clean copy rev 9-25-24, 2. ByLaws Revisions -
approved by EOC 8-8-24 with track changes rev 9-25-24
Action ByDate Action ResultVer.Tally
approvedBOARD OF SUPERVISORS10/22/2024 1 Pass
To:Board of Supervisors
From:Marla Stuart, Employment and Human Services Director
Report Title:Contra Costa County Economic Opportunity Council Bylaws Approval
☒Recommendation of the County Administrator ☐ Recommendation of Board Committee
RECOMMENDATIONS:
APPROVE revised Bylaws of Contra Costa County Economic Opportunity Council as recommended by the
Employment and Human Services Director.
FISCAL IMPACT:
There is no fiscal impact.
BACKGROUND:
The Contra Costa County Economic Opportunity Council (EOC) is an Advisory Board to the Board of
Supervisors. On June 21, 2022, through Staff Report C. 184, the Board of Supervisors approved the current
EOC Bylaws. On August 8, 2024 the EOC approved proposed amendments to the Bylaws. County Counsel has
approved these revisions:
1.On pages 4, 5 and 7, item 2f: Added Family and Human Services Committee.
2.On page 5: Seat Terms - removed term limits from all seats (regulations are silent on term limits)
3.On page 6: Item A1, changed the word “will” to “may” (to allow for special circumstances)
4.On page 7, first sentence under reimbursement: removed sector and alternates, and changed it to low-
income representatives so that a member of any sector can be reimbursed if they are low income.
5.On page 7, Item B: removed original receipts and added “map showing mileage and the sign-in sheet
from the approved activity” (a county requirement)
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File #:24-3477,Version:1
CONSEQUENCE OF NEGATIVE ACTION:
Should the proposed action not be approved by the Board of Supervisors, the EOC Bylaws would not be
amended to provide greater clarify to EOC functions.
CONTRA COSTA COUNTY Printed on 10/25/2024Page 2 of 2
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The Economic Opportunity Council
of
Contra Costa County
EOC Approved: April 14, 2022 August 8, 2024
BOS Approved: June 21, 2022 To be determined
Table of Contents
I. Name ................................................................................................................................................................. 2
II. Authority ........................................................................................................................................................... 2
III. Officers .............................................................................................................................................................. 2
IV. Scope of Responsibilities ................................................................................................................................... 3
V. Membership ...................................................................................................................................................... 3
VI. Standards of Conduct ....................................................................................................................................... 5
VII. Terminations .................................................................................................................................................... 5
VIII. Membership Vacancies ................................................................................................................................................. 6
IX. Reimbursement… ......................................................................................................................................................... 6
X. Administration and Staff .................................................................................................................................... 6
XI. Rules ................................................................................................................................................................. 6
XII. Meeting and Meeting Notices ............................................................................................................................. 6
XIII. Amendments .................................................................................................................................................. 7-8 Working by-laws edits from 2/8/2022 & 3/7/2022 Governance Subcommittee. EOC Board approved 3/10/2022 Staff added new language 4/8/2022 EOC Approved 4/14/2022 w/ new language
The Economic Opportunity Council
of
Contra Costa County
EOC Approved: April 14, 2022 August 8, 2024
BOS Approved: June 21, 2022 To be determined
I. Name The Contra Costa County Economic Opportunity Council (EOC) is the tripartite board of the Community Action Agency (CAA) responsible for administering the Community Services Block Grant (CSBG). The Employment and Human Services Department’s (EHSD) Community Services Bureau (CSB) is the Federal and State recognized public entity for the Community Action Agency (CAA) of Contra Costa County.
II. Authority
The Economic Opportunity Council of Contra Costa County was created under the Economic Opportunity Act of 1964, as amended, and the Community Services Administration Act of 1974, as amended, the Community Services Block Grant Act of 1981, as amended and the Coats Human Services Reauthorization Act of 1998, as amended. Federal CSBG Act 42 U.S.C. § 9910 states the entity shall administer the community services block grant program through a tripartite board able to participate actively in the development, planning, implementation, and evaluation of the CSBG program. Contra Costa County Board Resolution 3671 pursuant to the Economic Opportunity Act of 1964 created the legal authority for this body.
III. Officers The officers of the EOC shall be the Chairperson, Vice-Chairperson, and Secretary. Officers shall be elected annually at the September meeting.
A. Chairperson The Chairperson shall preside at all EOC meetings. He or she has the authority to call special meetings and make appointments to standing and ad-hoc committees. The Chairperson shall enforce the observance of order and decorum among the members. Meetings shall be conducted in accordance with all applicable federal, state, and local laws.
B. Vice-Chairperson The Vice-Chairperson shall assist the Chairperson and assume all the obligations and authority if the Chairperson is absent.
C. Secretary The Secretary shall declare whether a quorum exists at the beginning of each meeting. The Secretary shall monitor attendance. He or she shall read any correspondence at EOC meetings. He or she shall check for any corrections or clarification on previous month’s minutes, and seek approval of minutes. The Secretary shall also help prepare minutes of the meeting and ensure that the meeting is recorded. Staff assistance shall be provided.
D. Election of Officers The officers shall be elected annually at the September EOC meeting. Nominations for the officers shall be made by the general membership. Should any elective office become vacant, the Chairperson shall appoint a member to fill the vacancy for the remainder of the unexpired term and the EOC shall approve the appointment.
The Economic Opportunity Council
of
Contra Costa County
EOC Approved: April 14, 2022 August 8, 2024
BOS Approved: June 21, 2022 To be determined
E. Roles and Responsibility of the Executive Committee Executive officers shall attend all EOC and Executive Committee meetings. They shall plan the general meetings, review the previous month’s minutes and set the agenda. The Executive Committee may conduct emergency meetings if the majority of the members cannot meet. A quorum of 51% of current Executive Committee members, excluding vacancies, will be required to make a program recommendation on behalf of the general membership. In this case, all Executive Committee decisions must be ratified by the full body of the EOC at the next scheduled meeting.
IV. Scope of Responsibilities As set forth in the Economic Opportunity Act of 1964, as amended, the Community Services Block Grant Act of 1981 and the Coats Human Services Reauthorization Act of 1998, as amended, and by the actions of the Contra Costa County Board of Supervisors, the responsibilities of the EOC are: A. To make recommendations to Board of Supervisors (BOS) for EOC membership. B. To hold public hearings for the Community Action Plan of CSB. C. To participate in the subcontractor funding process as directed by program guidance. D. To conduct at least one (1) site monitoring visit to a subcontractor. E. To submit an Annual Report to the BOS on EOC activities accomplishments, membership attendance, required training/certification, proposed work plan or objectives. F. To review fiscal and programmatic reports submitted by staff regarding the performance of CSBG subcontractors and the Weatherization programs. G. To receive and review each month the budget, minutes, and other reports or materials prepared by staff.
V. Membership
A. The EOC shall consist of fifteen (15) members, divided equally among three
sections, as follows: 1. Public Sector The EOC Public Sector shall include five members of the Contra Costa County Board of Supervisors. Each Supervisor may appoint a delegate to serve and vote in his or her place. Delegate appointments must be approved by the Board of Supervisors. 2. Low-Income Sector a) The EOC Low Income Sector shall include five members who represent the low income population. b) To be eligible for appointment, a person must reside in a Contra Costa County low income community or represent low income residents. c) All persons seeking appointment must submit an application to the Clerk of the Board. d) The EOC may recommend for appointment up to two alternate Low Income Sector members, who shall serve and vote in place of Low Income Sector members who are absent from, or who are disqualifying themselves from participating in a meeting of the EOC.
The Economic Opportunity Council
of
Contra Costa County
EOC Approved: April 14, 2022 August 8, 2024
BOS Approved: June 21, 2022 To be determined
e) Alternates must meet the same requirements as a regular Low Income Sector member. f) All appointments must be approved by the Family and Human Service Committee and the Board of Supervisors. g) Low-income representatives and alternates may be reimbursed for reasonable expenses (see Reimbursement Section 9).
h) Procedure for selecting Representatives of Low Income Persons. Representatives of low income persons shall be chosen in accordance with democratic selection procedures adequate to assure that they represent the low income persons in the geographic service area. Representatives of low income persons may be selected either to represent a specific area, group, or neighborhood within the service area. Among the selection procedures which may be employed, either separately or in combination, are the following” (a) nominations and elections, whether within the neighborhoods, community or service area as a whole; (b) selection at a meeting or conference of low income persons such that the date, time, and place of such a meeting or conference have been adequately publicized; (c) selection of a small area basis (such as a neighborhood or town) of representatives who in turn select members for the Board; (d) the Board may recognize a group(s) or organizations(s) composed primarily of low income persons and representing the interest of the low income population, whose membership may select one or more representatives of the Board. Persons at or below 125% of the poverty line shall be permitted to vote in the selection processes. The Board may request a waiver for this 125% poverty line eligibility in order to establish residency or criteria as a basis for eligibility. The Board shall make the request for a waiver in writing to the Director of the Office of Community Services. Only those persons sixteen (16) years or older shall be eligible to vote. Each person voting shall be permitted to only one (1) vote.
3. Private/Non-Profit Sector a) The EOC Private/Non-Profit Sector shall include five members who represent the private sector, non-profit organizations, and public services agencies within Contra Costa County. b) All persons seeking appointment must submit an application to the Clerk of the Board. c) The EOC may recommend for appointment up to two alternate Private/Non-Profit Sector members, who shall serve and vote in place of Private/Non-Profit Sector members who are absent from, or who are disqualifying themselves from participating in a meeting of the EOC. d) Alternates must meet the same requirements as a regular Private/Non-Profit Sector member.
The Economic Opportunity Council
of
Contra Costa County
EOC Approved: April 14, 2022 August 8, 2024
BOS Approved: June 21, 2022 To be determined
d)e) All appointments must be approved by the Family and Human Services Committee and the Board of Supervisors.
B. Seat Terms 1. The term of office for Low-Income and Private/Non-Profit Sector members of the EOC shall be for two (2) years. Low-Income or Private/Non-Profit Sector members may serve no more than three (3) consecutive full terms. Low Income Sector and Private/Non-Profit Sector members may seek reappointment by submitting applications for review to the Clerk of the Board within a minimum of sixty (60) days prior to the end of their term. Members who fail to submit a completed application within the specified time period must reapply as a new applicant. 2. Public Sector members shall serve terms that are equal in duration to their term as a member of the Board of Supervisors or until withdrawn from delegation by the supervisor. Delegates serve four (4) year terms for the duration of the Board member term of office or until withdrawn by the supervisor. 3. Unscheduled Vacancies: Terms of the EOC shall begin on July 1 and end on June 30. Should any seat become vacant during its term, the person appointed to fill that position shall the unexpired portion of that term.
VI. Standards of Conduct
A. Standards
1. All members, alternates and designated staff shall prioritize service to the poor over service to oneself. 2. EOC members are held to the same policies and procedures stated in the county’s code of conduct at the following website: https://www.fppc.ca.gov/learn/public-officials-and-employees-rules-/ethics-training.html
B. Conflict of Interest 1. All members, alternates and designated staff shall disclose potential conflicts of interest by filing an annual Statement of Economic Interest (FORM 700) and all other necessary and required documents. 2. Where there is actual or potential conflict of interest, members will recuse themselves from the discussion and/or action taken.
The Economic Opportunity Council
of
Contra Costa County
EOC Approved: April 14, 2022 August 8, 2024
BOS Approved: June 21, 2022 To be determined
VII. Terminations An EOC member may be terminated from the body by a recommendation to the Board of Supervisors for removal.
A. Attendance 1. The EOC schedules a minimum of 10 business meetings annually. A quorum is necessary to conduct the business of the board. Two absences from the regularly scheduled EOC business meetings in a rolling 12-month period will warrant inquiry from the Executive Committee. Three absences from the regularly scheduled business meetings within a 12-month period may will result in a recommendation to the Board of Supervisors for removal from the EOC.
B. Misconduct 1. Any members who have been called out of order by the chair more than once will be removed from the meeting for misconduct. 2. Due process in accordance with county guidelines will be followed. Refer to “Understanding Ethics & Conflict of Interest Codes https://www.fppc.ca.gov/learn/public-officials-and-employees-rules-/ethics-training.html 3. For reasons of misconduct, a member will be recommended to the Board of Supervisors for removal by majority vote of EOC members currently serving.
The Economic Opportunity Council
of
Contra Costa County
EOC Approved: April 14, 2022 August 8, 2024
BOS Approved: June 21, 2022 To be determined
VIII. Membership Vacancies
A. Scheduled Vacancy A scheduled vacancy occurs when a member’s term expires. A scheduled vacancy can be filled after an open recruitment process and upon approval by the Family and Human Services Committee and the Board of Supervisors.
B. Unscheduled Vacancy An unscheduled vacancy occurs when a member leaves prior to the end of their seated term. Staff will notify the Board of Supervisors of any unscheduled vacancies. The Clerk of the Board will post the vacancy for a minimum of ten business days. All persons seeking appointment must follow application protocols.
IX. Reimbursement The Economic Opportunity Council is responsible for providing, if necessary, reimbursements for reasonable expenses incurred by the low income representatives sector representatives and alternates (i.e. transportation). Low Income representatives and alternates will be reimbursed for mileage according to standard rates when attending approved activities related to the Economic Opportunity Council.
A. Rates All reimbursement rates are based on Administrative Bulletin #111.8 (dated 7-13-2010) and are subject to change.
B. Procedures for Requesting Reimbursement Reimbursement requests must be made using Demand form D-15 with original receiptsmap showing mileage and the sign in sheet from the approved activity attached. Reimbursement is made on a monthly basis.
X. Administration and Staff CSB staff will provide technical and administrative program management and support to the EOC. Staff will ensure compliance with all local, state and federal requirements.
XI. Rules The EOC may adopt such rules and procedures as are necessary to conduct its business. The EOC shall be governed in its activities by all applicable laws, regulations and instructions.
XII. Meeting and Meeting Notices Meeting notices shall comply with the Brown Act, Contra Costa County’s Better Government Ordinance, and
The Economic Opportunity Council
of
Contra Costa County
EOC Approved: April 14, 2022 August 8, 2024
BOS Approved: June 21, 2022 To be determined
all applicable local and state meetings laws.
A. General Meetings General meetings of the EOC shall be held monthly at a time and location(s) convenient for the members and the general public. Each September, the EOC will set its general meeting schedule for the year. 1. The Chair, in consultation with the Executive Committee, may cancel a meeting if there is no business to warrant a meeting. 2. Virtual and hybrid meetings may take place in accordance with State and local public meeting laws.
B. Special Meetings A special meeting may be called at any time by the Chairperson or by a majority of the members of the EOC in accordance with the Brown Act (public meeting law) and Contra Costa County’s Better Governance Ordinance.
C. Quorum A quorum is 51% of the fifteen authorized seats.
D. Voting 1. Voting on resolutions and all other matters shall be by roll call vote of members in attendance. When the vote is held, the ayes, nays, and abstentions shall be entered into the minutes. Proxy voting is not permitted. 2. Alternates shall be designated as Alternate number 1 and Alternate number 2 for purposes of voting.
E. Agenda The agenda shall comply with the Brown Act and Contra Costa County’s Better Government Ordinance and all applicable laws.
F. Executive Committee The Executive Committee shall consist of the Chair, Vice-Chair and Secretary.
G. Use of Social Media Board members may use social media to provide information and communicate their positions to constituents and the public. Other board members are prohibited from replying or reacting (ex. with emojis or like/dislike icons) to such posts regarding agency business as this constitutes a serial meeting, a violation of the Brown Act.
The Economic Opportunity Council
of
Contra Costa County
EOC Approved: April 14, 2022 August 8, 2024
BOS Approved: June 21, 2022 To be determined
XIII. Amendments
A. Amendments of ByLaws These bylaws may be amended by two-thirds (2/3) vote of the current membership of the EOC. All amendments must be approved by the Board of Supervisors.
B. Notice of Amendment Notice of proposed bylaws amendments must be presented in writing to the EOC and agenized at a general meeting. The proposed amendments may be voted upon at the next general meeting of the EOC. The agenda for the meeting at which the proposed amendment is to be voted upon shall contain an item entitled “Proposed ByLaws Amendment.”
C. Public Access to EOC Records The EOC shall make available to the public all records as required by the Brown Act, Contra Costa County’s Better Government Ordinance, the Public Records Act, and other applicable laws.
D. Dissolution Dissolution of the EOC shall be affected in accordance with applicable law.
The Economic Opportunity Council
of
Contra Costa County
EOC Approved: August 8, 2024
BOS Approved: To be determined
Table of Contents
I. Name ................................................................................................................................................................. 2
II. Authority ........................................................................................................................................................... 2
III. Officers .............................................................................................................................................................. 2
IV. Scope of Responsibilities ................................................................................................................................... 3
V. Membership ...................................................................................................................................................... 3
VI. Standards of Conduct ....................................................................................................................................... 5
VII. Terminations .................................................................................................................................................... 5
VIII. Membership Vacancies ................................................................................................................................................. 6
IX. Reimbursement… ......................................................................................................................................................... 6
X. Administration and Staff .................................................................................................................................... 6
XI. Rules ................................................................................................................................................................. 6
XII. Meeting and Meeting Notices ............................................................................................................................. 6
XIII. Amendments .................................................................................................................................................. 7-8
The Economic Opportunity Council
of
Contra Costa County
EOC Approved: August 8, 2024
BOS Approved: To be determined
I. Name The Contra Costa County Economic Opportunity Council (EOC) is the tripartite board of the Community Action Agency (CAA) responsible for administering the Community Services Block Grant (CSBG). The Employment and Human Services Department’s (EHSD) Community Services Bureau (CSB) is the Federal and State recognized public entity for the Community Action Agency (CAA) of Contra Costa County.
II. Authority
The Economic Opportunity Council of Contra Costa County was created under the Economic Opportunity Act of 1964, as amended, and the Community Services Administration Act of 1974, as amended, the Community Services Block Grant Act of 1981, as amended and the Coats Human Services Reauthorization Act of 1998, as amended. Federal CSBG Act 42 U.S.C. § 9910 states the entity shall administer the community services block grant program through a tripartite board able to participate actively in the development, planning, implementation, and evaluation of the CSBG program. Contra Costa County Board Resolution 3671 pursuant to the Economic Opportunity Act of 1964 created the legal authority for this body.
III. Officers The officers of the EOC shall be the Chairperson, Vice-Chairperson, and Secretary. Officers shall be elected annually at the September meeting.
A. Chairperson The Chairperson shall preside at all EOC meetings. He or she has the authority to call special meetings and make appointments to standing and ad-hoc committees. The Chairperson shall enforce the observance of order and decorum among the members. Meetings shall be conducted in accordance with all applicable federal, state, and local laws.
B. Vice-Chairperson The Vice-Chairperson shall assist the Chairperson and assume all the obligations and authority if the Chairperson is absent.
C. Secretary The Secretary shall declare whether a quorum exists at the beginning of each meeting. The Secretary shall monitor attendance. He or she shall read any correspondence at EOC meetings. He or she shall check for any corrections or clarification on previous month’s minutes, and seek approval of minutes. The Secretary shall also help prepare minutes of the meeting and ensure that the meeting is recorded. Staff assistance shall be provided.
D. Election of Officers The officers shall be elected annually at the September EOC meeting. Nominations for the officers shall be made by the general membership. Should any elective office become vacant, the Chairperson shall appoint a member to fill the vacancy for the remainder of the unexpired term and the EOC shall approve the appointment.
The Economic Opportunity Council
of
Contra Costa County
EOC Approved: August 8, 2024
BOS Approved: To be determined
E. Roles and Responsibility of the Executive Committee Executive officers shall attend all EOC and Executive Committee meetings. They shall plan the general meetings, review the previous month’s minutes and set the agenda. The Executive Committee may conduct emergency meetings if the majority of the members cannot meet. A quorum of 51% of current Executive Committee members, excluding vacancies, will be required to make a program recommendation on behalf of the general membership. In this case, all Executive Committee decisions must be ratified by the full body of the EOC at the next scheduled meeting.
IV. Scope of Responsibilities As set forth in the Economic Opportunity Act of 1964, as amended, the Community Services Block Grant Act of 1981 and the Coats Human Services Reauthorization Act of 1998, as amended, and by the actions of the Contra Costa County Board of Supervisors, the responsibilities of the EOC are: A. To make recommendations to Board of Supervisors (BOS) for EOC membership. B. To hold public hearings for the Community Action Plan of CSB. C. To participate in the subcontractor funding process as directed by program guidance. D. To conduct at least one (1) site monitoring visit to a subcontractor. E. To submit an Annual Report to the BOS on EOC activities accomplishments, membership attendance, required training/certification, proposed work plan or objectives. F. To review fiscal and programmatic reports submitted by staff regarding the performance of CSBG subcontractors and the Weatherization programs. G. To receive and review each month the budget, minutes, and other reports or materials prepared by staff.
V. Membership
A. The EOC shall consist of fifteen (15) members, divided equally among three
sections, as follows: 1. Public Sector The EOC Public Sector shall include five members of the Contra Costa County Board of Supervisors. Each Supervisor may appoint a delegate to serve and vote in his or her place. Delegate appointments must be approved by the Board of Supervisors. 2. Low-Income Sector a) The EOC Low Income Sector shall include five members who represent the low income population. b) To be eligible for appointment, a person must reside in a Contra Costa County low income community or represent low income residents. c) All persons seeking appointment must submit an application to the Clerk of the Board. d) The EOC may recommend for appointment up to two alternate Low Income Sector members, who shall serve and vote in place of Low Income Sector members who are absent from, or who are disqualifying themselves from participating in a meeting of the EOC.
The Economic Opportunity Council
of
Contra Costa County
EOC Approved: August 8, 2024
BOS Approved: To be determined
e) Alternates must meet the same requirements as a regular Low Income Sector member. f) All appointments must be approved by the Family and Human Service Committee and the Board of Supervisors. g) Low-income representatives and alternates may be reimbursed for reasonable expenses (see Reimbursement Section 9).
h) Procedure for selecting Representatives of Low Income Persons. Representatives of low income persons shall be chosen in accordance with democratic selection procedures adequate to assure that they represent the low income persons in the geographic service area. Representatives of low income persons may be selected either to represent a specific area, group, or neighborhood within the service area. Among the selection procedures which may be employed, either separately or in combination, are the following” (a) nominations and elections, whether within the neighborhoods, community or service area as a whole; (b) selection at a meeting or conference of low income persons such that the date, time, and place of such a meeting or conference have been adequately publicized; (c) selection of a small area basis (such as a neighborhood or town) of representatives who in turn select members for the Board; (d) the Board may recognize a group(s) or organizations(s) composed primarily of low income persons and representing the interest of the low income population, whose membership may select one or more representatives of the Board. Persons at or below 125% of the poverty line shall be permitted to vote in the selection processes. The Board may request a waiver for this 125% poverty line eligibility in order to establish residency or criteria as a basis for eligibility. The Board shall make the request for a waiver in writing to the Director of the Office of Community Services. Only those persons sixteen (16) years or older shall be eligible to vote. Each person voting shall be permitted to only one (1) vote.
3. Private/Non-Profit Sector a) The EOC Private/Non-Profit Sector shall include five members who represent the private sector, non-profit organizations, and public services agencies within Contra Costa County. b) All persons seeking appointment must submit an application to the Clerk of the Board. c) The EOC may recommend for appointment up to two alternate Private/Non-Profit Sector members, who shall serve and vote in place of Private/Non-Profit Sector members who are absent from, or who are disqualifying themselves from participating in a meeting of the EOC. d) Alternates must meet the same requirements as a regular Private/Non-Profit Sector member.
The Economic Opportunity Council
of
Contra Costa County
EOC Approved: August 8, 2024
BOS Approved: To be determined
e) All appointments must be approved by the Family and Human Services Committee and the Board of Supervisors.
B. Seat Terms 1. The term of office for Low-Income and Private/Non-Profit Sector members of the EOC shall be for two (2) years. Low Income Sector and Private/Non-Profit Sector members may seek reappointment by submitting applications for review to the Clerk of the Board within a minimum of sixty (60) days prior to the end of their term. Members who fail to submit a completed application within the specified time period must reapply as a new applicant. 2. Public Sector members shall serve terms that are equal in duration to their term as a member of the Board of Supervisors or until withdrawn from delegation by the supervisor. 3. Unscheduled Vacancies: Terms of the EOC shall begin on July 1 and end on June 30. Should any seat become vacant during its term, the person appointed to fill that position shall the unexpired portion of that term.
VI. Standards of Conduct
A. Standards 1. All members, alternates and designated staff shall prioritize service to the poor over service to oneself. 2. EOC members are held to the same policies and procedures stated in the county’s code of conduct at the following website: https://www.fppc.ca.gov/learn/public-officials-and-employees-rules-/ethics-training.html
B. Conflict of Interest 1. All members, alternates and designated staff shall disclose potential conflicts of interest by filing an annual Statement of Economic Interest (FORM 700) and all other necessary and required documents. 2. Where there is actual or potential conflict of interest, members will recuse themselves from the discussion and/or action taken.
VII. Terminations An EOC member may be terminated from the body by a recommendation to the Board of Supervisors for removal.
A. Attendance 1. The EOC schedules a minimum of 10 business meetings annually. A quorum is necessary to conduct the business of the board. Two absences from the regularly scheduled EOC business
The Economic Opportunity Council
of
Contra Costa County
EOC Approved: August 8, 2024
BOS Approved: To be determined
meetings in a rolling 12-month period will warrant inquiry from the Executive Committee. Three absences from the regularly scheduled business meetings within a 12-month period may result in a recommendation to the Board of Supervisors for removal from the EOC.
B. Misconduct 1. Any members who have been called out of order by the chair more than once will be removed from the meeting for misconduct. 2. Due process in accordance with county guidelines will be followed. Refer to “Understanding Ethics & Conflict of Interest Codes https://www.fppc.ca.gov/learn/public-officials-and-employees-rules-/ethics-training.html 3. For reasons of misconduct, a member will be recommended to the Board of Supervisors for removal by majority vote of EOC members currently serving.
The Economic Opportunity Council
of
Contra Costa County
EOC Approved: August 8, 2024
BOS Approved: To be determined
VIII. Membership Vacancies
A. Scheduled Vacancy A scheduled vacancy occurs when a member’s term expires. A scheduled vacancy can be filled after an open recruitment process and upon approval by the Family and Human Services Committee and the Board of Supervisors.
B. Unscheduled Vacancy An unscheduled vacancy occurs when a member leaves prior to the end of their seated term. Staff will notify the Board of Supervisors of any unscheduled vacancies. The Clerk of the Board will post the vacancy for a minimum of ten business days. All persons seeking appointment must follow application protocols.
IX. Reimbursement The Economic Opportunity Council is responsible for providing, if necessary, reimbursements for reasonable expenses incurred by the low income representatives (i.e. transportation). Low Income representatives and alternates will be reimbursed for mileage according to standard rates when attending approved activities related to the Economic Opportunity Council.
A. Rates All reimbursement rates are based on Administrative Bulletin #111.8 (dated 7-13-2010) and are subject to change.
B. Procedures for Requesting Reimbursement Reimbursement requests must be made using Demand form D-15 with map showing mileage and the sign in sheet from the approved activity attached. Reimbursement is made on a monthly basis.
X. Administration and Staff CSB staff will provide technical and administrative program management and support to the EOC. Staff will ensure compliance with all local, state and federal requirements.
XI. Rules The EOC may adopt such rules and procedures as are necessary to conduct its business. The EOC shall be governed in its activities by all applicable laws, regulations and instructions.
XII. Meeting and Meeting Notices Meeting notices shall comply with the Brown Act, Contra Costa County’s Better Government Ordinance, and all applicable local and state meetings laws.
The Economic Opportunity Council
of
Contra Costa County
EOC Approved: August 8, 2024
BOS Approved: To be determined
A. General Meetings General meetings of the EOC shall be held monthly at a time and location(s) convenient for the members and the general public. Each September, the EOC will set its general meeting schedule for the year. 1. The Chair, in consultation with the Executive Committee, may cancel a meeting if there is no business to warrant a meeting. 2. Virtual and hybrid meetings may take place in accordance with State and local public meeting laws.
B. Special Meetings A special meeting may be called at any time by the Chairperson or by a majority of the members of the EOC in accordance with the Brown Act (public meeting law) and Contra Costa County’s Better Governance Ordinance.
C. Quorum A quorum is 51% of the fifteen authorized seats.
D. Voting 1. Voting on resolutions and all other matters shall be by roll call vote of members in attendance. When the vote is held, the ayes, nays, and abstentions shall be entered into the minutes. Proxy voting is not permitted. 2. Alternates shall be designated as Alternate number 1 and Alternate number 2 for purposes of voting.
E. Agenda The agenda shall comply with the Brown Act and Contra Costa County’s Better Government Ordinance and all applicable laws.
F. Executive Committee The Executive Committee shall consist of the Chair, Vice-Chair and Secretary.
G. Use of Social Media Board members may use social media to provide information and communicate their positions to constituents and the public. Other board members are prohibited from replying or reacting (ex. with emojis or like/dislike icons) to such posts regarding agency business as this constitutes a serial meeting, a violation of the Brown Act.
The Economic Opportunity Council
of
Contra Costa County
EOC Approved: August 8, 2024
BOS Approved: To be determined
XIII. Amendments
A. Amendments of ByLaws These bylaws may be amended by two-thirds (2/3) vote of the current membership of the EOC. All amendments must be approved by the Board of Supervisors.
B. Notice of Amendment Notice of proposed bylaws amendments must be presented in writing to the EOC and agenized at a general meeting. The proposed amendments may be voted upon at the next general meeting of the EOC. The agenda for the meeting at which the proposed amendment is to be voted upon shall contain an item entitled “Proposed ByLaws Amendment.”
C. Public Access to EOC Records The EOC shall make available to the public all records as required by the Brown Act, Contra Costa County’s Better Government Ordinance, the Public Records Act, and other applicable laws.
D. Dissolution Dissolution of the EOC shall be affected in accordance with applicable law.
1025 ESCOBAR STREET
MARTINEZ, CA 94553CONTRA COSTA COUNTY
Legislation Details (With Text)
File #: Version:124-3478 Name:
Status:Type:Consent Item Passed
File created:In control:9/30/2024 BOARD OF SUPERVISORS
On agenda:Final action:10/22/2024 10/22/2024
Title:ACCEPT the resignation of Jarrod Bolliger, DECLARE a vacancy in the At-Large Alternate #2 seat on
the Advisory Council on Aging for term ending on September 30, 2025, and DIRECT the Clerk of the
Board to post the vacancy, as recommended by the Employment and Human Services Director.
Attachments:1. Vacancy Notice.pdf
Action ByDate Action ResultVer.Tally
approvedBOARD OF SUPERVISORS10/22/2024 1 Pass
To:Board of Supervisors
From:Marla Stuart, Employment and Human Services Director
Report Title:Vacancy on the Advisory Council on Aging
☒Recommendation of the County Administrator ☐ Recommendation of Board Committee
RECOMMENDATIONS:
ACCEPT the resignation of Jarrod Bolliger, DECLARE a vacancy in the Alternate #2 seat on the Advisory
Council on Aging for term ending on 9/30/2025. DIRECT the Clerk of the Board to post the vacancy.
FISCAL IMPACT:
None.
BACKGROUND:
The Advisory Council on Aging (ACOA) provides county-wide planning, cooperation, and coordination for
individuals and groups interested in improving and developing services and opportunities for older residents of
the County. ACOA provides leadership and advocacy on behalf of older persons and serves as a channel of
communication and information on aging.
Jarrod Bolliger was appointed by the Board of Supervisors as the Alternate #2 representative on the ACOA on
June 4, 2024, with a term ending on 9/30/25.
CONSEQUENCE OF NEGATIVE ACTION:
The seats would not be declared vacant which would hinder the ability to recruit to fill the position and could
cause quorum issues for the body.
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1025 ESCOBAR STREET
MARTINEZ, CA 94553CONTRA COSTA COUNTY
Legislation Details (With Text)
File #: Version:124-3430 Name:
Status:Type:Consent Item Passed
File created:In control:9/23/2024 BOARD OF SUPERVISORS
On agenda:Final action:10/22/2024 10/22/2024
Title:ACCEPT the canvass of votes for the October 8, 2024 Special Election for Police Services Measure
in the County Service Area P-6, Zone 1519, Subdivision 9581 - unincorporated area of Walnut Creek,
as recommended by the Clerk-Recorder. (Tax proceeds accrue to the County Service Area)
Attachments:1. Oct 8_Zone 1519_Election Certification
Action ByDate Action ResultVer.Tally
approvedBOARD OF SUPERVISORS10/22/2024 1 Pass 5:0
To:Board of Supervisors
From:Kristin Connelly, Clerk-Recorder
Report Title:Click or tap here to enter text.
☒Recommendation of the County Administrator ☐ Recommendation of Board Committee
RECOMMENDATIONS:
Accept the Canvass of Votes for the October 8, 2024 Special Election for Police Services Measure in the
following County Service Area:
Area P-6, Zone 1519, Subdivision 9581 - Unincorporated area of Walnut Creek - DID PASS
FISCAL IMPACT:
All tax proceeds will accrue to the new County Service Areas.
BACKGROUND:
For the election results, see the attached Certificate of the County Clerk, providing results of the October 8,
2024 Special Election for the County Service Area, where each landowner of the affected area was allowed one
vote for each acre or portion thereof:
Area P-6, Zone 1519, Subdivision 9581, Resolution No. 2024-276
Resolution so as to authorize a special tax on said property, located in unincorporated area of Bay Point, to
maintain present level of police protection services and provide additional funding for increased police
protection services.
CONSEQUENCE OF NEGATIVE ACTION:
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File #:24-3430,Version:1
If the Board of Supervisors does not accept the Canvass of Votes, Zone 9581 will not be formed.
CONTRA COSTA COUNTY Printed on 10/28/2024Page 2 of 2
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1025 ESCOBAR STREET
MARTINEZ, CA 94553CONTRA COSTA COUNTY
Legislation Details (With Text)
File #: Version:1RES 2024-
353
Name:
Status:Type:Consent Resolution Passed
File created:In control:10/13/2024 BOARD OF SUPERVISORS
On agenda:Final action:10/22/2024 10/22/2024
Title:ADOPT Resolution No. 2024-353 approving a side letter of agreement modifying the Memorandum of
Understanding between the County and the California Nurses Association to update language on the
provision of meal and rest breaks for staff providing direct patient care as a result of Senate Bill 1334.
Attachments:1. 2024_1004_Side_Letter_SB 1334_Meal & Rest Breaks_CNA_Executed.pdf
Action ByDate Action ResultVer.Tally
adoptedBOARD OF SUPERVISORS10/22/2024 1 Pass
To: Board of Supervisors
From:Monica Nino, County Administrator
Report Title:Side Letter between Contra Costa County and the California Nurses Association.
☒Recommendation of the County Administrator ☐ Recommendation of Board Committee
RECOMMENDATIONS:
ADOPT a Resolution approving a side letter of agreement modifying the Memorandum of Understanding
(MOU) between Contra Costa County and the California Nurses Association to: (1) provide meal and rest
periods for staff providing direct patient care depending on the length of their shifts, (2) provide a process for
individual nurses to waive the second meal periods for shifts between ten (10) and twelve (12) hours, and (3)
provide for a monetary penalty for staff who are not provided meal and rest breaks.
FISCAL IMPACT:
The Side Letter stems from the passage of SB 1334 which contains statutory penalties for missed meal and
break periods. There is no additional fiscal impact from the terms of the Side Letter.
BACKGROUND:
Effective January 1, 2023, the California State Legislature passed SB 1334, requiring duty-free meal and rest
periods for staff performing direct patient care. In accordance with the law, staff are permitted to waive the
second meal period under certain circumstances. Additionally, SB 1334 provides for a monetary penalty of one
hour of pay for each missed meal or break period, not to exceed a combined two hours of pay per day for each
workday that the meal period or rest break was missed.
The County and CNA are parties to a MOU that provides for meal and rest periods. Prior to the passage of SB
1334, staff were able to have on-duty meal periods or waive their meal periods altogether, resulting in a shorter
shift. With the passage of SB 1334, employers are required to provide duty-free meal periods for shifts under
ten (10) hours, which may not be waived. For shifts exceeding ten (10) hours, the second meal period may be
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File #:RES 2024-353,Version:1
waived if done so in writing.
The County and Union agreed to a Side Letter to memorialize aspects of SB 1334, as well as formalize the
process for individual employees to waive the second meal period where applicable. Additionally, staff seeking
to have flexibility in the timing of the first meal period may agree to permit management to schedule the meal
period at any time during the shift. Finally, the Side Letter contains a monetary penalty for missed meal or
break periods in accordance with SB 1334.
CONSEQUENCE OF NEGATIVE ACTION:
Staff providing direct patient care will not have the flexibility to waive the second meal period or the timing of
such meal periods, which could lead to operational hardships for management and staff.
THE BOARD OF SUPERVISORS OF CONTRA COSTA COUNTY, CALIFORNIA
and for Special Districts, Agencies and Authorities Governed by the Board
IN THE MATTER OF the side letter of agreement modifying the Memorandum of Understanding between the
County and the California Nurses Association to update language on the provision of meal and rest breaks for
staff providing direct patient care as a result of Senate Bill 1334.
The Contra Costa County Board of Supervisors acting in its capacity as the governing board of Contra Costa
County RESOLVES THAT:
Effective the first of the month following approval by the Board of Supervisors, the Side Letter of Agreement
between Contra Costa County and the California Nurses Association be ADOPTED.
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Contra Costa County - CNA Side Letter Page 1 of 7
SIDE LETTER AGREEMENT
BETWEEN
CONTRA COSTA COUNTY AND
THE CALIFORNIA NURSES ASSOCIATION
This Side Letter is by and between the California Nurses Association (“CNA”) and
Contra Costa County ("County") and is effective on the first of the month following
approval of the Board of Supervisors.
This side letter amends the Memorandum of Understanding between the County and
CNA (July 1, 2022- September 30, 2025) to reflect agreed upon changes stemming
from recent legislation impacting meal and rest breaks for employees providing direct
patient care. The parties agree that the Memorandum of Understanding shall be
amended as follows:
SECTION 49 – STAFF NURSE UNIT/PER DIEM EMPLOYEES
Per Diem employees may be eligible for certain special types of pays, benefits, and
other items in addition to wages under specifically defined circumstances. A list of
those special pays, benefits, and other items that are applicable to per diem employees
is included as Attachment I. If a special pay, benefit, or other item that is described in
this MOU does not specifically reference per diem employees or the special pay,
benefit, or other items is not included in Attachment I, then the special pay, benefit, or
other item does not apply to per diem employees.
A. Health Benefit Coverage for Per Diem Employees. To access County health
coverage, per diem employees represented by the Association must be eligible
to receive an offer of coverage from the County under the federal Patient
Protection and Affordable Care Act (“ACA”) (42 U.S.C. § 18081). Employees
eligible to receive an offer of coverage (and qualified dependents), will be offered
access to the County’s lowest cost, single individual health insurance plan that is
available to the majority of County employees. Employees will be responsible for
the full premium cost of coverage. This provision is not subject to the grievance
process.
B. Family and Medical Leaves. Eligibility of employees in per diem classifications
for family or medical leaves under state or federal laws, such as the Family
Medical Leave Act, California Family Rights Act, and Pregnancy Disability Leave
Act, will be determined and administered in accordance with applicable state
and/or federal laws.
C. Meal Period/Rest Break.
1. Employees who do not provide direct patient care or support direct patient
care:
a. Employees in CCRMC, Clinics, and Detention shall be entitled to a rest
break of up to 15 minutes for each four (4) hours of work. Nurses shall
coordinate rest breaks with the Nursing Program Manager, or designee, in
accordance with patient care needs.
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Contra Costa County - CNA Side Letter Page 2 of 7
b. During each shift of eight (8) hours or more, employees shall be
scheduled for an unpaid meal period of at least thirty (30) minutes.
3.c. Employees who work in Juvenile Hall, Detention, or the CCHP Advice
Nurse Unit may be assigned a shift of eight (8) hours straight with a paid
on-site meal period when the employee is not permitted to leave the
facility.
2. Employees who provide direct patient care or support direct patient care:
a. Employees in CCRMC, Clinics, and Detention shall be entitled to a rest
break of 15 minutes for each four (4) hours of work. Nurses shall
coordinate rest breaks with the Nursing Program Manager/Ambulatory
Care Clinical Supervisor (CSM)/Public Health Nurse Program Manager, or
designee, in accordance with patient care needs.
b. During each shift between five (5) and ten (10) hours, employees in
CCRMC, Clinics, and Detention shall be scheduled for an unpaid meal
period of at least thirty (30) minutes. Employees working between five (5)
and six (6) hours may waive the unpaid meal period in writing on a form
provided by the County.
c. During each shift in excess of ten (10) hours up to twelve (12) hours,
employees in CCRMC, Clinics, and Detention shall be scheduled for a
second unpaid meal period of at least thirty (30) minutes, unless the
employee has agreed to waive one of their two meal periods in writing on
a form provided by the County.
d. Meal and rest breaks may be taken at any time during the shift, except
meal breaks must be provided within the first five (5) hours of the start of
the shift and may not be taken in the last hour of the shift. However, if an
employee wishes to waive the 5th hour requirement for their meal period,
they must make that election in writing on a form provided by the County.
Employees shall coordinate meal and rest breaks with the Nursing
Program Manager/Ambulatory Care Clinical Supervisor, or designee, in
accordance with patient care needs.
e. Beginning on [INSERT EFFECTIVE DATE OF SIDE LETTER] if an
employee who provides direct patient care or supports direct patient care
in CCRMC, Clinics, and Detention is not offered meal and rest breaks as
outlined in Sections 49.C.2.a. through c., above, they will be entitled to be
paid a penalty of one additional hour of pay at their regular rate of pay for
each meal period or rest break not offered or for interrupted meal periods
or rest breaks, not to exceed a combined total of two additional hours of
pay per day for each workday that the meal period or rest break is not
offered. Employees who are not offered meal and rest breaks must report
the missed meal and/or rest break on their timesheet within the pay
period.
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Contra Costa County - CNA Side Letter Page 3 of 7
f. Employees who work in Juvenile Hall or Detention may be provided with a
paid on-site meal period when management determines that the employee
is unable to be relieved of duty and is not permitted to leave the facility.
Employees must agree in writing to the on-duty meal.
4. Employees who work a ten (10) hour shift between the hours of 9:30 pm to 9:00
am at the Contra Costa Regional Medical Center (CCRMC) may be assigned a paid on-
site meal period when the employee is not permitted leave the facility.
D. No Discrimination. There shall be no discrimination as prohibited by law
because of age, sex, race, creed, color, national origin, religion, disability, sexual
orientation or Association activities against anyone employed by the County.
This provision is not subject to the Grievance Procedure.
E. Sick Leave. Per diem employee sick leave benefits are set forth in
Administrative Bulletin 411, Sick Leave Policy (Employees Not Subject to Labor
Code § 245 et. Seq.)
F. State Disability Insurance (SDI) General Provisions. Effective as soon as
possible, but no later than January 1, 2016, Contra Costa County will enroll
employees in the Per Diem Unit in the State Disability Insurance (SDI) program
subject to the rules and procedures established by the State of California.
Determination of SDI payments and eligibility to receive payments is at the sole
discretion of the State of California. SDI benefit payments will be sent directly to
the employee by the State of California.
G. Termination of Employment. Per diem employees serve at the pleasure of the
Appointing Authority and may be terminated by the Appointing Authority or
designee at any time. Termination of employment is not subject to the grievance
procedure and is not subject to appeal. However, a Per Diem employee who is
terminated may request a meeting with the Appointing Authority or designee and
may be accompanied by a Union Representative.
H. Workers’ Compensation Coverage for Per Diem Employees. Any Worker’s
Compensation coverage applicable to per diem nurses is determined by law.
This section is not subject to the grievance procedure.
I. Per Diem Nurses shall receive call-off notice as soon as possible after it is known
that their services are not needed, with a good faith effort to call-off prior to one
hour.
When Per Diem Nurses confirm that they are needed and arrive, but are not needed on
their unit, good faith effort will be made to have them work in another area of need
commensurate with their skills and competencies.
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SECTION 51 – LUNCH PERIOD / REST BREAK
A. Lunch Period
1. Employees who do not provide direct patient care or support direct patient
care:
a. During each shift of eight (8) hours or more, employees in CCRMC, Clinics,
and Detention shall be scheduled for an unpaid meal period of at least thirty
(30) minutes.
b. Advice Nurses assigned to work the night shift Monday through Friday (10
p.m. – 6:00 a.m.) or Saturday and Sunday (10 p.m. – 6:30 a.m.) will be
provided a one-half (1/2) hour paid lunch to remain on-site for the duration of
the shift. There is no change in shift hours for nurses employed at Juvenile
Hall or the Detention Facility and those shifts designated in the Advice Nurse
Unit; those
2. Employees who provide direct patient care or support direct patient care:
a. Hospital nNurses in CCRMC, Clinics, and Detention who are scheduled to
work a shift between five (5) and ten (10) hours within a spread of eight and
one-half (8-1/2) hours shall receive not less than one-half (1/2) hour for lunch
shall be scheduled for an unpaid meal period of at least thirty (30) minutes.
Meal breaks must be provided within the first five (5) hours of the start of the
shift and may not be taken in the last hour of the shift. However, if an
employee wishes to waive the 5th hour requirement for their meal period, they
must make that election in writing on a form provided by the County. If such
nurse is required to work during all or any portion of the lunch period, such
time worked shall be paid at the rate of time and one-half (1-1/2), provided the
nurse actually works a full shift.
b. Nurses in CCRMC, Clinics, and Detention who are assigned to shifts in
excess of ten (10) hours up to twelve (12) hours shall be scheduled for a
second unpaid meal period of at least thirty (30) minutes, unless the
employee has agreed to waive one of their two meal periods in writing on a
form provided by the County.
c. Meal breaks must be provided within the first five (5) hours of the start of the
shift and may not be taken in the last hour of the shift. However, if an
employee wishes to waive the 5th hour requirement for their meal period, they
must make that election in writing on a form provided by the County.
Employees shall coordinate meal breaks with the Nursing Program
Manager/Ambulatory Care Clinical Supervisor, or designee, in accordance
with patient care needs.
d. Nurses with one-half (1/2) hour lunch at the hospital shall receive priority
service over non-employees in the hospital cafeteria.
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e. Nurses employed at Juvenile Hall or the Detention Facility remaining on a
straight eight (8) hour shift who management determines are unable to be
relieved of duty and who have agreed in writing to an on-duty meal period are
always in paid status and on duty during lunch and shall remain on-site for the
entire duration of the shift.
B. Rest Break
1. Employees who do not provide direct patient care or support direct patient
care: Employees in CCRMC, Clinics, and Detention shall be entitled to a rest break of
15 minutes for each four (4) hours of work. Nurses shall coordinate rest breaks with the
Nursing Program Manager, or designee, in accordance with patient care needs.
2. Employees Who Provide Direct Patient Care or Support Direct Patient Care in
CCRMC, Clinics, and Detention:
a. Nurses who work eight (8) or ten (10) hour shifts are entitled to a fifteen (15)
minute rest break during each four (4) hour working period, and said rest
break may be taken at any time during the four (4) hour period. Nurses who
are assigned to eight (8) or ten (10) hour shifts shall be entitled to a rest break
of 15 minutes for each four (4) hours of work. In no event shall there be more
than two (2) rest breaks during one shift.
b. Nurses scheduled to work twelve (12) hour shifts are entitled to a fifteen (15)
minute rest break during each four (4) hour working period, and said rest break
may be taken at any time during the four (4) hour period. Nurses who are
assigned to twelve (12) hour shifts shall be entitled to a rest break of 15 minutes
for each four (4) hours of work. In no event shall there be more than three (3)
rest breaks during one shift.
c. Rest breaks may be taken at any time during the shift. Nurses shall coordinate
rest breaks with the Nursing Program Manager/Ambulatory Care Clinical
Supervisor/Public Health Nurse Program Manager, or designee, in accordance
with patient care needs.
C. Penalty
Beginning on [INSERT EFFECTIVE DATE OF SIDE LETTER] if a nurse is not offered
meal and/or rest breaks as outlined in Sections 51.A.2.a-b and 51.B.2.a-b., above, they
will be entitled to be paid a penalty of one additional hour of pay at their regular rate of
pay for each meal period or rest break not offered or for interrupted meal periods or rest
breaks, not to exceed a combined total of two additional hours of pay per day for each
workday that the meal period or rest break is not offered. Employees who are not
offered meal and rest breaks must report the missed meal and/or rest break on their
timesheet within the pay period.
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SECTION 53 - PUBLIC HEALTH NURSES (PHN)
53.1 Lunch Period/Rest Break.
A. Public Health Nurses not providing direct patient care are entitled to a rest break
of fifteen (15) minutes for each four (4) hours of work and may take either a half-
hour (1/2) or one-hour (1) lunch break, provided the operational needs of the
department are met.
B. Public Health Nurses providing direct patient care shall be entitled to a rest break
of fifteen (15) minutes for each four (4) hours of work and may take either a half-
hour (1/2) or one-hour (1) lunch break, provided the operational needs of the
department are met.
C. Beginning on [INSERT EFFECTIVE DATE OF SIDE LETTER] if a Public Health
nurse is not offered meal and/or rest breaks as outlined in Section 53.1.B.,
above, they will be entitled to be paid a penalty of one additional hour of pay at
their regular rate of pay for each meal period or rest break not offered, not to
exceed a combined total of two additional hours of pay per day for each workday
that the meal period or rest break is not offered. Employees who are not offered
meal and rest breaks must report the missed meal and/or rest break on their
timesheet within the pay period.
[Sections 53.2-53.4 remain unchanged by this Side Letter.]
The terms of this Side Letter will be incorporated into the next MOU between the
County and CNA unless otherwise negotiated by the Parties. Except as specifically
amended or excluded by this Side Letter, all other terms and conditions of the MOU
between the County and CNA (July 1, 2022- June 30, 2025) remain unchanged by
this Side Letter.
Date: _____________
Contra Costa County: California Nurses Association:
Docusign Envelope ID: 978E8D92-CB63-4CC9-8582-5483981B5BDF
Justin Taylor
Danielle Lopez
Stefani Macagba
Robin Hargrave
Rebecca Cox
10/4/2024
David Sanford
Contra Costa County - CNA Side Letter Page 7 of 7
________________ / _______________ ________________ / _______________
Docusign Envelope ID: 978E8D92-CB63-4CC9-8582-5483981B5BDF
Ange Cottone
1025 ESCOBAR STREET
MARTINEZ, CA 94553CONTRA COSTA COUNTY
Legislation Details (With Text)
File #: Version:1RES 2024-
354
Name:
Status:Type:Consent Resolution Passed
File created:In control:9/29/2024 BOARD OF SUPERVISORS
On agenda:Final action:10/22/2024 10/22/2024
Title:ADOPT Resolution No. 2024-354 approving the Side Letters between Contra Costa County and
AFSCME, Local 1 and AFSCME, Local 1 Site Supervisors Unit, amending the current Memorandum
of Understanding by providing for an additional County contribution to employee deferred
compensation accounts.
Attachments:1. Side Letter Local One DEFERRED COMPENSATION.pdf, 2. Side Letter Local One CSB Site
Supervisor DEFERRED COMPENSATION.pdf
Action ByDate Action ResultVer.Tally
adoptedBOARD OF SUPERVISORS10/22/2024 1 Pass
To: Board of Supervisors
From:Monica Nino, County Administrator
Report Title:Side Letter to amend MOUs with AFSCME, Local 1 and AFSCME, Local 1 Site Supervisors
Units regarding the County deferred compensation contribution.
☒Recommendation of the County Administrator ☐ Recommendation of Board Committee
RECOMMENDATIONS:
ADOPT a Resolution approving the Side Letters between Contra Costa County and AFSCME, Local 1 and
AFSCME, Local 1 Site Supervisors Units, amending the current Memoranda of Understanding by providing an
additional County contribution to employee deferred compensation accounts.
FISCAL IMPACT:
Pursuant to the funds agreed to in the Non-Healthcare/Non-General Wage Re-Opener section of each Unit's
Memorandum of Understanding, the total annual cost is approximately $235,000. The cost will be absorbed by
the applicable departments.
BACKGROUND:
These Side Letters amend the Memorandum of Understanding (MOU) between the County and AFSCME,
Local 1 and AFSCME, Local 1 Site Supervisors Unit (July 1, 2022 - 6/30/2026) to revise Section 23.2 -
Deferred Compensation Incentive and Section 5.15 - Deferred Compensation. This revision provides for a
County contribution towards active employees’ deferred compensation accounts pursuant to the funds
referenced in the Non Healthcare/Non-General Wage Re-Opener sections of each MOU.
Pursuant to this side letter, the County shall provide a monthly deferred compensation contribution to eligible
employees in Local 1 who are enrolled in the County’s deferred compensation program. Only permanent full-
time or permanent part-time employees in a position designated at a minimum of twenty (20) hours per week
who have been employed by the County for at least ninety (90) calendar days, will be eligible for the
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contribution. An employee will be considered enrolled in the County’s deferred compensation program as long
as they maintain a balance in such an account. Any newly hired employee who satisfies these requirements will
also be eligible to receive this contribution on a go-forward monthly basis provided they open a deferred
compensation account during the applicable year.
Contributions will be made in accordance with the methodology in the respective side letters. Individual
contributions are to be distributed on a monthly basis among all eligible employees starting with the following
November 10, 2024 pay date through the following January 10, 2025 pay date. For all subsequent
contributions, the contribution will be applied on a calendar year basis. The parties acknowledge that the
amount of each employee’s pro-rata share is subject to change from year to year as the amount will be wholly
dependent on the number of employees enrolled in the deferred compensation program at the time.
The terms of these Side Letters are effective upon adoption by the Board and will be incorporated into the next
MOU between the County and Local 1. The Parties agree that this Side Letter resolves all re-opener
negotiations related to the Non-Healthcare/Non-General Wage Re-opener. Except as specifically amended or
excluded by this Side Letter, all other terms and conditions of the MOUs between Contra Costa County and
Local 1 (July 1, 2022 - June 30, 2026) remain unchanged.
CONSEQUENCE OF NEGATIVE ACTION:
The Non-Healthcare/Non-General Wage Re-Opener section for Local 1 MOUs will remain open.
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File #:RES 2024-354,Version:1
THE BOARD OF SUPERVISORS OF CONTRA COSTA COUNTY, CALIFORNIA
and for Special Districts, Agencies and Authorities Governed by the Board
IN THE MATTER OF: The Side Letters of Agreement between the County of Contra Costa and AFSCME,
Local 1 and AFSCME, Local 1 Site Supervisors Units adding sub-sections 5.15.C - Additional Contribution to
Deferred Compensation Plan, and 23.2.D - Additional Contribution to Deferred Compensation Plan,
respectively.
The Contra Costa County Board of Supervisors acting solely in its capacity as the governing board of the
County of Contra Costa RESOLVES THAT:
The attached Side Letters of Agreement between the County and AFSCME, Local 1 and AFSCME, Local 1 Site
Supervisors Units be ADOPTED.
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SIDE LETTER
BETWEEN
CONTRA COSTA COUNTY AND
PEU AFSCME, Local One
This Side Letter is by and between the Public Employee Union AFSCME, Local One
("Union") and the County of Contra Costa ("County") and is effective immediately
following approval of the Board of Supervisors.
This side letter amends the Memorandum of Understanding between the County and
the Union (July 1, 2022 - June 30, 2026) under Section 5.15 - Deferred Compensation
Incentive to include an additional sub-section (5.15 .C) providing for a County
contribution towards active employees' deferred compensation accounts pursuant to the
funds referenced in Section 54 - Non-Healthcare/Non-General Wage Re-Opener.
5.15 DEFERRED COMPENSATION.
A. Deferred Compensation Plan – Special Benefit for Hires after January 1,
2010: Commencing April 1, 2010 and for the duration of this Agreement, the
County will contribute one hundred fifty dollars ($150) per month to an
employee's account in the Contra Costa County Deferred Compensation Plan or
other designated tax qualified savings vehicle, for employees who meet all of the
following qualifications:
1.The employee was first hired by Contra Costa County on or after
January 1, 2010 and,
2.The employee is a permanent full-time or permanent part-time
employee regularly scheduled to work at least 20 hours per week and
has been so employed for at least 90 calendar days; and,
3.The employee defers a minimum of twenty-five dollars ($25) per month
to the Contra Costa County Deferred Compensation Plan or other
designated tax qualified savings vehicle; and,
4.The employee has completed, signed and submitted to the Human
Resources Department, Employee Benefits Service Unit the required
enrollment form for the account, e.g. the Enrollment Form 457 (b).
5.The annual maximum contribution as defined under the relevant
Internal Revenue Code provision has not been exceeded for the
employee's account for the calendar year.
Employees who discontinue deferral or who defer less than the amount required by
this provision for a period of one (1) month or more will no longer be eligible to
receive the County contribution. To re-establish eligibility, employees must resume
deferring the amount required by this provision.
No amount deferred by the employee or contributed by the County in accordance
with this provision will count towards the “Base Contribution Amount” or the “Monthly
Base Contribution Amount for Maintaining Program Eligibility” required for the
County's Deferred Compensation Incentive in any other provision in this Agreement.
No amount deferred by the employee or contributed by the County in accordance
with any other provision in this Agreement will count toward the minimum required
deferral required by this provision. The County's contribution amount in accordance
with this provision will be in addition to the County contribution amount for which the
employee may be eligible in accordance with any other provision in this contract.
Both the employee deferral and the County contribution to the Contra Costa County
Deferred Compensation Plan under this provision, as well as any amounts deferred
or contributed to the Contra Costa County Deferred Compensation Plan in
accordance with any other provision of this contract, will be added together for
the purpose of ensuring that the annual Plan maximum contributions as defined
under IRS Code Section 457(b), or other tax qualified designated savings vehicle, are
not exceeded.
The County will provide annually to the Union a list of eligible employees who have
not enrolled in the deferred compensation plan and will provide the Union with
contact information for scheduling an appointment with the Deferred Compensation
provider.
B. Deferred Compensation Plan – Loan Provision: On August 14, 2012 the
Board of Supervisors adopted Resolution 2012/348 approving a side letter with
the Coalition Unions to allow a Deferred Compensation Plan Loan Program
effective September 1, 2012. The following is a summary of the provisions of the
loan program:
1. The minimum amount of the loan is $1,000.
2. The maximum amount of the loan is the lesser of 50% of the employee’s
balance or $50,000, or as otherwise provided by law.
3. The maximum amortization period of the loan is five (5) years.
4. The loan interest is fixed at the time the loan is originated and for
the duration of the loan. The loan interest rate is the prime rate plus
one percent (1%).
5. There is no prepayment penalty if an employee pays the balance of
the loan plus any accrued interest before the original amortization
period for the loan.
6.The terms of the loan may not be modified after the employee enters
into the loan agreement, except as provided by law.
7.An employee may have only one loan at a time.
8.Payment for the loan is made by monthly payroll deduction.
9.An employee with a loan who is not in paid status (e.g. unpaid leave
of absence) may make his/her monthly payments directly to the Plan
Administrator by some means other than payroll deduction each month
the employee is in an unpaid status (e.g. by a personal check or money
order).
10.The Loan Administrator (MassMutual Life Insurance Company or its
successor) charges a one-time $50 loan initiation fee. This fee is
deducted from the employee’s Deferred Compensation account.
11.The County charges a one-time $25 loan initiation fee and a monthly
maintenance fee of $1.50. These fees are paid by payroll deduction.
C. Additional Contribution to Deferred Compensation Plan (pursuant to the
funds referenced in Section 54 - Non-Healthcare/Non-General Wage Re-
Opener):
The County shall provide a monthly deferred compensation contribution to eligible
employees in the AFSCME, Local One bargaining unit who are enrolled in the County's
deferred compensation program. Only permanent full-time or permanent part-time
employees in a position designated at a minimum of twenty (20) hours per week who
have been employed by the County for at least ninety (90) calendar days, will be eligible
for the contribution. An employee will be considered enrolled in the County's deferred
compensation program as long as they maintain a balance in such an account. Any
newly hired employee who satisfies these requirements will also be eligible to receive
this contribution on a go-forward monthly basis provided they open a deferred
compensation account during the applicable year.
For the 2024 contribution only, the pro-rata amount for each employee will be
determined by dividing $229,000 by the number of eligible employees across the
AFSCME Local One bargaining unit enrolled in the County’s deferred compensation
program on October 1, 2024. This contribution amount will be distributed proportionately
on a monthly basis starting with the November 10, 2024 pay date, for the remainder of
the 2024 calendar year.
For all subsequent years, the pro-rata amount for each employee will be determined for
the applicable year by dividing $229,000 by the number of eligible employees enrolled
in the County's deferred compensation program on January 1. Individual contributions
are to be distributed on a monthly basis among all eligible employees starting with the
following February 10 pay date through the following January 10 pay date. The parties
acknowledge that the amount of each employee's prorate share is subject to change
from year to year as the amount will be wholly dependent on the number of employees
enrolled in the deferred compensation program at the time.
The contribution under this subsection will be added to any existing amounts already
deferred or contributed to the Contra Costa County Deferred Compensation Plan for the
purpose of ensuring that the annual Plan maximum contributions as defined under IRS
Code Section 457(b), or other tax qualified designated saving vehicle are not exceeded.
The terms of this Side Letter are effective in the calendar year in which the Side Letter
is executed and will be incorporated into the next MOU between the County and the
Union. The Parties agree that this Side Letter resolves all re-opener negotiations related
to Section 54 - Non-Healthcare / Non-General Wage Re-opener for the Public
Employees Union AFSCME, Local One. Except as specifically amended or excluded by
this Side Letter, all other terms and conditions of the MOU between Contra Costa
County and PEU AFSCME, Local One (July 1, 2022 - June 30, 2026) remain
unchanged by this Side Letter.
Date: ___________
Contra Costa County: PEU AFSCME, Local One:
(Signature / Printed Name) (Signature / Printed Name)
_______________ / _______________ _______________ / _______________
_______________ / _______________ _______________ / _______________
_______________ / _______________ _______________ / _______________
_______________ / _______________ _______________ / _______________
_______________ / _______________ _______________ / _______________
Jeff ApkarianKristin Owen
September 25, 2024
David Sanford
SIDE LETTER
BETWEEN
CONTRA COSTA COUNTY AND
PEU AFSCME, LOCAL ONE, SITE SUPERVISOR UNIT
This Side Letter is by and between the Public Employee Union AFSCME, Local One,
CSB Site Supervisor Unit ("Union") and the County of Contra Costa ("County") and is
effective immediately following approval of the Board of Supervisors.
This side letter amends the Memorandum of Understanding between the County and
the Union (July 1, 2022 - June 30, 2026) under Section 23.2 - Deferred Compensation
Incentive to include an additional sub-section (23.2 .C) providing for a County
contribution towards active employees' deferred compensation accounts pursuant to the
funds referenced in Section 54 - Non-Healthcare/Non-General Wage Re-Opener.
23.2 Deferred Compensation Incentive.
A. The County shall contribute sixty dollars ($60) per month to employees who
participate in the County’s Deferred Compensation Plan. To be eligible for this
incentive, employees must contribute to the deferred compensation plan as
indicated:
Monthly Contribution
Employees with Qualifying Base Required to Maintain
Current Contribution Incentive Program
Monthly Salary of: Amount Eligibility
$2,500 and below $250 $50
2,501 - 3,334 500 50
3,335 - 4,167 750 50
4,168 - 5,000 1,000 50
5,001 - 5,834 1,500 100
5,835 - 6,667 2,000 100
6,668 & above 2,500 100
Employees who discontinue contributions or who contribute less than the required
amount per month for a period of one (1) month or more will no longer be eligible for the
sixty dollar ($60) County supplement. To reestablish eligibility, employees must again
make a Base Contribution Amount as set forth above based on current monthly salary.
Employees with a break in deferred compensation contributions either because of an
approved medical leave or an approved financial hardship withdrawal shall not be
required to reestablish eligibility. Further, employees who lose eligibility due to
displacement by layoff, but maintain contributions at the required level and are later
employed in an eligible position, shall not be required to reestablish eligibility.
B. Deferred Compensation Plan – Special Benefit for Hires after January 1,
2010: Commencing April 1, 2010 and for the duration of this Agreement, the
County will contribute one hundred fifty dollars ($150) per month to an
employee's account in the Contra Costa County Deferred Compensation Plan or
other designated tax qualified savings vehicle, for employees who meet all of the
following qualifications:
1. The employee was first hired by Contra Costa County on or after January 1,
2010 and,
2. The employee is a permanent full-time or permanent part-time employee
regularly scheduled to work at least 20 hours per week and has been so
employed for at least 90 calendar days; and,
3. The employee defers a minimum of twenty-five dollars ($25) per month to the
Contra Costa County Deferred Compensation Plan or other designated tax
qualified savings vehicle; and,
4. The employee has completed, signed and submitted to the Human Resources
Department, Employee Benefits Service Unit the required enrollment form for the
account, e.g. the Enrollment Form 457 (b).
5. The annual maximum contribution as defined under the relevant Internal
Revenue Code provision has not been exceeded for the employee's account for
the calendar year.
Employees who discontinue deferral or who defer less than the amount required by this
provision for a period of one (1) month or more will no longer be eligible to receive the
County contribution. To re-establish eligibility, employees must resume deferring the
amount required by this provision.
No amount deferred by the employee or contributed by the County in accordance with
this provision will count towards the “Base Contribution Amount” or the “Monthly Base
Contribution Amount for Maintaining Program Eligibility” required for the County's
Deferred Compensation Incentive in this Agreement. No amount deferred by the
employee or contributed by the County in accordance with any other provision in this
Agreement will count toward the minimum required deferral required by this provision.
The County's contribution amount in accordance with this provision will be in addition to
the County contribution amount for which the employee may be eligible in accordance
with any other provision in this contract.
Both the employee deferral and the County contribution to the Contra Costa County
Deferred Compensation Plan under this provision, as well as any amounts deferred or
contributed to the Contra Costa County Deferred Compensation Plan in accordance
with any other provision of this contract, will be added together for the purpose of
ensuring that the annual Plan maximum contributions as defined under IRS Code
Section 457(b), or other tax qualified designated savings vehicle, are not exceeded.
Within 30 days of adoption of this MOU by the Board of Supervisors, and annually
thereafter beginning in 2015, the County will provide to the Union a list of eligible
employees who have not enrolled in the deferred compensation plan and will provide
the Union with contact information for scheduling an appointment with the Deferred
Compensation provider.
C. Deferred Compensation Plan – Loan Provision: On August 14, 2012 the
Board of Supervisors adopted Resolution 2012/348 approving a side letter with
the Coalition Unions to allow a Deferred Compensation Plan Loan Program
effective September 1, 2012. The following is a summary of the provisions of the
loan program:
1. The minimum amount of the loan is $1,000
2. The maximum amount of the loan is the lesser of 50% of the employee’s
balance or $50,000, or as otherwise provided by law.
3. The maximum amortization period of the loan is five (5) years.
4. The loan interest is fixed at the time the loan is originated and for the duration
of the loan. The loan interest rate is the prime rate plus one percent (1%).
5. There is no prepayment penalty if an employee pays the balance of the loan
plus any accrued interest before the original amortization period for the loan.
6. The terms of the loan may not be modified after the employee enters into the
loan agreement, except as provided by law.
7. An employee may have only one loan at a time.
8. Payment for the loan is made by monthly payroll deduction.
9. An employee with a loan who is not in paid status (e.g. unpaid leave of
absence) may make his/her monthly payments directly to the Plan
Administrator by some means other than payroll deduction each month the
employee is in an unpaid status (e.g. by a personal check or money order).
10. The Loan Administrator (MassMutual Life Insurance Company or its
successor) charges a one-time $50 loan initiation fee. This fee is deducted
from the employee’s Deferred Compensation account.
11. The County charges a one-time $25 loan initiation fee and a monthly
maintenance fee of $1.50. These fees are paid by payroll deduction.
The County’s website provides employees with the following information:
a. Deferred Compensation Loan Provision
b. FAQ’s for the Loan Provision including loan status upon termination of
employment and the consequences of defaulting on a loan
c. Pros and Cons of borrowing from the Deferred Compensation Plan
d. Loan Application and Agreement
D. Additional Contribution to Deferred Compensation Plan (pursuant to the
funds referenced in Section 32 - Non-Healthcare/Non-General Wage Re-
Opener):
The County shall provide a monthly deferred compensation contribution to eligible
employees in the AFSCME, Local One, CSB Site Supervisor bargaining unit who are
enrolled in the County's deferred compensation program. Only permanent full-time or
permanent part-time employees in a position designated at a minimum of twenty (20)
hours per week who have been employed by the County for at least ninety (90)
calendar days, will be eligible for the contribution. An employee will be considered
enrolled in the County's deferred compensation program as long as they maintain a
balance in such an account. Any newly hired employee who satisfies these
requirements will also be eligible to receive this contribution on a go-forward monthly
basis provided they open a deferred compensation account during the applicable year.
For the 2024 contribution only, the pro-rata amount for each employee will be
determined by dividing $6,000 by the number of eligible employees across the AFSCME
Local One, Site Supervisor bargaining unit enrolled in the County’s deferred
compensation program on October 1, 2024. This contribution amount will be distributed
proportionately on a monthly basis starting with the November 10, 2024 pay date, for
the remainder of the 2024 calendar year.
For all subsequent years, the pro-rata amount for each employee will be determined for
the applicable year by dividing $6,000 by the number of eligible employees enrolled in
the County's deferred compensation program on January 1. Individual contributions are
to be distributed on a monthly basis among all eligible employees starting with the
following February 10 pay date through the following January 10 pay date. The parties
acknowledge that the amount of each employee's prorate share is subject to change
from year to year as the amount will be wholly dependent on the number of employees
enrolled in the deferred compensation program at the time.
The contribution under this subsection will be added to any existing amounts already
deferred or contributed to the Contra Costa County Deferred Compensation Plan for the
purpose of ensuring that the annual Plan maximum contributions as defined under IRS
Code Section 457(b), or other tax qualified designated saving vehicle are not exceeded.
The terms of this Side Letter are effective in the calendar year in which the Side Letter
is executed and will be incorporated into the next MOU between the County and the
Union. The Parties agree that this Side Letter resolves all re-opener negotiations related
to Section 32 - Non-Healthcare / Non-General Wage Re-opener for the Public
Employees Union AFSCME, Local One, Site Supervisor Unit. Except as specifically
amended or excluded by this Side Letter, all other terms and conditions of the MOU
between Contra Costa County and PEU AFSCME, Local One, Site Supervisor Unit (July
1, 2022 - June 30, 2026) remain unchanged by this Side Letter.
Date: ___________
Contra Costa County: PEU AFSCME, Local One,
Site Supervisor unit:
(Signature / Printed Name) (Signature / Printed Name)
_______________ / _______________ _______________ / _______________
_______________ / _______________ _______________ / _______________
_______________ / _______________ _______________ / _______________
_______________ / _______________ _______________ / _______________
_______________ / _______________ _______________ / _______________
Jeff ApkarianKristin Owen
September 25, 2024
David Sanford
1025 ESCOBAR STREET
MARTINEZ, CA 94553CONTRA COSTA COUNTY
Legislation Details (With Text)
File #: Version:124-3431 Name:
Status:Type:Consent Item Passed
File created:In control:10/9/2024 BOARD OF SUPERVISORS
On agenda:Final action:10/22/2024 10/22/2024
Title:ADOPT Ordinance No. 2024-19 amending the County Ordinance Code to exempt from the merit
system the new classifications of Labor Relations Supervisor-Exempt, Senior Labor Relations Analyst-
Exempt, Labor Relations Analyst-Exempt and delete the classifications of Manager Capital Facilities
and Debt Management-Exempt and Director of the Office of Children’s Services-Exempt. (No fiscal
impact)
Attachments:1. Ordinance No. 2024-19, 2. Signed Ordinance No. 2024-19.pdf
Action ByDate Action ResultVer.Tally
approvedBOARD OF SUPERVISORS10/22/2024 1 Pass
To:Board of Supervisors
From:Monica Nino, County Administrator
Report Title:Adopt Ordinance No. 2024-19 Exempting Positions from the Merit System - County
Administrator’s Office
☒Recommendation of the County Administrator ☐ Recommendation of Board Committee
RECOMMENDATIONS:
ADOPT Ordinance No. 2024-19 amending the County Ordinance Code to exempt from the merit system the
new classifications of Labor Relations Supervisor-Exempt, Senior Labor Relations Analyst-Exempt, Labor
Relations Analyst-Exempt and delete the classifications of Manager Capital Facilities and Debt Management-
Exempt and Director of the Office of Children’s Services-Exempt.
FISCAL IMPACT:
No fiscal impact related to this action. Today’s action adopts an ordinance to exempt certain positions from the
merit system and to remove references to certain job classifications that were previously exempt from the merit
system but have since been abolished. A subsequent action will be submitted to the Board of Supervisors for
approval to effectuate the organizational changes within the County Administrator’s Office, Labor Relations
division as outlined in this staff report following formal adoption of Ordinance No. 2024-19.
BACKGROUND:
Beginning in 2022, the County Administrator’s Office (CAO) undertook a process to comprehensively review
job classifications within the department. The goal has been to conduct holistic reviews at the division level, to
ensure that classifications 1) appropriately reflect current job responsibilities, 2) have clear career paths
outlined for the professional growth and development of staff and 3) provide compensation reflective of job
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responsibilities and labor market expectations.
Review of General Administration Division Functions
In 2022, the CAO completed its first division level review of job classifications within its General
Administration division, which is responsible for day-to-day operations of the County, policy development and
review, budget monitoring and development along with capital planning, debt management and legislative
affairs. Ultimately, that process resulted in the prospective restructuring of existing job classifications from the
merit system to being exempt from the merit system as current employees separate from County service and
new recruitments are conducted in the classifications of Management Analyst, Senior Management Analyst and
Senior Deputy County Administrator. The CAO also reactivated the classification of Deputy County
Administrator, which had previously been unused for close to 20 years. In addition, the CAO worked with the
Human Resources department to modernize the minimum qualifications and experiential requirements related
to these job classifications, including development of an entry-level pipeline allowing the department access to
recent college graduates looking to begin a career in local government.
Review of Labor Relations Division Functions
In 2024, the CAO began its holistic review of the Labor Relations division with similar goals to those of the
General Administration division. A separate dimension of this review included a desire to conduct an impartial
compensation and organizational review for several reasons, including 1) over the preceding two years the
Human Resources department had recommended salary reallocations to certain classifications within that
department based on difficult labor market conditions to attract experienced staff and 2) a change in reporting
structure in 2021 following the retirement of the previous County Finance Director resulting in a change in
responsibilities of the Chief of Labor Relations and reporting to the County Administrator has led to an
evolution of responsibilities of the existing Principal Labor Relations Analyst. Specifically, the Principal Labor
Relations Analyst has assumed a new level of supervisory responsibility, which had not previously been
embedded within that role. 3) Recognizing the difference in roles, responsibilities and expectations between the
Labor Relations division and the Human Resources department.
Selection of Outside Consultant
In January 2024, the CAO conducted informal outreach to public sector consulting firms familiar with the
County’s operations to gauge interest in assisting with a salary and organizational study of the Labor Relations
divisions. Following consultation meetings with Citygate Associates (Citygate) and Harvey Rose & Associates,
Citygate was selected to perform this work. Both firms were well qualified to complete the requested scope of
work; however, the Citygate team was led by Mr. Marc Fox, retired Solano County Director of Human
Resources and former Assistant City Manager for the City of Pittsburg. Given Mr. Fox’s experience in human
resources and familiarity with the County, the CAO executed a contract with Citygate in an amount not to
exceed $13,500 to conduct this study on February 9, 2024 and work commenced immediately thereafter.
Summary of Major Study Findings and Recommendations
On April 30, 2024, Citygate issued a final report to the County with findings and recommendations related to
the Labor Relations Division, including observations about the relationship between department and central
human resources staff, market compensation data and proposed solutions to address internal inequities.
Ultimately, Citygate delivered the study on time and under budget with a total cost to the County of $11,519.
Below is a summary of major findings and recommendations:
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1.Chief of Labor Relations Salary. The County requested that Citygate review the market compensation
data for the Chief of Labor Relations classifications using the County’s typical comparison counties as
well as a secondary analysis of which comparison counties provide central labor relations services
specifically to county hospital functions. This is an important element and indicator of the level of
sophistication required of a central labor relations function versus one that is standalone within a
hospital system. Based on each review, the study found that the County’s Chief of Labor Relations
classification was compensated at 11.75% greater than the median of all comparable counties, but was
1.43% less than the median of the subset of three counties that provide labor relations services to county
hospital systems from that County’s central labor relations function.
2.Labor Relations Analyst II Salary. The County also requested that Citygate review the market
compensation data for the Labor Relations Analyst II classification using the typical comparison
counties. This classification is the Labor Relations divisions’ journey level classification within the
established career path. Based on the review, the study found that the Labor Relations Analyst II
classification was compensated at 4.71% below the median of all comparable counties.
3.Evolution of Principal Labor Relations Analyst to Labor Relations Supervisor. Since the establishment
of the Chief of Labor Relations classification July 27, 2021, the incumbent of that position has become
responsible for leading the development of overall labor relations strategy options for the Board of
Supervisors and executive leadership. Previously, the County Administrator’s Office provided this level
of strategy oversight from the General Administration division and the since abolished classification of
Labor Relations Manager carried out that strategy and managed the day-to-day functions of employee
relations across the County.
Over the past three years as the role of the Chief of Labor Relations has become more established, there
has been a natural assumption of supervisory duties over that time for certain tasks within the Labor
Relations division by the Principal Labor Relations Analyst, although this is not currently established as
a supervisory position. The Citygate study recommends that this new supervisory role be codified in the
organizational structure of the division; specifically, that the Principal Labor Relations Analyst
classification be abolished and replaced with a Labor Relations Supervisor classification. This also adds
a layer of organizational succession planning and stability in cases where the Chief of Labor Relations
may be unavailable to the Board of Supervisors or the County Administrator.
In terms of establishing compensation for this new position, Citygate reviewed the internal alignment of
like classifications within the Human Resources department. Specifically, Citygate is recommending
that the top salary step for the new classification of Labor Relations Supervisor be established at a rate
of 20.7% above the top salary step of the Labor Relations Analyst II classification. This reflects the
current internal convention applied between the Human Resources Supervisor classification and the
Human Resources Analyst classification.
4.Transition to Consistent Five (5) Step Salary Range. Currently, the Labor Relations division uses a
mixed approach to the number of salary steps within the salary range for certain job classifications. For
example, the Labor Relations Technician classification has five (5) salary steps with the other labor
relations-based classifications having seven (7) salary steps. Similar jobs classifications within central
and department human resources job classifications typically have five (5) steps within the salary range.
To complete this step reduction, it is recommended that steps 1 and 2 of each impacted classification be
deleted (for example, the current step 3 will become the new step 1, etc. for each impacted job
classification).
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Summary of Proposed Reorganization
Subsequent to delivery of the study by Citygate, the County Administrator’s Office reviewed the proposed
recommendations, including the major findings and recommendations above. In addition to the proposed
recommendations by Citygate, it was determined that the analyst and supervisory positions within the Labor
Relations division should be exempted from the merit system, similar to the process undertaken in 2022 for
other County Administrator department classifications given the nature of the work and similar applications of
at-will status among executive department classifications across the state. Based on the Citygate
recommendations and the application of exempt status to Labor Relations division classifications, below is a
comparison summary of the current and proposed organizational structures of the Labor Relations division
reflecting proposed changes in titles, compensation amounts (as outlined above), revisions to step counts and
impacts on compaction between classifications:
Current Monthly Annually No. Steps
Compaction
(Top Step)
Chief of Labor Relations-Exempt $19,923.39 $239,080.72 7 39.3%
Principal Labor Relations Analyst $14,299.14 $171,589.70 7 10.0%
Labor Relations Analyst II $13,002.56 $156,030.71 7 15.6%
Labor Relations Analyst I $11,252.46 $135,029.54 7 46.6%
Labor Relations Technician $7,678.27 $92,139.26 5
Proposed Notes
Chief of Labor Relations-Exempt $20,208.30 $242,499.57 5 23.0%1.43%
Labor Relations Supervisor-Exempt $16,433.28 $197,199.37 5 20.7%20.7% above Senior LA (LAII)
Senior Labor Relations Analyst-Exempt$13,614.98 $163,379.76 5 21.0%4.71%
Labor Relations Analyst-Exempt $11,252.46 $135,029.54 5 46.5%No change
Labor Relations Technician $7,678.27 $92,139.26 5 No change
On October 8, 2024, the Board of Supervisors introduced Ordinance No. 2024-19 which exempts certain
classifications within the Labor Relations division from the merit system as outlined above and fixed October
22, 2024 for adoption. In addition, the ordinance introduced proposed to delete reference to two (2), previously
abolished job classifications that were formerly exempt from the merit system.
Today’s action requests that the Board formally adopt Ordinance No. 2024-19, which will take effect thirty
days following the date of action by the Board. Following adoption of this ordinance, the County
Administrator’s Office will return to the Board of Supervisors with a subsequent item to effectuate the
reorganization of the Labor Relations division as outlined in the staff report above.
CONSEQUENCE OF NEGATIVE ACTION:
Ordinance No. 2024-19 will not be formally adopted by the Board of Supervisors and a future date will need to
be fixed for adoption should the Board wish to proceed with exempting classifications from the merit system.
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Legislation Details (With Text)
File #: Version:124-3432 Name:
Status:Type:Consent Item Passed
File created:In control:10/10/2024 BOARD OF SUPERVISORS
On agenda:Final action:10/22/2024 10/22/2024
Title:AUTHORIZE and APPROVE the County Administrator, or designee, to execute a change order to
increase the payment limit by $2.5 million dollars, to a new payment limit of $103.5 million dollars with
Sletten Construction Company, a Montana Corporation for the construction of the West County Re-
entry, Treatment and Housing project. (68% State Grant Funds, 32% General Fund Capital Reserves)
Attachments:
Action ByDate Action ResultVer.Tally
approvedBOARD OF SUPERVISORS10/22/2024 1 Pass
To:Board of Supervisors
From:Monica Nino, County Administrator
Report Title:Change Order for West County Reentry, Treatment and Housing (WRTH) project
☒Recommendation of the County Administrator ☐ Recommendation of Board Committee
RECOMMENDATIONS:
AUTHORIZE and APPROVE the County Administrator, or designee, to execute a change order to increase the
payment limit by $2.5 million dollars, to a new payment limit of $103.5 million dollars with Sletten
Construction Company, a Montana Corporation for the construction of the West County Re-entry, Treatment
and Housing project.
FISCAL IMPACT:
No fiscal impact. This action moves contingency funds already in the overall project budget of $126.5 million
into the construction contract but does not increase the already approved overall project budget. State funding
of $70 million has been approved and is funding the majority of the construction costs.
BACKGROUND:
Sletten Construction was awarded the contract to build the West County Re-entry, Treatment and Housing
(WRTH) project on December 7, 2021. The project is a 288 bed, five housing unit, detention facility with a
complete medical clinic built into the facility. Two of the five housing units, comprising 96 beds, are
specialized for the treatment of detainees with medical and mental health issues. The facility also includes
visitation, including family visitation areas, classrooms and training facilities and space for non-governmental
service providers to deliver re-entry services to the detainee population. The majority of the funding for the
project is from a State of California grant in the amount of $70 million dollars. However, delays on the part of
the State in giving final approval of the grant and permission to proceed with the project have led to cost
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escalations in the project during this period of extensive construction cost inflation.
In addition, several of the authorities that have jurisdiction over aspects of the project including Pacific Gas and
Electric and the West County Wastewater District have imposed new and previously unknown requirements
that have created additional project costs.
CONSEQUENCE OF NEGATIVE ACTION:
Failure to approve the change order would impact the schedule of completion and potentially cause work to be
unfinished.
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Legislation Details (With Text)
File #: Version:124-3433 Name:
Status:Type:Consent Item Passed
File created:In control:10/2/2024 BOARD OF SUPERVISORS
On agenda:Final action:10/22/2024 10/22/2024
Title:APPROVE amended Conflict of Interest Code for the Pittsburg Unified School District, including the
list of designated positions, as recommended by County Counsel.
Attachments:1. Exhibit A - Conflict of Interest Code for the Pittsburg Unified Schood District, 2. Exhibit B - Conflict
of Interest Code for the Pittsburg Unified School District - REDLINE
Action ByDate Action ResultVer.Tally
approvedBOARD OF SUPERVISORS10/22/2024 1 Pass
To:Board of Supervisors
From:Thomas L. Geiger, County Counsel
Report Title:Conflict of Interest Code for the Pittsburg Unified School District
☒Recommendation of the County Administrator ☐ Recommendation of Board Committee
RECOMMENDATIONS:
APPROVE amended Conflict of Interest Code for the Pittsburg Unified School District (“District”), including
the list of designated positions.
FISCAL IMPACT:
None.
BACKGROUND:
The District has amended its Conflict of Interest Code and submitted the revised code, attached as Exhibit A to
the Board for approval pursuant to Government Code sections 87306 and 87306.5.
The changes include revisions to the list of positions designated to file conflict of interest statement to add one
position and revise the titles of six positions. These changes will ensure that the Conflict of Interest Code
accurately reflects the current positions and organizational structure in use by the District. A red-lined version
of the Conflict of Interest Code is attached as Exhibit B.
CONSEQUENCE OF NEGATIVE ACTION:
None.
cc:Monica Nino,Clerk of the Board of Supervisors;Kurtis C.Keller,Deputy County Counsel;Janet
Schulze, Ed.D., Superintendent
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Legislation Details (With Text)
File #: Version:124-3434 Name:
Status:Type:Consent Item Passed
File created:In control:10/7/2024 BOARD OF SUPERVISORS
On agenda:Final action:10/22/2024 10/22/2024
Title:APPROVE amended Conflict of Interest Code for the Liberty Union High School District, as
recommended by County Counsel.
Attachments:1. Exhibit A - Conflict of Interest Code of the Liberty Union High School District, 2. Exhibit B - Conflict
of Interest Code of the Liberty Union High School District - REDLINE
Action ByDate Action ResultVer.Tally
approvedBOARD OF SUPERVISORS10/22/2024 1 Pass
To:Board of Supervisors
From:Thomas L. Geiger, County Counsel
Report Title:Conflict of Interest Code for the Liberty Union High School District
☒Recommendation of the County Administrator ☐ Recommendation of Board Committee
RECOMMENDATIONS:
APPROVE amended Conflict of Interest Code for the Liberty Union High School District (“District”, including
the list of designated positions.
FISCAL IMPACT:
None.
BACKGROUND:
The District has amended its Conflict of Interest Code and submitted the revised code, attached as Exhibit A, to
the Board for approval pursuant to Government Code sections 87306 and 87306.5.
The changes include the removal of gendered pronouns resulting in a gender-neutral Conflict of Interest Code.
The changes are shown in the red-line version of the Conflict of Interest Code, attached as Exhibit B.
CONSEQUENCE OF NEGATIVE ACTION:
None.
cc:Monica Nino, Clerk of the Board of Supervisors; Kurtis C. Keller, Deputy County Counsel; Eric Volta,
Superintendent, Liberty Union High School District
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Legislation Details (With Text)
File #: Version:124-3435 Name:
Status:Type:Consent Item Passed
File created:In control:10/7/2024 BOARD OF SUPERVISORS
On agenda:Final action:10/22/2024 10/22/2024
Title:APPROVE amended list of designated positions for the Conflict of Interest Code for the San Ramon
Valley Fire Protection District, as recommended by County Counsel.
Attachments:1. Exhibit A - SRVFPD Conflict of Interest Code Designated Positions, 2. Exhibit B - SRVFPD Conflict
of Interest Code Designated Positions - REDLINE
Action ByDate Action ResultVer.Tally
approvedBOARD OF SUPERVISORS10/22/2024 1 Pass
To:Board of Supervisors
From:Thomas L. Geiger, County Counsel
Report Title:Conflict of Interest Code for the San Ramon Valley Fire Protection District
☒Recommendation of the County Administrator ☐ Recommendation of Board Committee
RECOMMENDATIONS:
APPROVE amended list of designated positions for the Conflict of Interest Code for the San Ramon Valley
Fire Protection District (“District”).
FISCAL IMPACT:
None.
BACKGROUND:
The District has amended the list of designated positions, which is Exhibit A in its Conflict of Interest Code,
and submitted the revised exhibit, attached as Exhibit A, to the Board for approval pursuant to Government
Code sections 87306 and 87306.5. The changes include the addition of two positions and deletion of one
position designated to file conflict of interest statements. These changes will ensure that the Conflict of Interest
Code accurately reflects the current positions and organizational structure in use by the District. A red-lined
version of the list of designated positions is attached as Exhibit B.
CONSEQUENCE OF NEGATIVE ACTION:
None.
cc:Monica Nino, Clerk of the Board of Supervisors; Kurtis C. Keller, Deputy County Counsel; Stephanie
Brendlan, District Clerk, San Ramon Valley Fire Protection District
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Legislation Details (With Text)
File #: Version:124-3436 Name:
Status:Type:Consent Item Passed
File created:In control:10/2/2024 BOARD OF SUPERVISORS
On agenda:Final action:10/22/2024 10/22/2024
Title:RECEIVE public report of litigation settlement agreements that became final during the period
September 1, 2024, through September 30, 2024.
Attachments:
Action ByDate Action ResultVer.Tally
approvedBOARD OF SUPERVISORS10/22/2024 1 Pass
To:Board of Supervisors
From:Thomas L. Geiger, County Counsel
Report Title:Public report of litigation settlement agreements that became final during the period September
1, 2024, through September 30, 2024.
☒Recommendation of the County Administrator ☐ Recommendation of Board Committee
RECOMMENDATIONS:
RECEIVE public report of litigation settlement agreements that became final during the period September 1,
2024, through September 30, 2024.
FISCAL IMPACT:
Settlement amounts are listed below.
BACKGROUND:
Four agreements to settle pending litigation, as defined in Government Code section 54956.9, became final
during the period September 1, 2024, through September 30, 2024.
Perez v. Contra Costa County, et al.; Contra Costa County Superior Court, Case Number C23-01552. On July
9, 2024, the Board of Supervisors approved a settlement in this personal injury case arising out of an
automobile accident involving a county employee. The Board approved the settlement for $200,000 in closed
session by a vote of 5-0. The settlement agreement was fully executed on September 26, 2024. The funding
source is the Risk Management Liability Internal Service Fund.
In Re Claim of Irene Graham. On September 10, 2024, the Board of Supervisors approved a settlement in this
employment matter arising out of claimant’s employment with the Health Services Department. The Board
approved the settlement for $499,000 in closed session by a vote of 5-0. The settlement agreement was fully
executed on September 17, 2024. The funding sources are Risk Management Liability Internal Service Fund
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and the Health Services Department.
Contra Costa County v. D.S. Properties 17, LP, et al.; Contra Costa County Superior Court, Case Number C21-
00372 and Contra Costa County v. WC Properties (Edens), LLC, et al.;Contra Costa County Superior Court,
Case No. C22-01451. The County filed these two eminent domain actions to acquire property rights for the
County’s Danville Boulevard/Orchard Court Complete Streets Improvements project, in Alamo. In the WC
Properties (Edens) matter, on June 4, 2024, in closed session by a 5-0 vote, the Board of Supervisors approved
a settlement with tenant Peet’s Coffee, to pay Peet’s Coffee $5,000 for its damages. The court entered a
stipulated judgment in this case on September 12, 2024. In the D.S. Properties matter, on April 26, 2022, in
closed session by a 5-0 vote, the Board of Supervisors approved a settlement with tenant Wells Fargo Bank, to
pay Wells Fargo $85,000 for its damages. On February 28, 2023, in closed session by a 5-0 vote, the Board of
Supervisors approved a settlement with the owner of the property, W.C. Properties, LLC (Edens), to pay Edens
$875,000 for its interest in the property being acquired and all damages. The court entered a stipulated
judgment in this case on August 16, 2023. The funding sources for these settlements are Highway Safety
Improvement Program Cycle 8 Federal Funds, Measure J Regional Funds, and County Road Funds.
CONSEQUENCE OF NEGATIVE ACTION:
The report would not be accepted.
cc: Monika L. Cooper, Assistant County Counsel; Karen Caoile, Director, Risk Management
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Legislation Details (With Text)
File #: Version:1RES 2024-
368
Name:
Status:Type:Consent Resolution Passed
File created:In control:9/30/2024 BOARD OF SUPERVISORS
On agenda:Final action:10/22/2024 10/22/2024
Title:ADOPT Resolution No. 2024-368 to approve and authorize the District Attorney, or designee, to apply
for, accept, and execute a grant award agreement, including any modifications or extensions thereof,
pursuant to State guidelines, with the California Governor's Office of Emergency Services (Cal OES),
Victim Services & Public Safety Branch, in an amount not to exceed $147,000, to fund the Human
Trafficking Advocacy Program, for the period January 1, 2025 through December 31, 2025. (100%
State)
Attachments:
Action ByDate Action ResultVer.Tally
approvedBOARD OF SUPERVISORS10/22/2024 1 Pass
To: Board of Supervisors
From:Diana Becton, District Attorney
Report Title:Human Trafficking Advocacy (HA) Program Grant for the Period January 1, 2025 through
December 31, 2025
☒Recommendation of the County Administrator ☐ Recommendation of Board Committee
RECOMMENDATIONS:
ADOPT a Resolution to approve and authorize the District Attorney, or designee, to apply for, accept, and
execute a grant award agreement, including any modifications or extensions thereof, pursuant to State
guidelines, with the California Governor's Office of Emergency Services (Cal OES), Victim Services & Public
Safety Branch, in an amount not to exceed $147,000, for funding of the Human Trafficking Advocacy Program
for the period January 1, 2025 through December 31, 2025.
FISCAL IMPACT:
The District Attorney will receive up to $147,000 to fund human trafficking advocacy efforts. This funding
requires a 20% match, and the department will request a full match waiver as allowed by the grantor.
BACKGROUND:
The District Attorney is seeking to apply for grant funds that will focus on identifying and assisting victims of
human trafficking. If the grant is approved, the District Attorney will continue to employ a victim advocate to
provide critically important services to victims of sex trafficking and labor trafficking in Contra Costa County.
Additionally, the advocate would work collaboratively with law enforcement, community organizations and the
county human trafficking coalition to increase awareness about human trafficking and provide training and
outreach to the community.
CONSEQUENCE OF NEGATIVE ACTION:
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File #:RES 2024-368,Version:1
The District Attorney will be unable to apply for and accept the grant.
THE BOARD OF SUPERVISORS OF CONTRA COSTA COUNTY, CALIFORNIA
and for Special Districts, Agencies and Authorities Governed by the Board
IN THE MATTER OF Human Trafficking Advocacy (HA) Advocacy Program Grant Award for the period
January 1, 2025 through December 31, 2025.
WHEREAS, the Board of Supervisors, Contra Costa County, desires to undertake a certain project designated
as the Human Trafficking Advocacy Program to be funded in part from funds made available under the
authority of the California Governor's Office of Emergency Services (Cal OES), Victim Services & Public
Safety Branch.
NOW, THEREFORE, BE IT RESOLVED that the District Attorney of the County of Contra Costa is authorized
to execute, on behalf of the Board of Supervisors, the Grant Award Agreement, including any extensions or
amendments thereof.
BE IT FURTHER RESOLVED that the grant funds received hereunder shall not be used to supplant
expenditures previously authorized or controlled by this body.
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File #:RES 2024-368,Version:1
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Legislation Details (With Text)
File #: Version:124-3438 Name:
Status:Type:Consent Item Passed
File created:In control:9/16/2024 BOARD OF SUPERVISORS
On agenda:Final action:10/22/2024 10/22/2024
Title:APPROVE and AUTHORIZE the Purchasing Agent, or designee to execute on behalf of the
Employment and Human Services Director a purchase order with OmniPro LLC to procure
approximately 600 Lenovo desktop computers in an amount not to exceed $720,395 for the period
September 1, 2024 through June 30, 2025. (59% Federal, 35% State, 6% County)
Attachments:
Action ByDate Action ResultVer.Tally
approvedBOARD OF SUPERVISORS10/22/2024 1 Pass
To:Board of Supervisors
From:Marla Stuart, Employment and Human Services Director
Report Title:20-366-4 (Admin) EHSD Justification for PC Acquisition
☒Recommendation of the County Administrator ☐ Recommendation of Board Committee
RECOMMENDATIONS:
APPROVE and AUTHORIZE the Purchasing Agent, or designee to execute on behalf of the Employment and
Human Services Director a purchase order with OmniPro LLC to procure approximately 600 Lenovo desktop
computers in an amount not to exceed $720,395 for the period September 1, 2024 through June 30, 2025.
FISCAL IMPACT:
$720,395: 59% Federal, 35% State, 6% County General Fund; all of which is budgeted in FY24/25
BACKGROUND:
The Employment and Human Services Department (EHSD), needs to replace personal computers (PCs) to
support Windows 10. This purchase order will support new hires and upgrade a portion of our public use PC’s
to Windows 10.
The Board approved the initial purchase order on April 27, 2021 (C.52) and renewed with Board approval on
April 12, 2022 (C.77) and again on October 24, 2023 (24-0173). This vendor was selected per procurement
requirements outlined in Administrative Bulletin 600.3.
CONSEQUENCE OF NEGATIVE ACTION:
The County, Employment and Human Services Department, will be unable to go forward with this technology
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upgrade.
CHILDREN'S IMPACT STATEMENT:
This purchase order supports all five of the community outcomes established in the Children's Report Card: (1)
"Children Ready for and Succeeding in School"; (2) "Children and Youth Healthy and Preparing for Productive
Adulthood";(3)"Families that are Economically
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Legislation Details (With Text)
File #: Version:124-3439 Name:
Status:Type:Consent Item Passed
File created:In control:9/27/2024 BOARD OF SUPERVISORS
On agenda:Final action:10/22/2024 10/22/2024
Title:APPROVE and AUTHORIZE the Purchasing Agent, or designee, to execute on behalf of the
Employment and Human Services Director, a purchase order and related agreement with 360Civic in
an amount not to exceed $27,225 for the purchase of IronWall Online Privacy Service, a web-based
service to protect the Personal Identifiable Information of employees and their families for a period of
twelve (12) months from initial implementation once the County purchase order has been issued.
(59% Federal, 35% State, 6% County)
Attachments:
Action ByDate Action ResultVer.Tally
approvedBOARD OF SUPERVISORS10/22/2024 1 Pass
To:Board of Supervisors
From:Marla Stuart, Employment and Human Services Director
Report Title:20-589-0 (CFS) PO for 360Civic Ironwall Online Privacy Service, a web-based service to
protect Personal Identifiable Information
☒Recommendation of the County Administrator ☐ Recommendation of Board Committee
RECOMMENDATIONS:
APPROVE and AUTHORIZE the Purchasing Agent, or designee, to execute on behalf of the Employment and
Human Services Director, a purchase order and related agreement with 360Civic in an amount not to exceed
$27,225 for the purchase of IronWall Online Privacy Service a web-based service to protect the Personal
Identifiable Information of employees and their families for a period of twelve (12) months from initial
implementation once the County purchase order has been issued.
FISCAL IMPACT:
$27,225; 59% Federal, 35% State, 6% County, all of which is budgeted in FY 24-25.
BACKGROUND:
Child Welfare Staff are among the professionals who are at high risk of being targeted online or in real life
because of their job function. The large volume of personal identifiable information (PII) available on the
internet can create a potential risk to the safety of social workers. It is imperative their identities are protected to
minimize threats/retaliation, or inappropriate use of information by their clients who are disgruntled due to the
nature of the employee’s work.
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File #:24-3439,Version:1
360Civic’s IronWall Online Privacy Service has a proven ability at finding and removing Personal Identifiable
Information from online databases, and to maintain that protection on an ongoing basis. Privacy status reports
are updated in real-time and available 24/7 via their custom and secure online portal. A detailed onboarding
process, including training on how to use and tailor the portal to the specific employee and their family, is
provided, as well as ongoing support. 275 Employees and their families are then protected from improper use
of their PII. This purchase order includes a service agreement that includes a limitation of liability. The vendor
was selected per procurement requirements outlined in Administrative Bulletin 600.3.
CONSEQUENCE OF NEGATIVE ACTION:
The consequence of a negative action would be Child Welfare Workers being exposed to unnecessary risk due
to the availability of PII to the general public.
CHILDREN’S IMPACT STATEMENT:
This contract supports all of the community outcomes established in the Children's Report Card: (1) "Children
Ready for and Succeeding in School"; (2) "Children and Youth Healthy and Preparing for Productive
Adulthood"; (3) "Families that are Economically Self Sufficient"; (4) "Families that are Safe, Stable and
Nurturing"; and (5) "Communities that are Safe and Provide a High Quality of Life for Children and
Families," by assisting individuals with training and employment services to encourage self-sufficiency.
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Legislation Details (With Text)
File #: Version:124-3440 Name:
Status:Type:Consent Item Passed
File created:In control:10/11/2024 BOARD OF SUPERVISORS
On agenda:Final action:10/22/2024 10/22/2024
Title:APPROVE and AUTHORIZE the Employment and Human Services Director, or designee, to execute
an agreement with Meals on Wheels of Contra Costa, Inc. that outlines obligations and responsibilities
for the home delivered meals program for older adults for the period of July 1, 2024 through June 30,
2025. (No Fiscal Impact)
Attachments:
Action ByDate Action ResultVer.Tally
approvedBOARD OF SUPERVISORS10/22/2024 1 Pass
To:Board of Supervisors
From:Marla Stuart, Employment and Human Services Director
Report Title:Interagency Agreement 40-467 Meals on Wheels of Contra Costa
☒Recommendation of the County Administrator ☐ Recommendation of Board Committee
RECOMMENDATIONS:
APPROVE and AUTHORIZE the Employment and Human Services Director, or designee, to execute an
interagency agreement with Meals on Wheels of Contra Costa, Inc. that outlines obligations and responsibilities
for the home delivered meals program for older adults for the period of July 1, 2024 through June 30, 2025.
FISCAL IMPACT:
There is no fiscal impact for this agreement.
BACKGROUND:
The Area Agency on Aging (AAA), a division of EHSD’s Aging & Adult Services bureau, administers a senior
nutrition program that provides home delivered and congregate meals for older adults. The AAA provides
funding to community-based partners that assess clients, produce, and deliver meals. Meals on Wheels of
Contra Costa, Inc. (MOWCC) is a nonprofit agency established in 1990 that raised funds to support the meal
program. Prior to fiscal year 2023/2024, the AAA subcontracted administration of the senior nutrition program
to the Public Health Division of the Health Services Department of Contra Costa County.
Public Health made the decision to transition administration of the program back to the AAA effective fiscal
year 2023/2024. As a result, the AAA and MOWCC seek to continue a relationship in support of the senior
nutrition support. Under the terms of the agreement, MOWCC will pay invoices directly to Trio Community
Meals, LLC, the company that produces meals. The AAA will monitor providers, reconcile invoices, and
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provide reports of meals ordered and delivered.
CONSEQUENCE OF NEGATIVE ACTION:
The Employment and Human Services Department would not have an agreement with Meals on Wheels of
Contra Costa, Inc.
CHILDREN’S IMPACT STATEMENT
This agreement supports one of Contra Costa County’s community outcomes of the Children’s Report Card, (4)
Families that are Safe, Stable and Nurturing.
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Legislation Details (With Text)
File #: Version:124-3441 Name:
Status:Type:Consent Item Passed
File created:In control:9/23/2024 BOARD OF SUPERVISORS
On agenda:Final action:10/22/2024 10/22/2024
Title:APPROVE and AUTHORIZE the Employment and Human Services Director, or designee, to execute
a contract with We Care Services for Children, in an amount not to exceed $616,402, to provide state
preschool services for the period July 1, 2024, through June 30, 2026. (100% State)
Attachments:
Action ByDate Action ResultVer.Tally
approvedBOARD OF SUPERVISORS10/22/2024 1 Pass
To:Board of Supervisors
From:Marla Stuart, Employment and Human Services Director
Report Title:Contract # 38-910-24 (CSB) We Care Services for Children State Preschool Services
☒Recommendation of the County Administrator ☐ Recommendation of Board Committee
RECOMMENDATIONS:
APPROVE and AUTHORIZE the Employment and Human Services Director, or designee, to execute a
contract with We Care Services for Children, in an amount not to exceed $616,402, to provide state preschool
services for the period July 1, 2024, through June 30, 2026.
FISCAL IMPACT:
$616,402; 100% State funded (California Department of Education) of which $336,053 is budgeted in FY
24/25, $280,349 of which will be budgeted in FY 25/26
BACKGROUND:
Contra Costa County receives funds from California Department of Education (CDE) to provide State
Preschool services to program eligible County residents. In order to provide a wider distribution of services to
County residents, the County contracts with a number
of community-based organizations. This contract with We Care Services for Children will provide childcare
services for 24 children enrolled in the We Care Services for Children program.
The last Board approval for this contract was on June 21, 2022 (C.128) for the 22/23 Fiscal Year.
CONSEQUENCE OF NEGATIVE ACTION:
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Should the proposed action not be approved by the Board of Supervisors, the County will be limited in offering
childcare availability through partnership with community-based agencies.
CHILDREN'S IMPACT STATEMENT:
This agreement/contract supports 3 of the community outcomes established in the Children's Report Card: (1)
"Children Ready for and Succeeding in School"; (3)"Families that are Economically Self-Sufficient"; (4)
"Families that are Safe, Stable and Nurturing."
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Legislation Details (With Text)
File #: Version:124-3442 Name:
Status:Type:Consent Item Passed
File created:In control:10/9/2024 BOARD OF SUPERVISORS
On agenda:Final action:10/22/2024 10/22/2024
Title:APPROVE and AUTHORIZE the Employment and Human Services Director, or designee, to execute
a contract with Richmond Elementary School, in an amount not to exceed $1,190,984, to provide
state preschool services for the period July 1, 2024, through June 30, 2026. (100% State)
Attachments:
Action ByDate Action ResultVer.Tally
approvedBOARD OF SUPERVISORS10/22/2024 1 Pass
To:Board of Supervisors
From:Marla Stuart, Employment and Human Services Director
Report Title:Contract # 38-486 (CSB) Richmond Elementary School State Preschool Services
☒Recommendation of the County Administrator ☐ Recommendation of Board Committee
RECOMMENDATIONS:
APPROVE and AUTHORIZE the Employment and Human Services Director, or designee, to execute a
contract with Richmond Elementary School, in an amount not to exceed $1,190,984, to provide state preschool
services for the period July 1, 2024, through June 30, 2026.
FISCAL IMPACT:
$1,190,983.20: 100% State funded (California Department of Education) of which $651,195.60 is budgeted in
FY 24/25, $539,787.60 will be budgeted in FY 25/26.
BACKGROUND:
Contra Costa County receives funds from California Department of Education (CDE) to provide State
Preschool services to program eligible County residents. To provide a wider distribution of services to County
residents, the County contracts with a number of community-based organizations. This contract with Richmond
Elementary School will provide childcare services for forty-eight (48) children enrolled in the childcare
program. This vendor was selected per procurement requirements outlined in Administrative Bulletin 600.3.
The last Board approval for this contract was on May 16, 2023 (C.21) for the 23/24 Fiscal Year. The contract
contains a clause for the Contractor to indemnify the State. The delay in processing this contract is due a
change in the state formula which required the Department to make changes to the payment provisions to align
with the Department of Education’s contract terms.
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CONSEQUENCE OF NEGATIVE ACTION:
Should the proposed action not be approved by the Board of Supervisors, the County will be limited in offering
childcare availability through partnership with community-based agencies.
CHILDREN'S IMPACT STATEMENT:
This contract supports three (3) of the community outcomes established in the Children's Report Card: (1)
"Children Ready for and Succeeding in School"; (3)"Families that are Economically Self-Sufficient"; (4)
"Families that are Safe, Stable and Nurturing."
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Legislation Details (With Text)
File #: Version:124-3443 Name:
Status:Type:Consent Item Passed
File created:In control:10/9/2024 BOARD OF SUPERVISORS
On agenda:Final action:10/22/2024 10/22/2024
Title:APPROVE and AUTHORIZE the Employment and Human Services Director, or designee, to execute
a contract with Little Angels Country School LLC, in an amount not to exceed $612,476, to provide
state preschool services for the period July 1, 2024, through June 30, 2026. (100% State)
Attachments:
Action ByDate Action ResultVer.Tally
approvedBOARD OF SUPERVISORS10/22/2024 1 Pass
To:Board of Supervisors
From:Marla Stuart, Employment and Human Services Director
Report Title:Approve contract # 38-270 (CSB) Little Angels Country School LLC for State Preschool
Services
☒Recommendation of the County Administrator ☐ Recommendation of Board Committee
RECOMMENDATIONS:
APPROVE and AUTHORIZE the Employment and Human Services Director, or designee, to execute a
contract with Little Angels Country School LLC, in an amount not to exceed $612,476, to provide state
preschool services for the period July 1, 2024, through June 30, 2026.
FISCAL IMPACT:
$612,475.20; 100% State funded (California Department of Education) of which $336,621.60 is budgeted in
FY 24/25, $275,853.60 will be budgeted in FY 25/26.
BACKGROUND:
Contra Costa County receives funds from California Department of Education (CDE) to provide State
Preschool services to program eligible County residents. To provide a wider distribution of services to County
residents, the County contracts with a number of community-based organizations. This contract with Little
Angels Country School LLC will provide childcare services for 24 children enrolled in the childcare program.
This vendor was selected per procurement requirements outlined in Administrative Bulletin 600.3.
The last Board approval for this contract was on June 13, 2023 (C.108) for the 23/24 Fiscal Year. The delay in
processing this contract is due a change in the state formula which required the Department to make changes to
the payment provisions to align with the Department of Education’s contract terms.
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CONSEQUENCE OF NEGATIVE ACTION:
Should the proposed action not be approved by the Board of Supervisors, the County will be limited in offering
childcare availability through partnership with community-based agencies.
CHILDREN'S IMPACT STATEMENT:
This contract supports 3 of the community outcomes established in the Children's Report Card: (1) "Children
Ready for and Succeeding in School"; (3)"Families that are Economically Self-Sufficient"; (4) "Families that
are Safe, Stable and Nurturing."
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Legislation Details (With Text)
File #: Version:124-3565 Name:
Status:Type:Consent Item Passed
File created:In control:10/3/2024 BOARD OF SUPERVISORS
On agenda:Final action:10/22/2024 10/22/2024
Title:ADOPT Position Adjustment Resolution No. 26345 to add one (1) Substance Abuse Counselor, three
(3) Mental Health Community Support Worker II positions and one (1) Mental Health Specialist II
position for the Behavioral Health Bridge Housing Program in Health Services Department. (100%
Attachments:1. P300-26345, 2. Signed P300 26345.pdf
Action ByDate Action ResultVer.Tally
approvedBOARD OF SUPERVISORS10/22/2024 1 Pass
To:Board of Supervisors
From:Anna Roth, Health Services Director
Report Title:Add Five (5) positions to Behavioral Health Bridge Housing Program
☒Recommendation of the County Administrator ☐ Recommendation of Board Committee
RECOMMENDATIONS:
ADOPT Position Adjustment Resolution No. 26345 to add one (1) Substance Abuse Counselor (VHVC) at
salary plan and grade TC5 1436 ($6,501.33-$7,902.40), three (3) Mental Health Community Support Workers
II (VQVB) at salary plan and grade TC5 0968 ($4,090.32-$4,971.81) and one (1) Mental Health Specialist II
(VQVA) at salary plan and grade TC2 1284 ($5,762.13-$8,141.73) to Behavioral Health Bridge Housing
Program in Health Services Department. (Represented)
FISCAL IMPACT:
Upon approval, this will result in an annual cost of $596,605.94 with pension costs of $87,164.82. These
positions will be funded by California’s Behavioral Health Bridge Housing Program.
BACKGROUND:
In September 2022, Assembly Bill 179 signed the Behavioral Health Bridge Housing (BHBH) Program into
law. The purpose of this program is to provide funding to county behavioral health agencies to operate bridge
housing settings to address the immediate housing needs for people experiencing homelessness with behavioral
health conditions, including mental illness and substance use disorders. As a recipient of this funding, Contra
Costa Health Services is needing to add five (5) critical positions to stand up this bridge housing program
which include one (1) Substance Abuse Counselor, three (3) Mental Health Community Support Workers II and
one (1) Mental Health Specialist II.
The Substance Abuse Counselor is needed to work with all BHBH clients to provide harm reduction,
motivational interviewing, support recovery, substance use screening, referral, and support in connecting to
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recovery programs.
Three (3) Mental Health Community Support Workers II are needed to provide peer supportive services to
BHBH clients. Supportive services are necessary to help program participants obtain and maintain housing.
The Mental Health Community Support Worker II duties will include transportation assistance, group and
individual activities that promote a sense of purpose and community participation, and outreach services to
encourage clients to engage in services.
The Mental Health Specialist II will provide services at the housing sites to develop and provide supportive
services to all BHBH clients. The Mental Health Specialist II will assist clients in developing and maintaining
the skills required to achieve independent living status.
CONSEQUENCE OF NEGATIVE ACTION:
Without these positions, Contra Costa Health and Behavioral Health will not be able to utilize these state funds
properly to provide bridge housing services to Contra Costa’s most vulnerable communities.
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Legislation Details (With Text)
File #: Version:124-3554 Name:
Status:Type:Consent Item Passed
File created:In control:9/19/2024 BOARD OF SUPERVISORS
On agenda:Final action:10/22/2024 10/22/2024
Title:ADOPT Position Adjustment Resolution No. 26342 to decrease the hours of one vacant Pediatrician-
Hospitalist-Exempt position in the Health Services Department. (Cost savings- Hospital Enterprise
Fund I)(Represented)
Attachments:1. P300-26342, 2. Signed P300 26342.pdf
Action ByDate Action ResultVer.Tally
approvedBOARD OF SUPERVISORS10/22/2024 1 Pass
To:Board of Supervisors
From:Anna Roth, Health Services Director
Report Title:Decrease the hours of one (1) vacant Pediatrician-Hospitalist-Ex (VPS0) in Health Services
☒Recommendation of the County Administrator ☐ Recommendation of Board Committee
RECOMMENDATIONS:
ADOPT Position Adjustment Resolution No. 26342 to decrease the hours of one (1) vacant Pediatrician-
Hospitalist-Ex (VPS0) position #7297 at salary plan and grade 1PX-1006 ($18,479 - $20,999) from 40/40 to
31/40 in Health Services.
FISCAL IMPACT:
Upon approval, this request will result in an annual savings of approximately $91,056.79 with pension costs of
$13,302.46 already included. (Cost savings-Hospital Enterprise Fund I)
BACKGROUND:
The Nursery (Well-Baby) program in CCRMC has identified a qualified candidate to hire into Pediatrician-
Hospitalist-Exempt position #7297. The candidate has accepted the offer but has requested to work 31 hours
per week. Because there are no active 31-hour vacancies the Medical Staffing Office is requesting to decrease
the hours of position 7297 from 40/40 to 31/40. The Medical Staffing Office has determined that reducing the
hours of this position will not negatively impact operations.
CONSEQUENCE OF NEGATIVE ACTION:
If not approved, the County will not be able to provide adequate services to their clients.
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Legislation Details (With Text)
File #: Version:124-3555 Name:
Status:Type:Consent Item Passed
File created:In control:10/8/2024 BOARD OF SUPERVISORS
On agenda:Final action:10/22/2024 10/22/2024
Title:ADOPT Position Adjustment Resolution No. 26349 to add one Buyer II position and cancel one vacant
Information Systems Specialist II position in the Health Services Department. (100% Hospital
Enterprise Fund I)(Represented)
Attachments:1. P300-26349.pdf, 2. Signed P300 26349.pdf
Action ByDate Action ResultVer.Tally
approvedBOARD OF SUPERVISORS10/22/2024 1 Pass
To:Board of Supervisors
From:Anna Roth, Health Services Director
Report Title:Add One Buyer II Position, Cancel One vacant Information Systems Specialist II Position in the
Health Services Department. (Represented)
☒Recommendation of the County Administrator ☐ Recommendation of Board Committee
RECOMMENDATIONS:
ADOPT Position Adjustment Resolution No. 26349 to add one (1) Buyer II (STTA) position at salary plan and
grade ZB5-1525 ($7,100 - $8,630), cancel one (1) vacant Information Systems Specialist II (LTVA) position #
9902 at salary plan and grade TB5-1393 ($6,682 - $8,122) in the Health Services Department.
FISCAL IMPACT:
Upon approval, this request will result in an annual cost increase of approximately $9,796 with pension costs of
$1,431 already included. (100% Hospital Enterprise Fund I- Medical Services Information Systems).
BACKGROUND:
Contra Costa Health Services receives regular Contract and Grant request for review. As requests are received,
they are reviewed by the Divisions within Health Services. The requests include Service Plans, Payment
Provisions, Insurance Requirements, General Conditions and HIPPA Regulations, as well as supporting with
the initial contract, renewals, terminations, and amendments of contracts.
The Health Services Information Technology (HSIT) Procurement unit supports Information Technology
related contracts for Health Services. The unit currently has two full time Buyer IIs that support this work. The
number of contracts needing review has continued to increase, leaving the current staffing model unable to
meet the demand in a timely manner. This has led to a backlog of more than 90 contracts that are currently
pending review.
The department has identified that by canceling one Information Systems Specialist II (Pos #9902) and adding
one Buyer II, they can better support the procurement unit within Health Services Information Technology. The
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Buyer II role can support a more in-depth scope of duties while working with vendors and programs on
purchase orders and contract creation.
Having an additional Buyer position in the unit also mirrors other County Purchasing units, such as Public
Health and Public Works that utilize Buyer roles to assist with Business process outsourcing, contract
negotiations and processing.
By cancelling one Information Systems Specialist II position and adding one Buyer II position, the Health
Services Information Technology Procurement unit will be able to better support Information Technology
related contract request.
CONSEQUENCE OF NEGATIVE ACTION:
If the request is not approved, the county would be at risk of Health Services Information Technology (HSIT)
being unable to process contracts in a timely manner. The HSIT Procurement unit has been unable meet the
contract demand with the current staffing model. There are currently over 90 contracts in the que with the
number continuing to increase. Without additional support, the county would be at risk being unable to fulfill
its contractual agreements.
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Legislation Details (With Text)
File #: Version:124-3556 Name:
Status:Type:Consent Item Passed
File created:In control:10/2/2024 BOARD OF SUPERVISORS
On agenda:Final action:10/22/2024 10/22/2024
Title:ADOPT Position Adjustment Resolution No. 26344 to add two (2) Charge Nurse positions to
Behavioral Health’s Youth Crisis Stabilization Unit in the Health Services Department (Cost offset-
Mental Health Realignment)(Represented)
Attachments:1. P300-26344.pdf, 2. Signed P300 26344.pdf
Action ByDate Action ResultVer.Tally
approvedBOARD OF SUPERVISORS10/22/2024 1 Pass
To:Board of Supervisors
From:Anna Roth, Health Services Director
Report Title:Add Two (2) Charge Nurses to Youth Stabilization Crisis Unit in Health Services Department
☒Recommendation of the County Administrator ☐ Recommendation of Board Committee
RECOMMENDATIONS:
ADOPT Position Adjustment Resolution No. 26344 to add two (2) Charge Nurse (VWTF) positions at salary
plan and grade L35-1883 ($14,486.39-$18,091.51) in the Behavioral Health Youth Crisis Stabilization Unit in
the Health Services Department.
FISCAL IMPACT:
Upon approval,adding these 2 positions will have an annual cost of $697,319.16 funded by Mental Health
Realignment with pension costs of $101,871.12. This cost will be offset by the termination of contract #74-671
which had an annual cost of $6,582,084.
BACKGROUND:
Behavioral Health is looking to permanently fill critical positions at the new Youth Crisis Stabilization Unit
located in Martinez. Services were originally provided through contract #74-671 which has since been
terminated.
The Youth Crisis Stabilization Unit is dedicated treatment space for children and youth ages 6-17 who are
suffering a psychiatric emergency. A multi-disciplinary team is needed to provide full coverage to staff a 24/7
facility as required by State Department of Health Care regulations. The two Charge Nurses are required to
oversee the flow of the unit, coordinate client care and ensure that staff resources are allocated effectively.
They manage shift assignments, prioritize client needs, serve as a resource person for nursing staff on clinical
issues and provide direction to nursing staff.
CONSEQUENCE OF NEGATIVE ACTION:
Contra Costa Health would not be able to provide critical services to youth suffering psychiatric emergencies
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and would not be in compliance with State Department of Health Care regulations.
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Legislation Details (With Text)
File #: Version:124-3487 Name:
Status:Type:Consent Item Passed
File created:In control:10/9/2024 BOARD OF SUPERVISORS
On agenda:Final action:10/22/2024 10/22/2024
Title:ADOPT Position Adjustment Resolution No. 26348 to decrease the hours of one (1) vacant Nurse
Practitioner position in Health Services Department. (Cost savings- Mental Health Services Act)
(Represented)
Attachments:1. P300-26348.pdf, 2. Signed P300 26348.pdf
Action ByDate Action ResultVer.Tally
approvedBOARD OF SUPERVISORS10/22/2024 1 Pass
To:Board of Supervisors
From:Anna Roth, Health Services Director
Report Title:Decrease the Hours of One (1) Vacant Nurse Practitioner in Health Services Department
☒Recommendation of the County Administrator ☐ Recommendation of Board Committee
RECOMMENDATIONS:
ADOPT Position Adjustment Resolution No. 26348 to decrease the hours of one (1) vacant Nurse Practitioner
(VWSB) position (pos #20175) at a salary plan and grade L35-1873 ($14,343.66-$17,913.27) from 40/40 to
24/40 in the Health Services Department. (Represented)
FISCAL IMPACT:
Upon approval, this request will result in an annual cost savings of $138,089.82 including $20,173.50 in
pension costs.(100% Mental Health Services Act)
BACKGROUND:
Position #20175 was approved via Position Adjustment Resolution No. 26214 In December 2023 as a full time,
40 hour/week position specifically for Behavioral Health’s Transition Team. The Transition Team provides
necessary support to successfully connect mentally ill individuals to needed mental health services including
outreach and support to those utilizing hospital psychiatric services not linked to outpatient mental health
services upon discharge. They are primarily a mobile, field-based program seeing clients throughout the
County. Staff go to wherever the clients are, which includes hospitals, homes, shelters, and programs. Their
diverse services include psychiatric assessments by a Psychiatric Nurse Practitioner, interim medication
management, psychoeducation, and short-term case management.
Behavioral Health originally requested the full time Nurse Practitioner position at 40 hours per week but have
since assessed the Outreach and Engagement care team is primarily focused on clinician and peer engagement
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and need limited access to prescriber services. Therefore, the Nurse Practitioner position best aligns with
program needs at 24 hours/week rather than 40.
CONSEQUENCE OF NEGATIVE ACTION:
If not approved, the schedule will not be aligned with the amount of work assigned.
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Legislation Details (With Text)
File #: Version:124-3488 Name:
Status:Type:Consent Item Passed
File created:In control:9/26/2024 BOARD OF SUPERVISORS
On agenda:Final action:10/22/2024 10/22/2024
Title:APPROVE and AUTHORIZE the Health Services Director, or designee, to execute a contract
amendment with Forward Advantage Holdings, Inc, to increase the payment limit by $97,780 to an
amount not to exceed $265,248 and to extend the term through October 29, 2025 for additional
software maintenance and support for Contra Costa Health’s Information Systems Unit. (100%
Hospital Enterprise Fund I)
Attachments:
Action ByDate Action ResultVer.Tally
approvedBOARD OF SUPERVISORS10/22/2024 1 Pass
To:Board of Supervisors
From:Anna Roth, Health Services Director
Report Title:Amendment/Extension #23-612-7 with Forward Advantage Holdings, Inc
☒Recommendation of the County Administrator ☐ Recommendation of Board Committee
RECOMMENDATIONS:
APPROVE and AUTHORIZE the Health Services Director,or designee,to execute on behalf of the County
Contract Amendment/Extension #23-612-7 with Forward Advantage Holdings,Inc,a corporation,effective
October 22,2024 to increase the payment limit by $97,780 from $167,468 to a new payment limit of $265,248
and to extend the termination date from October 31,2024 to October 29,2025 for additional software
maintenance and support for Contra Costa Health’s (CCH) Information Systems Unit.
FISCAL IMPACT:
Approval of this Amendment will result in additional annual expenditures of up to $97,780 and will be funded
as budgeted by the department in FY 2024-25, by 100% Hospital Enterprise Fund I.(Rate increase)
BACKGROUND:
This Contract meets the needs of the County by providing software maintenance and support for CCH’s
Information Systems Unit’s Information Management Program.This Program requires secure and efficient
access to County computer systems for CCH hospitals and clinic staff,allowing a practical means for staff to
electronically sign controlled substance medication orders within Epic CCH’s electronic medical records
system.Imprivata OneSign Single Sign-On (SSO)offers a multi-factor authentication,single-sign on solution
that improves security and workflow when accessing information systems.E-Prescribing,Electronic
Prescribing of Controlled Substances (EPCS)allows doctors to prescribe medicine using a Token Identification
(ID)&a Windows ID in Epic and provides robust identification capabilities when electronically prescribing
controlled substances.Forward Advantage Holdings is also an authorized reseller of iGel Workspace Edition
(Operating System Version 11 &Universal Management Suite)Solution,which serves as the clinical desktop
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used for all patient care.
On December 7,2021,the Board of Supervisors approved Purchase Order #24056 with Forward Advantage,
Inc.,for the renewal of CCH’s Imprivata SSO and Confirmation ID for EPCS software licensing for CCH
Information Systems Unit.
In November 2022,the County Administrator approved,and the Purchasing Services Manager executed
Contract #23-612-3 with Forward Advantage,Inc.,in an amount not to exceed $167,468 for the provision of
software maintenance and support services CCH’s Information Systems Unit,for the period from November 1,
2022 through October 31, 2024.
In April 2023,the County Administrator approved,and the Purchasing Services Manager executed a Consent to
Assignment and Amendment (County Contract #23-612-6)with Forward Advantage Holdings,Inc,effective
April 26,2023,to amend the agreement,reassigning it from Forward Advantage Inc to Forward Advantage
Holdings, Inc, with no change in the term.
Forward Advantage Holdings is a reseller of Imprivata’s SSO product solution.Since 2011,CCH hospitals and
clinic staff have used SSO to sign into the County’s systems.Imprivata has an established reputation in the
industry and an existing contractual relationship with CCH.CCH will monitor measurable service contract
deliverables regarding CCH’s access to subscription services in compliance with Section III(B)(7)of the
Purchasing Policy. CCH (Personnel) approved this amendment to ensure no conflict with labor relations.
Approval of Contract Amendment Agreement #23-612-7 will allow the Contractor to provide additional
software maintenance and support services through October 29, 2025.
CONSEQUENCE OF NEGATIVE ACTION:
If this Amendment is not approved, the maintenance and support licenses will expire and CCH will lose the
ability to prescribe controlled medications, jeopardizing patient care.
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Legislation Details (With Text)
File #: Version:124-3489 Name:
Status:Type:Consent Item Passed
File created:In control:9/27/2024 BOARD OF SUPERVISORS
On agenda:Final action:10/22/2024 10/22/2024
Title:APPROVE and AUTHORIZE the Health Services Director, or designee, to execute rental agreements
with the Ambrose Recreation and Park District Foundation, the City of Oakley, the City of Richmond,
the City of San Ramon and the Lafayette Library and Learning Center Foundation in an amount not to
exceed $20,000 for the combined total in rental fees and facility use for the purpose of conducting
public workshops from January 1, 2025 through December 31, 2025. (100% Environmental Health
Fees)
Attachments:
Action ByDate Action ResultVer.Tally
approvedBOARD OF SUPERVISORS10/22/2024 1 Pass
To:Board of Supervisors
From:Anna Roth, Health Services Director
Report Title:County Sponsored Environmental Health Workshops and Agreements
☒Recommendation of the County Administrator ☐ Recommendation of Board Committee
RECOMMENDATIONS:
APPROVE and AUTHORIZE the Health Services Director, or designee (Deputy Director of Health Services,
Director of Environmental Health, or Assistant Director of Environmental Health), to execute rental agreements
with (1) the Ambrose Recreation and Park District Foundation, (2) the City of Oakley, (3) the City of
Richmond, (4) the City of San Ramon, and (5) the Lafayette Library and Learning Center Foundation in an
amount not to exceed $20,000 for the combined total in rental fees and facility use for the purpose of
conducting public workshops from January 1, 2025 through December 31, 2025.
FISCAL IMPACT:
The fiscal impact of this action will not exceed $20,000 and is funded by Environmental Health Fees.
BACKGROUND:
Environmental Health provides workshops for persons interested in opening a home-based restaurant
(microenterprise home kitchen operation) and/or food cart (compact mobile food operation) in Contra Costa
County. The workshops, which are free and open to the public, are intended to assist prospective food business
owners in understanding the requirements and navigating the process of obtaining a health permit. Workshops
for other Environmental Health programs may be offered based on need.
The Ambrose Recreation and Park District facility use permit application obligates Contra Costa County to
agree to indemnify, defend, and hold harmless the park district. It also contains a provision releasing liability
and agreement between Contra Costa County and Ambrose Recreation and Park District.
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The Oakley Recreation Center rental application requires Contra Costa County to reimburse the City of Oakley
for all damages and holds the City of Oakley harmless from any damage, liability, cost, or legal expense that
may arise from the county’s use of the facility.
The City of Richmond facility rental agreement & park use permit obligates Contra Costa County to indemnify,
save, and hold harmless the City of Richmond from any and all liability arising during the term of the rental
agreement and the City will have no liability for loss or damage to Contra Costa County’s goods, property, or
equipment.
The Lafayette Library and Learning Center Foundation agreement requires that Contra Costa County is solely
responsible for any and all accidents or injuries to persons or property arising from use of facilities.
CONSEQUENCE OF NEGATIVE ACTION:
If this action is not approved, prospective food business owners will be less informed of their options to legally
enter the food economy, and food safety concerns may arise.
CONTRA COSTA COUNTY Printed on 12/10/2024Page 2 of 2
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1025 ESCOBAR STREET
MARTINEZ, CA 94553CONTRA COSTA COUNTY
Legislation Details (With Text)
File #: Version:124-3491 Name:
Status:Type:Consent Item Passed
File created:In control:9/30/2024 BOARD OF SUPERVISORS
On agenda:Final action:10/22/2024 10/22/2024
Title:APPROVE and AUTHORIZE the Health Services Director, or designee, to execute a contract with
Positive Behavior Supports Corp, in an amount not to exceed $975,000 to provide behavioral health
treatment and applied behavioral analysis services for Contra Costa Health Plan members and
County recipients for the period October 1, 2024 through September 30, 2027. (100% Contra Costa
Health Plan Enterprise Fund II)
Attachments:
Action ByDate Action ResultVer.Tally
approvedBOARD OF SUPERVISORS10/22/2024 1 Pass
To:Board of Supervisors
From:Anna Roth, Health Services Director
Report Title:Contract #77-132-3 with Positive Behavior Supports Corp.
☒Recommendation of the County Administrator ☐ Recommendation of Board Committee
RECOMMENDATIONS:
APPROVE and AUTHORIZE the Health Services Director,or designee,to execute on behalf of the County
Contract #77-132-3 with Positive Behavior Supports Corp.,a corporation,in an amount not to exceed $975,000
to provide Behavioral Health Treatment (BHT)-Applied Behavioral Analysis (ABA)services for Contra Costa
Health Plan (CCHP)members and County recipients for the period October 1,2024 through September 30,
2027.
FISCAL IMPACT:
Approval of this Contract will result in contractual service expenditures of up to $975,000 over a three-year
period and will be funded 100% by CCHP Enterprise Fund II revenues.
BACKGROUND:
CCHP has an obligation to provide certain specialized BHT-ABA health care services including,but not limited
to;treatment plans to improve the functioning of CCHP members with pervasive development disorder or
autism under the terms of their Individual and Group Health Plan membership contracts with the County.This
Contractor has been a member in the CCHP Provider Network providing BHT-ABA services and fostering a
deep understanding of the CCHP organizations mission, values, and long-term objectives since October 2017.
This Contract is entered into under and subject to the following legal authorities:California Government Code
§§26227 and 31000;and Health and Safety Code §1451.Health Services Personnel approved this contract to
ensure there is no conflict with labor relations.Contractor currently cooperates with and participates in CCHP’s
Quality Management Program which consists of quality improvement activities to improve the quality of care
and services and member experience.Cooperation includes collection and evaluation of performance
measurement data and participation in the organization’s clinical and service measure Quality ImprovementCONTRA COSTA COUNTY Printed on 12/10/2024Page 1 of 2
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measurement data and participation in the organization’s clinical and service measure Quality Improvement
Programs.These contracted services were determined to be exempt from Administrative Bulletin 600.3
solicitation requirements by the Public Works Department’s Purchasing Division.
In November 2021,the Purchasing Services Manager executed Contract #77-132-2 with Positive Behavior
Supports Corp.,in an amount not to exceed $9,000,for the provision of BHT-ABA services for CCHP members
and County recipients for the period October 1, 2021 through September 30, 2024.
Approval of Contract #77-132-3 will allow the Contractor to continue providing BHT-ABA services to CCHP
members and County recipients through September 30, 2027.
CONSEQUENCE OF NEGATIVE ACTION:
If this Contract is not approved certain specialized BHT-ABA for CCHP members under the terms of their
Individual and Group Health Plan membership contracts with the County will not be provided by the
Contractor and services may be delayed.
CONTRA COSTA COUNTY Printed on 12/10/2024Page 2 of 2
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1025 ESCOBAR STREET
MARTINEZ, CA 94553CONTRA COSTA COUNTY
Legislation Details (With Text)
File #: Version:124-3491 Name:
Status:Type:Consent Item Passed
File created:In control:9/30/2024 BOARD OF SUPERVISORS
On agenda:Final action:10/22/2024 10/22/2024
Title:APPROVE and AUTHORIZE the Health Services Director, or designee, to execute a contract with
Positive Behavior Supports Corp, in an amount not to exceed $975,000 to provide behavioral health
treatment and applied behavioral analysis services for Contra Costa Health Plan members and
County recipients for the period October 1, 2024 through September 30, 2027. (100% Contra Costa
Health Plan Enterprise Fund II)
Attachments:
Action ByDate Action ResultVer.Tally
approvedBOARD OF SUPERVISORS10/22/2024 1 Pass
To:Board of Supervisors
From:Anna Roth, Health Services Director
Report Title:Contract #77-132-3 with Positive Behavior Supports Corp.
☒Recommendation of the County Administrator ☐ Recommendation of Board Committee
RECOMMENDATIONS:
APPROVE and AUTHORIZE the Health Services Director,or designee,to execute on behalf of the County
Contract #77-132-3 with Positive Behavior Supports Corp.,a corporation,in an amount not to exceed $975,000
to provide Behavioral Health Treatment (BHT)-Applied Behavioral Analysis (ABA)services for Contra Costa
Health Plan (CCHP)members and County recipients for the period October 1,2024 through September 30,
2027.
FISCAL IMPACT:
Approval of this Contract will result in contractual service expenditures of up to $975,000 over a three-year
period and will be funded 100% by CCHP Enterprise Fund II revenues.
BACKGROUND:
CCHP has an obligation to provide certain specialized BHT-ABA health care services including,but not limited
to;treatment plans to improve the functioning of CCHP members with pervasive development disorder or
autism under the terms of their Individual and Group Health Plan membership contracts with the County.This
Contractor has been a member in the CCHP Provider Network providing BHT-ABA services and fostering a
deep understanding of the CCHP organizations mission, values, and long-term objectives since October 2017.
This Contract is entered into under and subject to the following legal authorities:California Government Code
§§26227 and 31000;and Health and Safety Code §1451.Health Services Personnel approved this contract to
ensure there is no conflict with labor relations.Contractor currently cooperates with and participates in CCHP’s
Quality Management Program which consists of quality improvement activities to improve the quality of care
and services and member experience.Cooperation includes collection and evaluation of performance
measurement data and participation in the organization’s clinical and service measure Quality ImprovementCONTRA COSTA COUNTY Printed on 12/10/2024Page 1 of 2
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File #:24-3491,Version:1
measurement data and participation in the organization’s clinical and service measure Quality Improvement
Programs.These contracted services were determined to be exempt from Administrative Bulletin 600.3
solicitation requirements by the Public Works Department’s Purchasing Division.
In November 2021,the Purchasing Services Manager executed Contract #77-132-2 with Positive Behavior
Supports Corp.,in an amount not to exceed $9,000,for the provision of BHT-ABA services for CCHP members
and County recipients for the period October 1, 2021 through September 30, 2024.
Approval of Contract #77-132-3 will allow the Contractor to continue providing BHT-ABA services to CCHP
members and County recipients through September 30, 2027.
CONSEQUENCE OF NEGATIVE ACTION:
If this Contract is not approved certain specialized BHT-ABA for CCHP members under the terms of their
Individual and Group Health Plan membership contracts with the County will not be provided by the
Contractor and services may be delayed.
CONTRA COSTA COUNTY Printed on 12/10/2024Page 2 of 2
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1025 ESCOBAR STREET
MARTINEZ, CA 94553CONTRA COSTA COUNTY
Legislation Details (With Text)
File #: Version:124-3492 Name:
Status:Type:Consent Item Passed
File created:In control:10/1/2024 BOARD OF SUPERVISORS
On agenda:Final action:10/22/2024 10/22/2024
Title:APPROVE and AUTHORIZE the Health Services Director, or designee, to execute a contract with
Tipping Point Community, to pay County an amount not to exceed $535,985 to implement the
Coordinated Outreach, Referral and Engagement Transitional Aged Youth Education Team and
provide mobile and street outreach to students at risk of or experiencing homelessness in the Contra
Costa Community College District for the period July 1, 2024 through June 30, 2025. (No County
match)
Attachments:
Action ByDate Action ResultVer.Tally
approvedBOARD OF SUPERVISORS10/22/2024 1 Pass
To:Board of Supervisors
From:Anna Roth, Health Services Director
Report Title:Grant Agreement #78-035-1 with Tipping Point Community
☒Recommendation of the County Administrator ☐ Recommendation of Board Committee
RECOMMENDATIONS:
APPROVE and AUTHORIZE the Health Services Director or designee, to execute on behalf of County Grant
Agreement #78-035-1 with Tipping Point Community, to pay County in an amount not to exceed $535,985 to
implement the Coordinated Outreach, Referral and Engagement (CORE) Transitional Aged Youth (TAY)
Education Team and provide mobile and street outreach to students experiencing or at risk of homelessness at
Contra Costa Community College District for the period July 1, 2024 through June 30, 2025.
FISCAL IMPACT:
This Grant Agreement will result in the County receiving funds in an amount not to exceed $535,985 from
Tipping Point Community for FY 2024-25. No County match is required.
BACKGROUND:
Tipping Point will support communities to strengthen and sustain their ability to prevent and end homelessness
among TAY. This specific grant will help fund a project to support a new CORE Education Team to conduct
mobile and street outreach to students experiencing or at risk of homelessness at Contra Costa Community
College District. CORE staff will provide weekly office hours within the Contra Costa Community College
District Basic Needs Programs and act as a direct access point to the Coordinated Entry System (CES).
Additionally, CORE will provide a direct access point for all grade-level schools and work directly with the
Office of Education (CCCOE), McKinney Vento liaisons, and CES. Staff will participate in CCCOE McKinney
Vento Education Council and CES TAY housing-focused case conferencing to place individuals in housing and
enroll in services including the TAY Housing Security Fund. CORE services will include assessing needs of
homeless individuals, making initial contact and developing rapport, distributing survival supplies,
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administering intakes/assessments, assisting with completing applications for services, providing transportation
to shelter/services, provide referrals for temporary housing and community resources, and collaborate with
other youth providers.
Under Grant Agreement #78-035-1, County will receive funding in an amount not to exceed $535,985 from
Tipping Point to implement the CORE TAY Education Team and provide homeless outreach and prevention
services to TAY through June 30, 2025. This Agreement is late due to the division not receiving the Grant
Agreement until June 24, 2024.
CONSEQUENCE OF NEGATIVE ACTION:
If this Grant Agreement is not approved, the County will not receive funding to support homeless outreach and
prevention services for TAY in Contra Costa County.
CHILDREN’S IMPACT STATEMENT:
The recommendation supports the following children's outcome:“Children Ready for and Succeeding in
School;”“Families that are Safe,Stable,and Nurturing;”and “Communities that are Safe and Provide a High
Quality of Life for Children and Families.”
CONTRA COSTA COUNTY Printed on 12/10/2024Page 2 of 2
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1025 ESCOBAR STREET
MARTINEZ, CA 94553CONTRA COSTA COUNTY
Legislation Details (With Text)
File #: Version:124-3493 Name:
Status:Type:Consent Item Passed
File created:In control:10/1/2024 BOARD OF SUPERVISORS
On agenda:Final action:10/22/2024 10/22/2024
Title:APPROVE and AUTHORIZE the Health Services Director, or designee, to execute a contract with the
City of Pleasant Hill, to pay the County an amount not to exceed $140,733 to provide homeless
outreach services for the Coordinated Outreach, Referral and Engagement Program for the period
July 1, 2024 through June 30, 2025. (No County match)
Attachments:
Action ByDate Action ResultVer.Tally
approvedBOARD OF SUPERVISORS10/22/2024 1 Pass
To:Board of Supervisors
From:Anna Roth, Health Services Director
Report Title:Agreement #29-605-7 with the City of Pleasant Hill
☒Recommendation of the County Administrator ☐ Recommendation of Board Committee
RECOMMENDATIONS:
APPROVE and AUTHORIZE the Health Services Director, or designee, to execute on behalf of the County
Agreement #29-605-7 with the City of Pleasant Hill, to pay County an amount not to exceed $140,733 to
provide homeless outreach services for the Coordinated Outreach, Referral and Engagement (CORE) Program
for the period July 1 2024 through June 30, 2025.
FISCAL IMPACT:
Approval of this Agreement will allow the County to an amount not to exceed $140,733 from the City of
Pleasant Hill for FY 2024-25 to provide homeless outreach services. No County match is required.
BACKGROUND:
The CORE team serves as an entry point into the County’s Coordinated Entry System for unsheltered persons
and work to locate, engage, stabilize and house chronically homeless individuals and families. The CORE
Program provides homeless outreach services aimed at identifying homeless individuals, youth and families
living without shelter and in locations not meant for human habitations. The County has been receiving funds
from City of Pleasant Hill for the CORE program since March 2017.
On March 21, 2017, the Board of Supervisors approved Grant Agreement #29-605 with the City of Pleasant
Hill to receive funds in an amount not to exceed $73,173 for the operation of the CORE Program from March
1, 2017 through June 30, 2018, which included agreeing to indemnify the City for claims arising out of the
County’s performance under the Agreement.
On September 11, 2018, the Board of Supervisors approved Grant Agreement #29-605-1 to increase the amount
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payable to the County by $81,197 to a new total of $154,370 and extend the termination from June 30, 2018 to
June 30, 2019 to continue the operation of the CORE program.
On September 10, 2019, the Board of Supervisors approved Grant Agreement #29-605-2 to increase the amount
payable to the County by $88,473 to a new total of $242,843 and extend the termination from June 30, 2019 to
June 30, 2020 to continue the operation of the CORE program.
On October 13, 2020, the Board of Supervisors approved Grant Agreement #29-605-3 to increase the amount
payable to the County by $88,473 to a new total of $331,316 and extend the termination from June 30, 2020 to
June 30, 2021 to continue the operation of the CORE program.
On December 18, 2021, the Board of Supervisors approved Grant Agreement #29-605-4 to increase the amount
payable to the County by $120,965 to a new total of $452,281 and extend the termination from June 30, 2021 to
June 30, 2022 to continue the operation of the CORE program.
On October 18, 2022, the Board of Supervisors approved Grant Agreement #29-605-5 to increase the amount
payable to the County by $124,582 to a new total of $576,863 and extend the termination from June 30, 2022 to
June 30, 2023 to continue the operation of the CORE program.
On October 24, 2023, the Board of Supervisors approved Grant Amendment #29-605-6 to increase the amount
payable to the County by $134,864 to a new total of $711,727 and to extend the termination from June 30, 2023
to June 30, 2024 to continue the operation of the Coordinated Outreach, Referral and Engagement Program.
Approval of Agreement #29-605-7 will allow the County to continue to receive funds from the City of Pleasant
Hill through June 30, 2025. This Agreement includes County agreeing to defend, indemnify and hold harmless
the City for any claims arising out of the County’s performance under the Agreement. This Agreement was
delayed due to County not receiving the Agreement from the City of Pleasant Hill until July 2, 2024.
CONSEQUENCE OF NEGATIVE ACTION:
If this Agreement is not approved, County will not receive funding and the CORE program will have to operate
at a reduced capacity.
CONTRA COSTA COUNTY Printed on 12/10/2024Page 2 of 2
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1025 ESCOBAR STREET
MARTINEZ, CA 94553CONTRA COSTA COUNTY
Legislation Details (With Text)
File #: Version:124-3495 Name:
Status:Type:Consent Item Passed
File created:In control:10/1/2024 BOARD OF SUPERVISORS
On agenda:Final action:10/22/2024 10/22/2024
Title:APPROVE and AUTHORIZE the Health Services Director, or designee, to execute a contract with the
City of Martinez, to pay County an amount not to exceed $140,733 for County’s Coordinated
Outreach, Referral and Engagement Program to provide homeless outreach services to the City of
Martinez for the period July 1, 2024 through June 30, 2025. (No County match)
Attachments:
Action ByDate Action ResultVer.Tally
approvedBOARD OF SUPERVISORS10/22/2024 1 Pass
To:Board of Supervisors
From:Anna Roth, Health Services Director
Report Title:Agreement #29-808-7 with the City of Martinez
☒Recommendation of the County Administrator ☐ Recommendation of Board Committee
RECOMMENDATIONS:
APPROVE and AUTHORIZE the Health Services Director, or designee, to execute on behalf of the County
Agreement #29-808-7 with the City of Martinez, a government agency, to pay County an amount not to exceed
$140,733 for the Coordinated Outreach, Referral and Engagement (CORE) Program to provide homeless
outreach services to the City of Martinez for the period July 1, 2024 through June 30, 2025.
FISCAL IMPACT:
Approval of this Agreement will result in County receiving funds in an amount not to exceed $140,733 from
the City of Martinez to provide homeless outreach services. No County match required.
BACKGROUND:
The CORE team serves as an entry point into the County’s Coordinated Entry System for unsheltered persons
and work to locate, engage, stabilize and house chronically homeless individuals and families. The CORE
Program provides homeless outreach services aimed at identifying homeless individuals, youth and families
living without shelter and in locations not meant for human habitations. County has been providing homeless
outreach service under this Contract since August 2017.
On October 24, 2023, the Board of Supervisors approved Agreement #29-808-6 with City of Martinez to pay
County in an amount not to exceed $269,729 to provide homeless outreach services for the period July 1, 2023
through June 30, 2024.
Approval of Agreement #29-808-7 will allow County to receive funds and continue providing homeless
outreach services through June 30, 2025. This Agreement includes County agreeing to defend, indemnify and
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hold harmless the City for any claims arising out of or related to County’s performance under this Agreement.
This Agreement is delayed due to the division not receiving the agreement until July 3, 2024.
CONSEQUENCE OF NEGATIVE ACTION:
If this Agreement is not approved, County will not receive funding to provide CORE program services for the
City of Martinez.
CONTRA COSTA COUNTY Printed on 12/11/2024Page 2 of 2
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1025 ESCOBAR STREET
MARTINEZ, CA 94553CONTRA COSTA COUNTY
Legislation Details (With Text)
File #: Version:124-3496 Name:
Status:Type:Consent Item Passed
File created:In control:10/1/2024 BOARD OF SUPERVISORS
On agenda:Final action:10/22/2024 10/22/2024
Title:APPROVE and AUTHORIZE the Health Services Director, or designee, to execute a contract with
Manor Care-Tice Valley CA, LLC (dba ProMedica Skilled Nursing and Rehabilitation (Tice Valley)), in
an amount not to exceed $18,000,000 to provide skilled nursing facility services for Contra Costa
Health Plan members and County recipients for the period October 1, 2024 through September 30,
2026. (100% Contra Costa Health Plan Enterprise Fund II)
Attachments:
Action ByDate Action ResultVer.Tally
approvedBOARD OF SUPERVISORS10/22/2024 1 Pass
To:Board of Supervisors
From:Anna Roth, Health Services Director
Report Title:Contract #77-397-3 with Manor Care-Tice Valley CA, LLC (dba ProMedica Skilled Nursing and
Rehabilitation (Tice Valley)
☒Recommendation of the County Administrator ☐ Recommendation of Board Committee
RECOMMENDATIONS:
APPROVE and AUTHORIZE the Health Services Director, or designee, to execute on behalf of the County
Contract #77-397-3 with Manor Care-Tice Valley CA, LLC (dba ProMedica Skilled Nursing and Rehabilitation
(Tice Valley), a limited liability company, in an amount not to exceed $18,000,000, to provide skilled nursing
facility (SNF) services for Contra Costa Health Plan (CCHP) members and County recipients for the period
October 1, 2024 through September 30, 2026.
FISCAL IMPACT:
Approval of this Contract will result in contractual service expenditures of up to $18,000,000 over a two-year
period and will be funded 100% by CCHP Enterprise Fund II revenues.
BACKGROUND:
CCHP has an obligation to provide certain specialized SNF health care services for its members under the terms
of their Individual and Group Health Plan membership contracts with the County.Members are released from
the hospital to recover at an SNF until they are well enough to be sent home.These services include but are not
limited to:twenty-four (24)hour medical care,social service and case management coordination,wound care,
respiratory therapy,nasogastric and gastric tube feeding,physical and speech therapy services.Contractor’s
proven track record and established reputation within the medical community mitigates potential risks
associated with CCHP’s success and patient well-being.This Contractor has been a part of the CCHP Provider
Network providing SNF services and fostering a deep understanding of the CCHP organizations mission,
values, and long-term objectives since October 1, 2021.
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This Contract is entered into under and subject to the following legal authorities:California Government Code
§§26227 and 31000;Health and Safety Code §1451.Health Services Personnel approved this Contract to
ensure no conflicts with labor relations.Contractor currently cooperates with and participates in CCHP’s
Quality Management Program which consists of quality improvement activities to improve the quality of care
and services and member experience.Cooperation includes collection and evaluation of performance
measurement data and participation in the organization’s clinical and service measure Quality Improvement
Programs.The nature of the SNF services needed is complex and requires seamless coordination,integration
and collaboration with existing programs and systems.These contracted services were determined to be exempt
from Administrative Bulletin 600.3 solicitation requirements by the Public Works Department’s Purchasing
Division.
On November 9,2021,the Board of Supervisors approved Contract #77-397 with Manor Care-Tice Valley CA,
LLC,previously (dba Manorcare Health Services -Tice Valley),in an amount not to exceed $825,000,for the
provision of SNF services for CCHP members and County recipients for the period October 1,2021 through
September 30, 2024.
Approval of Contract #77-397-3 will allow the Contractor to continue to provide SNF services for CCHP
members and County recipients through September 30, 2026.
CONSEQUENCE OF NEGATIVE ACTION:
If this Contract is not approved certain specialized SNF health care services for CCHP members under the
terms of their Individual and Group Health Plan membership contracts with the County will not be provided
and may cause a delay in services to CCHP members.
CONTRA COSTA COUNTY Printed on 12/11/2024Page 2 of 2
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1025 ESCOBAR STREET
MARTINEZ, CA 94553CONTRA COSTA COUNTY
Legislation Details (With Text)
File #: Version:124-3497 Name:
Status:Type:Consent Item Passed
File created:In control:10/1/2024 BOARD OF SUPERVISORS
On agenda:Final action:10/22/2024 10/22/2024
Title:APPROVE and AUTHORIZE the Health Services Director, or designee, to execute a contract with
Lake Merritt Healthcare Center, LLC., in an amount not to exceed $1,200,000 to provide skilled
nursing facility services for Contra Costa Health Plan members and County recipients for the period
October 1, 2024 through September 30, 2027. (100% Contra Costa Health Plan Enterprise Fund II)
Attachments:
Action ByDate Action ResultVer.Tally
approvedBOARD OF SUPERVISORS10/22/2024 1 Pass
To:Board of Supervisors
From:Anna Roth, Health Services Director
Report Title:Contract #77-391-3 with Lake Merritt Healthcare Center, LLC.
☒Recommendation of the County Administrator ☐ Recommendation of Board Committee
RECOMMENDATIONS:
APPROVE and AUTHORIZE the Health Services Director,or designee,to execute on behalf of the County
Contract #77-391-3 with Lake Merritt Healthcare Center,LLC.,a limited liability company,in an amount not to
exceed $1,200,000,to provide skilled nursing facility (SNF)services for Contra Costa Health Plan (CCHP)
members and County recipients for the period October 1, 2024 through September 30, 2027.
FISCAL IMPACT:
Approval of this Contract will result in contractual service expenditures of up to $1,200,000 over a three-year
period and will be funded 100% by CCHP Enterprise Fund II revenues.
BACKGROUND:
CCHP has an obligation to provide certain specialized SNF health care services for its members under the terms
of their Individual and Group Health Plan membership contracts with the County.Members are released from
the hospital to recover at an SNF until they are well enough to be sent home.These services include but are not
limited to:twenty-four (24)hour medical care,social service and case management coordination,wound care,
respiratory therapy,nasogastric and gastric tube feeding,physical and speech therapy services.Contractor’s
proven track record and established reputation within the medical community mitigates potential risks
associated with CCHP’s success and patient well-being.This Contractor has been a part of the CCHP Provider
Network providing SNF services and fostering a deep understanding of the CCHP organizations mission,
values, and long-term objectives since October 1, 2021.
This Contract is entered into under and subject to the following legal authorities:California Government Code
§§26227 and 31000;Health and Safety Code §1451.Health Services Personnel approved this Contract to
ensure no conflicts with labor relations.Contractor currently cooperates with and participates in CCHP’s
CONTRA COSTA COUNTY Printed on 12/11/2024Page 1 of 2
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ensure no conflicts with labor relations.Contractor currently cooperates with and participates in CCHP’s
Quality Management Program which consists of quality improvement activities to improve the quality of care
and services and member experience.Cooperation includes collection and evaluation of performance
measurement data and participation in the organization’s clinical and service measure Quality Improvement
Programs.The nature of the SNF services needed is complex and requires seamless coordination,integration
and collaboration with existing programs and systems.These contracted services were determined to be exempt
from Administrative Bulletin 600.3 solicitation requirements by the Public Works Department’s Purchasing
Division.
On September 21,2021,the Board of Supervisors approved Contract #77-391 with Lake Merritt Healthcare
Center,LLC.,in an amount not to exceed $600,000,for the provision of SNF services for CCHP members and
County recipients for the period October 1, 2021 through September 30, 2024.
Approval of Contract #77-391-3 will allow the Contractor to continue to provide SNF services for CCHP
members and County recipients through September 30, 2027.
CONSEQUENCE OF NEGATIVE ACTION:
If this Contract is not approved certain specialized SNF health care services for CCHP members under the
terms of their Individual and Group Health Plan membership contracts with the County will not be provided
and may cause a delay in services to CCHP members.
CONTRA COSTA COUNTY Printed on 12/11/2024Page 2 of 2
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1025 ESCOBAR STREET
MARTINEZ, CA 94553CONTRA COSTA COUNTY
Legislation Details (With Text)
File #: Version:124-3498 Name:
Status:Type:Consent Item Passed
File created:In control:10/1/2024 BOARD OF SUPERVISORS
On agenda:Final action:10/22/2024 10/22/2024
Title:APPROVE and AUTHORIZE the Health Services Director, or designee, to execute a contract with
Concord/Pleasant Hill Health Care District, to pay the County an amount not to exceed $13,000 for
Coordinated Outreach, Referral and Engagement Program services for the period from July 1, 2024
through June 30, 2025. (No County match)
Attachments:
Action ByDate Action ResultVer.Tally
approvedBOARD OF SUPERVISORS10/22/2024 1 Pass
To:Board of Supervisors
From:Anna Roth, Health Services Director
Report Title:Agreement #29-812-8 with Concord/Pleasant Hill Health Care District, a subsidiary of the City
of Concord
☒Recommendation of the County Administrator ☐ Recommendation of Board Committee
RECOMMENDATIONS:
APPROVE and AUTHORIZE the Health Services Director, or designee, to execute on behalf of the County’s
Agreement #29-812-8 with Concord/Pleasant Hill Health Care District, to pay the County an amount not to
exceed $13,000, to provide homeless outreach services for the Coordinated Outreach, Referral and Engagement
(CORE) Program, for the period from July 1, 2024 through June 30, 2025.
FISCAL IMPACT:
Approval of this Agreement will allow the County to receive an amount not to exceed $13,000 from the
Concord/Pleasant Hill Health Care District, a subsidiary of the City of Concord, to provide homeless outreach
services. No County match required.
BACKGROUND:
The CORE team serves as an entry point into the county’s coordinated entry system for unsheltered persons and
work to locate, engage, stabilize and house chronically homeless individuals and families. The CORE Program
provides homeless outreach services aimed at identifying homeless individuals, youth and families living
without shelter and in locations not meant for human habitations. County has been providing homeless
outreach service under this contract since August 2017.
On October 3, 2023, the Board of Supervisors approved Agreement #29-812-7 to receive funds in an amount
not to exceed $13,000 from the City of Concord for the provision of the CORE Program for homeless outreach
services, for the period from July 1, 2023 through June 30, 2024.
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Approval of Agreement #29-812-8 will allow County to continue to receive District funds for operation of the
CORE Program through June 30, 2025. This Agreement includes agreeing to defend, indemnify, save, and hold
harmless the District for any claims arising out of County’s performance under this Agreement. This Agreement
is late due to County not receiving the agreement until June 26, 2024.
CONSEQUENCE OF NEGATIVE ACTION:
If this Agreement is not approved, County will not receive funding and without such funding, the CORE
program may have to operate at a reduced capacity.
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Legislation Details (With Text)
File #: Version:124-3499 Name:
Status:Type:Consent Item Passed
File created:In control:10/1/2024 BOARD OF SUPERVISORS
On agenda:Final action:10/22/2024 10/22/2024
Title:APPROVE and AUTHORIZE the Health Services Director, or designee, to execute a contract with
Kaiser Foundation Hospitals, to pay the County an amount not to exceed $95,000 to support the
Health Ambassador, Career Pathways Program to train young adults for health careers in West
County for the period October 1, 2024 through June 30, 2026. (No County match)
Attachments:
Action ByDate Action ResultVer.Tally
approvedBOARD OF SUPERVISORS10/22/2024 1 Pass
To:Board of Supervisors
From:Anna Roth, Health Services Director
Report Title:Grant Agreement #78-065 with Kaiser Foundation Hospitals
☒Recommendation of the County Administrator ☐ Recommendation of Board Committee
RECOMMENDATIONS:
APPROVE and AUTHORIZE the Health Services Director, or designee, to execute on behalf of the County
Grant Agreement #78-065 with Kaiser Foundation Hospitals, a non-profit corporation, to pay the County an
amount not to exceed $95,000 to support the Health Ambassador, Career Pathways Program to train young
adults for health careers in West County for the period October 1, 2024 through June 30, 2026.
FISCAL IMPACT:
Approval of this Grant Agreement will result in a total payment to the county not to exceed $95,000. No
County match is required.
BACKGROUND:
Health disparities are associated with poor educational outcomes, and in Richmond, Latino and African
American residents face disproportionate rates of preventable chronic illnesses such as heart disease, obesity,
and cancer. Public health agencies alone cannot reduce these disparities, but by working collaboratively with
schools and community-based partners to support lived experience workforce readiness efforts, the County can
support West Contra Costa residents and students the necessary skills and experience to advance their education
and career goals and become part of the health workforce. The Health Ambassador, Career Pathways Program
will increase underrepresented youth access to healthcare careers and increase representation in community
health and clinical careers for students in West County by connecting them to mentorship and internships.
Under Contra Costa Health Services, Office of The Director’s, Equity Team, The Health Ambassadors, Career
Pathways Program provides health career exposure to historically marginalized young adults (18-30). A Health
Career Pathways Program started in 2013 in Richmond’s West Contra Costa Unified School District as class
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curriculum with summer community health internships. Contra Costa family medicine residency joined the
program to offer clinical shadowing component in 2018. The Program expanded Countywide in 2019. The
Health Ambassador program started in 2021 in response to the covid pandemic and its disproportionate impact
on our communities of color. The program hires from our communities and trains people with lived experience
and prepares them for community health focused careers.
Approval of Grant Agreement #78-065 will allow County to receive funds from Kaiser Foundation Hospitals
for the Health Ambassador, Career Pathways Program through June 30, 2026. This Agreement includes both
parties agreeing to defend, indemnify and hold harmless each other for any claims arising out of the
performance of this Agreement.
CONSEQUENCE OF NEGATIVE ACTION:
If this Agreement is not approved, County will not receive funds for the Health Ambassadors, Career Pathways
Program
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Legislation Details (With Text)
File #: Version:124-3500 Name:
Status:Type:Consent Item Passed
File created:In control:10/1/2024 BOARD OF SUPERVISORS
On agenda:Final action:10/22/2024 10/22/2024
Title:APPROVE and AUTHORIZE the Health Services Director, or designee, to execute a contract with the
California Department of Health Care Services, to pay County an amount not to exceed $2,932,106 in
Round 3 ?Providing Access and Transforming Health funding to continue to develop and expand
California Advancing and Innovating Medi-Cal services for the period July 1, 2024 through June 30,
2025. (No County match)
Attachments:
Action ByDate Action ResultVer.Tally
approvedBOARD OF SUPERVISORS10/22/2024 1 Pass
To:Board of Supervisors
From:Anna Roth, Health Services Director
Report Title:Grant Agreement #78-051-1 from the California Department of Health Care Services
☒Recommendation of the County Administrator ☐ Recommendation of Board Committee
RECOMMENDATIONS:
APPROVE and AUTHORIZE the Health Services Director or designee, to execute on behalf of the County
Grant Agreement #78-051-1 with the California Department of Health Care Services (DHCS)’s for Providing
Access and Transforming Health (PATH) Capacity and Infrastructure Transition, Expansion and Development
(CITED) Grant - Round 3 funding in an amount not to exceed $2,932,106 to provide housing support through a
bridge housing model for unhoused persons, and expand capacity for Short Term Post Hospitalization
placements for Medi-Cal eligible, medically vulnerable individuals to develop and expand California
Advancing and Innovating Medi-Cal (CalAIM) services in Contra Costa County for the period July 1, 2024
through June 30, 2025.
FISCAL IMPACT:
Approval of this Agreement will result in an amount not to exceed $2,932,106 from DHCS’s CITED Program.
No County match required.
BACKGROUND:
This Round 3 funding from DHCS is to help expand and develop CalAIM services in California. In calendar
year 2022, there were 5,896 Contra Costa Health Plan (CCHP) patients who had at least one-episode of
homelessness during the year. Additionally, 194 patients exited a county run shelter into housing without the
tenancy sustaining supports (aftercare) necessary to prevent recurrence of homelessness. Currently, there is no
streamlined way to access community support services, nor does County have the workforce in place to deliver
these much-needed services. County’s current system works in silos and with CITED funding, County can
more seamlessly integrate services to create a more robust system of care that can address housing and health
together. CITED funding will also enable health care and homeless service providers to have access to housing
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navigation and tenancy sustaining services to support their patients with their housing needs. Currently, unless a
person is accessing services at a shelter or is getting help through street outreach or a drop-in center, there is no
dedicated resource that can offer housing navigation services and/or tenancy sustaining services. We also have a
dearth of street outreach teams that have the capacity to support those who are discharging from hospitals and
other medical programs and need housing supports. CITED funding will enable County’s Health, Housing, and
Homeless Services Division (H3) to expand outreach efforts and provide dedicated housing resources to any
CCHP member who needs it. H3 works closely with County’s Public Health Partners who operate the
Enhanced Care Management (ECM) program in Contra Costa County are working to identify step down plans
for those that no longer need intensive ECM services, but who may still need community supports, such as
housing navigation and tenancy sustaining services. CITED funding will enable H3 to scale up to ensure that
County will have the capacity to accept referrals from ECM graduates who still need support with housing. H3
also works closely with case managers from CCHP who need to refer patients for housing supports services. H3
holds the role as Contra Costa County’s Continuum of Care (CoC) leadership and understands County’s
homeless system of care is highly impacted and has reached its capacity causing long waiting periods for folks
to get the services that they desperately need to remedy their housing crisis. CITED funding will decrease the
bottleneck in services and will help us meet the demands in the community. By adding housing navigation
services paired with street outreach workers, we can meet the needs of those being served from anywhere. This
includes support for people discharging from hospitals and emergency rooms with no place to go.
DHCS has designated Public Consulting Group LLC as the Third-Party Administrator (TPA), to administer the
grant program and to communicate with County with respect to grant administration in connection with the
CITED Program.
Under Grant Agreement #78-051-1, County will receive Round - 3 funding in an amount not to exceed
$2,932,106 through June 30, 2025 and agree to release and hold harmless Public Consulting Group LLC and
DHCS. This Award is late due to H3 receiving the notice of award letter from the DHCS.
CONSEQUENCE OF NEGATIVE ACTION:
Without CITED funding, County will be unable to increase program capacity, leaving a large gap in the
homeless system of care negatively impacting homeless residents in Contra Costa County.
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Legislation Details (With Text)
File #: Version:124-3501 Name:
Status:Type:Consent Item Passed
File created:In control:10/1/2024 BOARD OF SUPERVISORS
On agenda:Final action:10/22/2024 10/22/2024
Title:APPROVE and AUTHORIZE the Health Services Director, or designee, to execute a novation contract
with BHC Sierra Vista Hospital, Inc., in an amount not to exceed $200,000 to provide inpatient
psychiatric hospital services to County-referred adults and adolescents for the period July 1, 2024
through June 30, 2025, including a six-month automatic extension through December 31, 2025 in an
amount not to exceed $100,000. (100% Mental Health Realignment)
Attachments:
Action ByDate Action ResultVer.Tally
approvedBOARD OF SUPERVISORS10/22/2024 1 Pass
To:Board of Supervisors
From:Anna Roth, Health Services Director
Report Title:Novation Contract #24-794-9 (24) with BHC Sierra Vista Hospital, Inc
☒Recommendation of the County Administrator ☐ Recommendation of Board Committee
RECOMMENDATIONS:
APPROVE and AUTHORIZE the Health Services Director, or designee, to execute on behalf of the County
Novation Contract #24-794-9(24) with BHC Sierra Vista Hospital, Inc., a corporation, in an amount not to
exceed $200,000, to provide inpatient psychiatric hospital services to County-referred adults and adolescents
for the period from July 1, 2024 through June 30, 2025, which includes a six-month automatic extension
through December 31, 2025, in an amount not to exceed $100,000.
FISCAL IMPACT:
Approval of this Novation Contract will result in annual budgeted expenditures of up to $200,000 and $100,000
during the six-month automatic extension period and will be funded 100% by Mental Health Realignment
revenues.
BACKGROUND:
The Behavioral Health Services Department (BHSD) has been contracting with BHC Sierra Vista Hospital, Inc.
since November 1, 2006. This Contract meets the social needs of County’s population by providing inpatient
psychiatric hospital services to County-referred adults and adolescents.
This Contract was approved by Health Services Personnel to ensure there is no conflict with labor relations.
The BHSD Contract Monitoring staff meet on a regular basis to ensure monitoring of performance measures set
forth in the Contract are upheld. This Contractor has been a longstanding partner in previous projects, fostering
a deep understanding of our organization's mission, values, and long-term objectives. These contracted services
were determined to be exempt from Administrative Bulletin 600.3 solicitation requirements by the Public
Works Purchasing Division.
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On August 1, 2023, the Board of Supervisors approved Novation Contract #24-794-9(19) with BHC Sierra
Vista Hospital, Inc., in an amount not to exceed $75,000, for the provision of inpatient psychiatric hospital
services to County-referred adults and adolescents for the period from July 1, 2023 through June 30, 2024,
which included a six-month automatic extension through December 31, 2024, in an amount not to exceed
$37,500.
On June 25, 2024, the Board of Supervisors approved Amendment Agreement #24-794-9(23) with BHC Sierra
Vista Hospital, Inc., to increase the payment limit by $274,026 to a new payment limit of $349,026 for
additional inpatient psychiatric hospital services with no change in the term and to increase the six-month
automatic extension payment limit by $137,013 to a new payment limit of $174,513 through December 31,
2024.
Approval of Novation Contract #24-794-9(24) will allow the Contractor to continue to provide inpatient
psychiatric hospital services through June 30, 2025. This Contract includes both parties agreeing to defend,
save harmless and indemnify each other for any claims arising from or connected with the operations or the
services under this Contract.
CONSEQUENCE OF NEGATIVE ACTION:
If this Contract is not approved, County’s mental health clients will not receive needed inpatient psychiatric
services from Contractor’s facility.
CHILDREN’S IMPACT STATEMENT:
This program supports the following Board of Supervisors’ community outcome: “Communities that are Safe
and Provide a High Quality of Life for Children and Families”. Expected program outcomes include a decrease
in the need for inpatient care and placement at a lower level of care.
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Legislation Details (With Text)
File #: Version:124-3502 Name:
Status:Type:Consent Item Passed
File created:In control:10/2/2024 BOARD OF SUPERVISORS
On agenda:Final action:10/22/2024 10/22/2024
Title:APPROVE and AUTHORIZE the Health Services Director, or designee, to execute a contract with
Quality Assured Services, Inc (dba Acelis Connected Health Supplies), in an amount not to exceed
$500,000 to provide durable medical equipment services and supplies including ventricular assist
device services to Contra Costa Health Plan members and County recipients for the period December
1, 2024 through November 30, 2026. (100% Contra Costa Health Plan Enterprise Fund II)
Attachments:
Action ByDate Action ResultVer.Tally
approvedBOARD OF SUPERVISORS10/22/2024 1 Pass
To:Board of Supervisors
From:Anna Roth, Health Services Director
Report Title:Contract #77-730 with Quality Assured Services, Inc (dba Acelis Connected Health Supplies)
☒Recommendation of the County Administrator ☐ Recommendation of Board Committee
RECOMMENDATIONS:
APPROVE and AUTHORIZE the Health Services Director,or designee,to execute on behalf of the County
Contract #77-730 with Quality Assured Services,Inc (dba Acelis Connected Health Supplies),a corporation,in
an amount not to exceed $500,000,to provide durable medical equipment (DME)services and supplies
including -ventricular assist device (VAD)services for Contra Costa Health Plan (CCHP)members and County
recipients for the period December 1, 2024 through November 31, 2026.
FISCAL IMPACT:
Approval of this contract will result in contractual service expenditures of up to $500,000 over a two-year
period and will be funded 100% by CCHP Enterprise Fund II revenues.
BACKGROUND:
CCHP has an obligation to provide certain specialized DME and related health care services including all
related equipment and medical supplies to CCHP members under the terms of their Individual and Group
Health Plan membership contracts with the County.This Contract is entered into under and subject to the
following legal authorities:California Government Code §§26227 and 31000;Health and Safety Code §1451.
DME services are mandated by State and Federal regulations and related equipment is medically necessary to
preserve bodily functions essential to activities of daily living or to prevent significant physical disability.
Health Services Personnel approve this contract to ensure no conflicts with labor relations.This is a new
contractor who will be a part of the CCHP Provider Network providing DME related services and supplies
while fostering a deep understanding of the CCHP organizations mission,values,and long-term objectives
starting December 1, 2024.
Contractor will cooperate with and participate in CCHP’s Quality Management Program which consists of
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Contractor will cooperate with and participate in CCHP’s Quality Management Program which consists of
quality improvement activities to improve the quality of care and services and member experience.Cooperation
includes collection and evaluation of performance measurement data and participation in the organization’s
clinical and service measure Quality Improvement Programs.The nature of the DME services needed is
complex and requires seamless coordination,integration and collaboration with existing programs and systems.
These contracted services were determined to be exempt from Administrative Bulletin 600.3 solicitation
requirements by the Public Works Department’s Purchasing Division.
Under new Contract #77-730 Contractor will provide DME-VAD services to CCHP members and County
recipients through November 30, 2026.
CONSEQUENCE OF NEGATIVE ACTION:
If this Contract is not approved certain specialized DME-VAD services for CCHP members under the terms of
their Individual and Group Health Plan membership contracts with the County will not be provided and
services may be delayed.
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Legislation Details (With Text)
File #: Version:124-3503 Name:
Status:Type:Consent Item Passed
File created:In control:10/3/2024 BOARD OF SUPERVISORS
On agenda:Final action:10/22/2024 10/22/2024
Title:APPROVE and AUTHORIZE the Health Services Director, or designee, to execute a contract
amendment with Jackson & Coker Locumtenens, LLC, to increase the payment limit by $500,000 to
an amount not to exceed $2,500,000 for additional temporary psychiatric medical services and
recruitment services with no change in the term ending December 31, 2024. (100% Mental Health
Realignment)
Attachments:
Action ByDate Action ResultVer.Tally
approvedBOARD OF SUPERVISORS10/22/2024 1 Pass
To:Board of Supervisors
From:Anna Roth, Health Services Director
Report Title:Amendment #74-277-30 with Jackson & Coker Locumtenens, LLC
☒Recommendation of the County Administrator ☐ Recommendation of Board Committee
RECOMMENDATIONS:
APPROVE and AUTHORIZE the Health Services Director, or designee, to execute on behalf of the County
Contract Amendment Agreement #74-277-30 with Jackson & Coker Locumtenens, LLC, a limited liability
company, effective October 1, 2024, to amend Contract #74-277-29, to increase the payment limit by $500,000
from $2,000,000 to a new payment limit of $2,500,000 for additional temporary psychiatric medical services
and recruitment services with no change in the original term of January 1, 2024 through December 31, 2024.
FISCAL IMPACT:
Approval of this Amendment will result in additional annual expenditures of up to $500,000 and will be funded
as budgeted by 100% Mental Health Realignment. (No rate increase)
BACKGROUND:
County’s Behavioral Health Services Division/ Mental Health has an obligation to provide psychiatric
physician services to patients, including medication management and therapy services. Therefore, County
contracts with temporary help firms to ensure patient care is provided during peak loads, temporary absences,
vacations or emergency situations when full staffing is required. This contractor has been providing temporary
Psychiatric services since July 1, 2006. This Contract is entered into under and subject to the following legal
authorities: California Government Code §§31000 and 31000.4. The Behavioral Health’s Quality Management,
Utilization Management and Contract Monitor Staff meet on a regular basis to ensure monitoring and
performance measures in the contract are upheld. These contracted services were determined to be exempt from
Administrative Bulletin 600.3 solicitation requirements by the Public Works Department’s Purchasing Division.
On January 9, 2024, the Board of Supervisors approved Contract #74-277-29 with Jackson & Coker
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Locumtenens, LLC, in the amount of $2,000,000 for the provision of temporary psychiatric medical doctors
and recruitment services at County’s Mental Health Outpatient Clinics, for the period January 1, 2024 through
December 31, 2024.
Approval of Contract Amendment Agreement #74-277-30 will allow the Contractor to provide additional
temporary psychiatric medical services and recruitment services through December 31, 2024. This Contract
includes services provided by represented classifications and the county has met its obligations with the
respective labor partner(s).
CONSEQUENCE OF NEGATIVE ACTION:
If this Amendment is not approved, Contractor will not be able to provide additional temporary psychiatric
medical doctors and recruitment services for County’s Mental Health Outpatient Clinics.
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Legislation Details (With Text)
File #: Version:124-3504 Name:
Status:Type:Consent Item Passed
File created:In control:10/4/2024 BOARD OF SUPERVISORS
On agenda:Final action:10/22/2024 10/22/2024
Title:APPROVE and AUTHORIZE the Health Services Director, or designee, to execute a contract with
David Gurley, M.D., in an amount not to exceed $250,000 to provide emergency physician services at
Contra Costa Regional Medical Center and Health Centers for the period October 1, 2024 through
September 30, 2025. (100% Hospital Enterprise Fund I)
Attachments:
Action ByDate Action ResultVer.Tally
approvedBOARD OF SUPERVISORS10/22/2024 1 Pass
To:Board of Supervisors
From:Anna Roth, Health Services Director
Report Title:Contract #76-808-1 with David Gurley, M.D
☒Recommendation of the County Administrator ☐ Recommendation of Board Committee
RECOMMENDATIONS:
APPROVE and AUTHORIZE the Health Services Director, or designee, to execute on behalf of County
Contract #76-808-1 with David Gurley, M.D., an individual, in an amount not to exceed $250,000, to provide
emergency medicine physician services at Contra Costa Regional Medical Center (CCRMC) and Contra Costa
Health Centers, for the period October 1, 2024 through September 30, 2025.
FISCAL IMPACT:
Approval of this Contract will result in annual expenditures of up to $250,000 and will be funded as budgeted
by the department 100% by Hospital Enterprise Fund I revenues.
BACKGROUND:
Due to the limited number of specialty providers available within the community,CCRMC and Contra Costa
Health Centers rely on Contracts to provide necessary specialty health services to their patients.This Contractor
has been providing emergency medicine physician services since December 2022.
This Contract is entered into under and subject to the following legal authorities:California Government Code
§§26227 and 31000;Health and Safety Code §1451.Contractor’s emergency medicine physician services
include,but are not limited to clinic coverage,consultation,training,medical and/or surgical procedures Per
Administrative Bulletin 600.3 CCHP physician services are exempt from solicitation requirements.
On December 13,2022,the Board of Supervisors approved Contract #76-808 with David Gurley,M.D.,in an
amount not to exceed $225,000,to provide emergency medicine physician services at CCRMC and Contra
Costa Health Centers , for the period of December 1, 2022 through November 30, 2023.
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Approval of this Contract #76-808-1 will allow the Contractor to provide emergency medicine physician
services at CCRMC and Contra Costa Health Centers for the period October 1,2024 through September 30,
2025.
CONSEQUENCE OF NEGATIVE ACTION:
If this Contract is not approved, patients requiring emergency medicine physician services at CCRMC and
Contra Costa Health Centers will not have access to Contractor’s services, which may increase wait time for
services.
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1025 ESCOBAR STREET
MARTINEZ, CA 94553CONTRA COSTA COUNTY
Legislation Details (With Text)
File #: Version:124-3505 Name:
Status:Type:Consent Item Passed
File created:In control:10/4/2024 BOARD OF SUPERVISORS
On agenda:Final action:10/22/2024 10/22/2024
Title:APPROVE and AUTHORIZE the Health Services Director, or designee, to execute a contract with
Hayward Healthcare & Wellness Center, LLC, in an amount not to exceed $900,000 to provide skilled
nursing facility services for Contra Costa Health Plan members and County recipients for the period
November 1, 2024 through October 31, 2027. (100% Contra Costa Health Plan Enterprise Fund II)
Attachments:
Action ByDate Action ResultVer.Tally
approvedBOARD OF SUPERVISORS10/22/2024 1 Pass
To:Board of Supervisors
From:Anna Roth, Health Services Director
Report Title:Cancellation Agreement #77-625-1 and Contract #77-625-2 with Hayward Healthcare &
Wellness Center, LLC
☒Recommendation of the County Administrator ☐ Recommendation of Board Committee
RECOMMENDATIONS:
APPROVE and AUTHORIZE the Health Services Director, or designee, to execute on behalf of the County as
follows: (1) Cancellation Agreement #77-625-1 with Hayward Healthcare & Wellness Center, LLC, a limited
liability company, effective at the end of business on October 31, 2024; and Contract #77-625-2 with Hayward
Healthcare & Wellness Center, LLC, a limited liability company, in an amount not to exceed $900,000, to
provide skilled nursing facility (SNF) services for Contra Costa Health Plan (CCHP) members and County
recipients for the period November 1, 2024 through October 31, 2027.
FISCAL IMPACT:
This Contract will result in contractual service expenditures of up to $900,000 over a three-year period and will
be funded 100% by CCHP Enterprise Fund II revenues.
BACKGROUND:
CCHP has an obligation to provide certain specialized SNF services for its members under the terms of their
Individual and Group Health Plan membership contracts with the County. Members are released from the
hospital to recover at an SNF until they are well enough to be sent home. These services include but are not
limited to: twenty-four (24) hour medical care, social service and case management coordination, wound care,
respiratory therapy, nasogastric and gastric tube feeding, physical and speech therapy services. This Contractors
proven track record and established reputation within the medical community mitigates potential risks
associated with CCHP’s success and patient well-being. This Contractor has been a member in CCHP Provider
Network formerly under a Memorandum of Understanding (MOU) and began working under this County
required Contract providing SNF services and fostering a deep understanding of the CCHP organizations
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mission, values, and long-term objectives since Contract on August 1, 2023.
This Contract is entered into under and subject to the following legal authorities: California Government Code
§§ 26227 and 31000; Health and Safety Code § 1451. Health Services Personnel approved this Contract to
ensure no conflicts with labor relations. Contractor currently cooperates with and participates in CCHP’s
Quality Management Program which consists of quality improvement activities to improve the quality of care
and services and member experience. Cooperation includes collection and evaluation of performance
measurement data and participation in the organization’s clinical and service measure Quality Improvement
Programs. These contracted services were determined to be exempt from Administrative Bulletin 600.3
solicitation requirements by the Public Works Department’s Purchasing Division.
On August 1, 2023, the Board of Supervisors approved Contract #77-625 with Hayward Healthcare & Wellness
Center, LLC, in an amount not to exceed $800,000, for the provision SNF services for CCHP members and
County recipients for the period August 1, 2023 through July 31, 2025.
In consideration of the Contractor’s agreement to continue providing SNF services and the departments need to
increase rates to maintain an adequate network for CCHP members to meet Department of Health Care
Services (DHCS) and Department of Managed Health Care (DMHC) mandates, the department and Contractor
have agreed to (1) mutual cancellation of the current Contract in accordance with General Conditions
Paragraph 5 (Termination), of the Contract (Cancellation Agreement #77-625-1) will accomplish this
cancellation, and (2) establish a new Contract with the correct terms and conditions for the next three years.
Approval of Contract #77-625-2 will allow Contractor to continue to provide SNF services for CCHP members
and County recipients through October 31, 2027.
CONSEQUENCE OF NEGATIVE ACTION:
If this Contract is not approved certain specialized SNF health care services for CCHP members under the
terms of their Individual and Group Health Plan membership contracts with the County will not be provided
and may cause a delay in services to CCHP members.
CONTRA COSTA COUNTY Printed on 12/11/2024Page 2 of 2
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1025 ESCOBAR STREET
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Legislation Details (With Text)
File #: Version:124-3506 Name:
Status:Type:Consent Item Passed
File created:In control:10/4/2024 BOARD OF SUPERVISORS
On agenda:Final action:10/22/2024 10/22/2024
Title:APPROVE and AUTHORIZE the Health Services Director, or designee, to execute a contract with
Oakland Healthcare & Wellness Center, LLC (dba Oakland Healthcare & Wellness Center), in an
amount not to exceed $900,000 to provide skilled nursing facility services for Contra Costa Health
Plan members and County recipients for the period November 1, 2024 through October 31, 2027.
(100% Contra Costa Health Plan Enterprise Fund II)
Attachments:
Action ByDate Action ResultVer.Tally
approvedBOARD OF SUPERVISORS10/22/2024 1 Pass
To:Board of Supervisors
From:Anna Roth, Health Services Director
Report Title:Cancellation Agreement #77-618-1 and Contract #77-618-2 with Oakland Healthcare &
Wellness Center, LLC (dba Oakland Healthcare & Wellness Center)
☒Recommendation of the County Administrator ☐ Recommendation of Board Committee
RECOMMENDATIONS:
APPROVE and AUTHORIZE the Health Services Director, or designee, to execute on behalf of the County as
follows: (1) Cancellation Agreement #77-618-1 with Oakland Healthcare & Wellness Center, LLC (dba
Oakland Healthcare & Wellness Center), a limited liability company, effective at the end of business on
October 31, 2024; and Contract #77-618-2 with Hayward Healthcare & Wellness Center, LLC, a limited
liability company, in an amount not to exceed $900,000, to provide skilled nursing facility (SNF) services for
Contra Costa Health Plan (CCHP) members and County recipients for the period November 1, 2024 through
October 31, 2027.
FISCAL IMPACT:
This Contract will result in contractual service expenditures of up to $900,000 over a three-year period and will
be funded 100% by CCHP Enterprise Fund II revenues.
BACKGROUND:
CCHP has an obligation to provide certain specialized SNF services for its members under the terms of their
Individual and Group Health Plan membership contracts with the County. Members are released from the
hospital to recover at an SNF until they are well enough to be sent home. These services include but are not
limited to: twenty-four (24) hour medical care, social service and case management coordination, wound care,
respiratory therapy, nasogastric and gastric tube feeding, physical and speech therapy services. This Contractors
proven track record and established reputation within the medical community mitigates potential risks
associated with CCHP’s success and patient well-being. This Contractor has been a member in CCHP Provider
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Network formerly under a Memorandum of Understanding (MOU) and began working under this County
required Contract providing SNF services and fostering a deep understanding of the CCHP organizations
mission, values, and long-term objectives since Contract on August 1, 2023.
This Contract is entered into under and subject to the following legal authorities: California Government Code
§§ 26227 and 31000; Health and Safety Code § 1451. Health Services Personnel approved this Contract to
ensure no conflicts with labor relations. Contractor currently cooperates with and participates in CCHP’s
Quality Management Program which consists of quality improvement activities to improve the quality of care
and services and member experience. Cooperation includes collection and evaluation of performance
measurement data and participation in the organization’s clinical and service measure Quality Improvement
Programs. These contracted services were determined to be exempt from Administrative Bulletin 600.3
solicitation requirements by the Public Works Department’s Purchasing Division.
On August 15, 2023, the Board of Supervisors approved Contract #77-618 with Oakland Healthcare &
Wellness Center, LLC (dba Oakland Healthcare & Wellness Center), in an amount not to exceed $800,000, for
the provision SNF services for CCHP members and County recipients for the period August 1, 2023 through
July 31, 2025.
In consideration of the Contractor’s agreement to continue providing SNF services and the departments need to
increase rates to maintain an adequate network for CCHP members to meet Department of Health Care
Services (DHCS) and Department of Managed Health Care (DMHC) mandates, the department and Contractor
have agreed to (1) mutual cancellation of the current Contract in accordance with General Conditions
Paragraph 5 (Termination), of the Contract (Cancellation Agreement #77-618-1) will accomplish this
cancellation, and (2) establish a new Contract with the correct terms and conditions for the next three years.
Approval of Contract #77-618-2 will allow Contractor to continue to provide SNF services for CCHP members
and County recipients through October 31, 2027.
CONSEQUENCE OF NEGATIVE ACTION:
If this Contract is not approved certain specialized SNF health care services for CCHP members under the
terms of their Individual and Group Health Plan membership contracts with the County will not be provided
and may cause a delay in services to CCHP members.
CONTRA COSTA COUNTY Printed on 12/11/2024Page 2 of 2
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1025 ESCOBAR STREET
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Legislation Details (With Text)
File #: Version:124-3507 Name:
Status:Type:Consent Item Passed
File created:In control:10/4/2024 BOARD OF SUPERVISORS
On agenda:Final action:10/22/2024 10/22/2024
Title:APPROVE and AUTHORIZE the Health Services Director, or designee, to execute a contract with
Samuel Cho, MD, INC. in an amount not to exceed $2,150,000 to provide cardiology services at
Contra Costa Regional Medical Center and Health Center patients for the period September 1, 2024
through August 31, 2027. (100% Hospital Enterprise Fund I)
Attachments:
Action ByDate Action ResultVer.Tally
approvedBOARD OF SUPERVISORS10/22/2024 1 Pass
To:Board of Supervisors
From:Anna Roth, Health Services Director
Report Title:Contract #76-731-3 with Samuel Cho MD, INC.
☒Recommendation of the County Administrator ☐ Recommendation of Board Committee
RECOMMENDATIONS:
APPROVE and AUTHORIZE the Health Services Director,or designee,to execute on behalf of the County
Contract Agreement #76-731-3 with Samuel Cho MD,INC.,a corporation,(formerly Samuel H.Cho,M.D.)in
amount not to exceed $2,150,000 to provide cardiology services at Contra Costa Regional Medical Center
(CCRMC) and Contra Costa Health Centers for the period from September 1, 2024 through August 31, 2027.
FISCAL IMPACT:
Approval of this Contract will result in the contractual service expenditures of up to $2,150,000 over a 3 year
period and will be funded 100% by Hospital Enterprise Fund I.
BACKGROUND:
Due to the limited number of specialty providers available within the community,CCRMC and Contra Costa
Health Centers rely on contracts to provide necessary specialty health services to their patients.Contractor has
been providing cardiology services to County since September 2021.
On April 20,2021,the Board of Supervisors approved Contract #76-731 with Samuel H.Cho,M.D.,in an
amount not to exceed $1,600,000,to provide cardiology services at CCRMC and Contra Costa Health Centers,
for the period September 1, 2021 through August 31, 2024.
On July 11,2023,the Board of Supervisors approved Contract #76-731-1 with Samuel H.Cho,M.D.,to
increase the payment limit by $190,000,from $1,600,000 to a new payment limit of $1,790,000 with no change
in the term through August 31, 2024.
On April 22,2024,Contract #76-731-2 with Samuel H.Cho,M.D.,was amended to change the Assignor’s
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On April 22,2024,Contract #76-731-2 with Samuel H.Cho,M.D.,was amended to change the Assignor’s
Obligations from Samuel H.Cho,M.D.to Samuel Cho MD,INC.and assigned all rights under Contract #76-
731 affective June 1, 2024 with no change in the term through August 31, 2024.
This Contract is entered into under and subject to the following legal authorities:California Government Code
§§26227 and 31000;Health and Safety Code §1451.Health Services Personnel approved this Contract to
ensure no conflicts with labor relations.Contractor’s cardiology services will include but not limited to clinic
coverage,on-call services,medical and surgical procedures.Per Administrative Bulletin 600.3 CCRMC
Physician services are exempt from solicitation requirements.
Approval of Contract #76-731-3 will allow the Contractor to continue to provide cardiology services through
August 31, 2027.
CONSEQUENCE OF NEGATIVE ACTION:
If this Contract is not approved,the necessary specialty cardiology services needed for patient care will not be
available or will create increased wait times due to the limited number of specialty providers available within
the community.
CONTRA COSTA COUNTY Printed on 12/11/2024Page 2 of 2
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1025 ESCOBAR STREET
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Legislation Details (With Text)
File #: Version:124-3508 Name:
Status:Type:Consent Item Passed
File created:In control:10/4/2024 BOARD OF SUPERVISORS
On agenda:Final action:10/22/2024 10/22/2024
Title:APPROVE and AUTHORIZE the Health Services Director, or designee, to execute a contract
amendment with Michael C. Gynn, M.D., for additional general surgery services including department
head duties at Contra Costa Regional Medical Center and Health Centers with no change to the
payment limit of $1,650,000 or term ending December 31, 2025. (100% Hospital Enterprise Fund I)
Attachments:
Action ByDate Action ResultVer.Tally
approvedBOARD OF SUPERVISORS10/22/2024 1 Pass
To:Board of Supervisors
From:Anna Roth, Health Services Director
Report Title:Amendment Agreement #26-604-19 with Michael C. Gynn, M.D.
☒Recommendation of the County Administrator ☐ Recommendation of Board Committee
RECOMMENDATIONS:
APPROVE and AUTHORIZE the Health Services Director,or designee,to execute on behalf of the County
Contract Amendment Agreement #26-604-19 with Michael C.Gynn,M.D.,an individual,effective July 1,
2024,to amend Contract #26-604-18,to provide additional general surgery services including the addition of
department head duties at Contra Costa Regional Medical Center (CCRMC)and Contra Costa Health Centers,
with no change to the original payment limit of $1,650,000 or term of January 1,2024 through December 31,
2025.
FISCAL IMPACT:
Approval of this Amendment will not result in additional contractual service expenditures and will be funded as
budgeted 100% by Hospital Enterprise Fund I revenues.
BACKGROUND:
Due to limited number of specialty providers available within the community,CCRMC and Health Centers rely
on contractors to provide necessary specialty health services to their patients.This contractor has been
providing general surgery services,including but not limited to:clinic coverage,consultation,medical and/or
surgical procedures,administrative duties and on-call coverage for CCRMC patients since June 2007.This
Contract is entered into under and subject to the following legal authorities:California Government Code §§
26227 and 31000;and Health and Safety Code §1451.Health Services Personnel approved this Contract to
ensure no conflicts with labor relations.Per Administrative Bulletin 600.3 CCRMC Physician services are
exempt from Solicitation requirements.
On January 19,2024,the Board of Supervisors approved Contract #26-604-18 with Michael C.Gynn,M.D.,in
an amount not to exceed $1,650,000,for the provision of general surgery services for CCRMC and Health
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an amount not to exceed $1,650,000,for the provision of general surgery services for CCRMC and Health
Center patients, for the period January 1, 2024 through December 31, 2025.
Approval of Contract Amendment #26-604-19 will allow the Contractor to provide additional general surgery
including the addition of department head duties with no change in the original payment limit of $1,650,000 or
term of January 1,2024 through December 31,2025.The Amendment was delayed due to ongoing negotiations
between Division and Contractor.
CONSEQUENCE OF NEGATIVE ACTION:
If this Amendment is not approved,certain specialized general surgery services for CCRMC patients will not be
provided and may cause a delay in services to the County.
CONTRA COSTA COUNTY Printed on 12/11/2024Page 2 of 2
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1025 ESCOBAR STREET
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Legislation Details (With Text)
File #: Version:124-3509 Name:
Status:Type:Consent Item Passed
File created:In control:10/4/2024 BOARD OF SUPERVISORS
On agenda:Final action:10/22/2024 10/22/2024
Title:APPROVE and AUTHORIZE the Health Services Director, or designee, to execute a contract with
Encore Textile Services, LLC (dba Emerald Textiles Services, Northern California, LLC), in an amount
not to exceed $4,500,000 to provide linen rental, cleaning and distribution services at Contra Costa
Regional Medical Center and Health Centers for the period July 1, 2024 through June 30, 2027.
(100% Hospital Enterprise Fund I)
Attachments:
Action ByDate Action ResultVer.Tally
approvedBOARD OF SUPERVISORS10/22/2024 1 Pass
To:Board of Supervisors
From:Anna Roth, Health Services Director
Report Title:Contract #26-776-9 with Encore Textile Services, LLC (DBA Emerald Textiles Services,
Northern California, LLC)
☒Recommendation of the County Administrator ☐ Recommendation of Board Committee
RECOMMENDATIONS:
APPROVE and AUTHORIZE the Health Services Director,or designee,to execute on behalf of the County
Contract #26-776-9 with Encore Textile Services,LLC (DBA Emerald Textiles Services,Northern California,
LLC),a limited liability company ,in an amount not to exceed $4,500,000,to provide linen rental,cleaning and
distribution services at Contra Costa Regional Medical Center (CCRMC)and Contra Costa Health Centers,for
the period July 1, 2024 through June 30, 2027.
FISCAL IMPACT:
This Contract will result in contractual service expenditures of up to $4,500,000 over a three-year period and
will be funded 100% by Hospital Enterprise Fund I revenues.
BACKGROUND:
The County has been contracting with Contractor since July 2014 to provide linen rental,cleaning and
distribution services.Contractor provides laundry and linen services to CCRMC and Contra Costa Health
Centers including fitted sheets,pillowcases,blankets,nursing scrubs and linen towels.The services and
supplies are a necessity to maintain hospital flow and patients care.
This Contract is entered into under and subject to the following legal authorities:California Government Code
§§26227 and 31000.This Contract was approved by Health Services Personnel to ensure there is no conflict
with labor relations.CCRMC’s Quality Management,Utilization Management and Contract Monitor Staff meet
on a regular basis to ensure monitoring and performance measures in the Contract are upheld.Following a
Request for Proposal (RFP),this Contract was awarded to Encore Textile Services,LLC (DBA Emerald
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Request for Proposal (RFP),this Contract was awarded to Encore Textile Services,LLC (DBA Emerald
Textiles Services, Northern California, LLC) by Public Works Department on June 14, 2024.
On March 30,2021,the Board of Supervisors approved Contract #26-776-6 with Oceanside Laundry,LLC,in
an amount not to exceed $4,422,170,to provide linen rental and cleaning services at CCRMC and Contra Costa
Health Centers for the period July 1, 2021 through June 30, 2024.
Approval of Contract #26-776-9 will allow the Contractor to continue providing linen rental,cleaning and
distribution services through June 30,2027.The RFP process took longer than expected,causing a delay of this
Contract.
CONSEQUENCE OF NEGATIVE ACTION:
If this Contract is not approved,CCRMC and Contra Costa Health Centers will not have access to Contractor’s
linen cleaning, rental and distribution services needed to maintain hospital flow and patient care.
CONTRA COSTA COUNTY Printed on 12/11/2024Page 2 of 2
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1025 ESCOBAR STREET
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Legislation Details (With Text)
File #: Version:124-3510 Name:
Status:Type:Consent Item Passed
File created:In control:10/4/2024 BOARD OF SUPERVISORS
On agenda:Final action:10/22/2024 10/22/2024
Title:APPROVE and AUTHORIZE the Health Services Director, or designee, to execute a contract with
Aaron K. Hayashi, M.D., Inc., in an amount not to exceed $750,000 to provide radiology services at
Contra Costa Regional Medical Center and Health Centers for the period October 1, 2024 through
September 30, 2025. (100% Hospital Enterprise Fund I)
Attachments:
Action ByDate Action ResultVer.Tally
approvedBOARD OF SUPERVISORS10/22/2024 1 Pass
To:Board of Supervisors
From:Anna Roth, Health Services Director
Report Title:Contract #26-445-21 with Aaron K. Hayashi, M.D., Inc.
☒Recommendation of the County Administrator ☐ Recommendation of Board Committee
RECOMMENDATIONS:
APPROVE and AUTHORIZE the Health Services Director,or designee,to execute on behalf of the County
Contract #26-445-21 with Aaron K.Hayashi,M.D.,Inc.,a corporation,in an amount not to exceed $750,000,
to provide radiology services at Contra Costa Regional Medical Center (CCRMC)and Contra Costa Health
Centers, for the period October 1, 2024 through September 30, 2025.
FISCAL IMPACT:
Approval of this Contract will result in annual expenditures of up to $750,000 and will be funded as budgeted
by the department 100% by Hospital Enterprise Fund I revenues.
BACKGROUND:
Due to the limited number of specialty providers available within the community,CCRMC and Contra Costa
Health Centers relies on contractors to provide necessary specialty health services to its patients.This
Contractor has been providing radiology specialty services including,but not limited to:clinic coverage,
consultation,training,medical and surgical procedures,on-call coverage,and interpretation of Computed
Tomography (CT)Scans,Magnetic Resonance Images (MRIs),Ultrasounds,invasive procedures and plain
films since July 1,2005.This Contract is entered into under and subject to the following legal authorities:
California Government Code §§26227 and 31000;Health and Safety Code §1451.Health Services Personnel
approved this Contract to ensure no conflicts with labor relations.Per Administrative Bulletin 600.3 CCRMC
Physician services are exempt from solicitation requirements.
On October 5,2021,the Board of Supervisors approved Contract #26-445-19 with Aaron K.Hayashi,M.D.,
Inc.,in an amount not to exceed $2,115,000,for the provision of radiology services including consultation,on-
call coverage and interpretation of Computed Tomography (CT)Scans,Magnetic Resonance Images (MRIs),
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call coverage and interpretation of Computed Tomography (CT)Scans,Magnetic Resonance Images (MRIs),
Ultrasounds,invasive procedures and plain films for CCRMC and Contra Costa Health Centers,for the period
from October 1, 2021 through September 30, 2024.
On November 29,2022,the Board of Supervisors approved Amendment Agreement #26-445-20 with Aaron
Hayashi,M.D.,Inc.,effective November 1,2022,to increase the payment limit by $75,000 to a new payment
limit of $2,190,000, for additional radiology services, with no change in the term.
Approval of Contract #26-445-21 will allow the Contractor to continue to provide radiology services at
CCRMC and Contra Costa Health Centers through September 30, 2025.
CONSEQUENCE OF NEGATIVE ACTION:
If this Contract is not approved,the necessary specialty podiatry services needed for patient care will not be
available or will create increased wait times due to the limited number of specialty providers available within
the community.
CONTRA COSTA COUNTY Printed on 12/11/2024Page 2 of 2
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1025 ESCOBAR STREET
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Legislation Details (With Text)
File #: Version:124-3511 Name:
Status:Type:Consent Item Passed
File created:In control:10/4/2024 BOARD OF SUPERVISORS
On agenda:Final action:10/22/2024 10/22/2024
Title:APPROVE and AUTHORIZE the Health Services Director, or designee, to execute a contract with
MedicalOne, LLC, in an amount not to exceed $450,000 to provide home health care and hospice
services for Contra Costa Health Plan members and County recipients for the period October 1, 2024
through September 30, 2027. (100% Contra Costa Health Plan Enterprise Fund II)
Attachments:
Action ByDate Action ResultVer.Tally
approvedBOARD OF SUPERVISORS10/22/2024 1 Pass
To:Board of Supervisors
From:Anna Roth, Health Services Director
Report Title:Contract #77-248-2 with MedicalOne Health, LLC
☒Recommendation of the County Administrator ☐ Recommendation of Board Committee
RECOMMENDATIONS:
APPROVE and AUTHORIZE the Health Services Director,or designee,to execute,on behalf of the County
Contract #77-248-2 with MedicalOne Health,LLC,a limited liability company,in an amount not to exceed
$450,000,to provide home health care and hospice services for Contra Costa Health Plan (CCHP)members
and County recipients for the period October 1, 2024 through September 30, 2027.
FISCAL IMPACT:
Approval of this Contract will result in contractual service expenditures of up to $450,000 over a three-year
period and will be funded 100% by CCHP Enterprise Fund II revenues.
BACKGROUND:
CCHP has an obligation to provide certain home health care and hospice services for its members under the
terms of their Individual and Group Health Plan membership contracts with the County.Home health care
services include but are not limited to intermittent skilled nursing,therapeutic and rehabilitative care in
patients’residence.Hospice care focuses on the care,comfort,and quality of life of a person with a serious
illness who is approaching the end of life.Hospice services involve a team led by a physician.This team
includes Contractor’s nurses and other health care professionals,including physical,occupational,respiratory
and speech therapists.This Contractor has been a part of the CCHP Provider Network providing these services
and fostering a deep understanding of the CCHP organizations mission,values,and long-term objectives since
October 2019.
This Contract is entered into under and subject to the following legal authorities:California Government Code
§§26227 and 31000;Health and Safety Code §1451.Health Services Personnel approved this Contract to
ensure no conflicts with labor relations.Contractor currently cooperates and participates in CCHP’s Quality
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ensure no conflicts with labor relations.Contractor currently cooperates and participates in CCHP’s Quality
Management Program which consists of quality improvement activities to improve the quality of care,services
and member experience.These contracted services were determined to be exempt from Administrative Bulletin
600.3 solicitation requirements by the Public Works Department’s Purchasing Division.
In October 2021,the County Administrator approved and the Purchasing Services Manager executed Contract
#77-248-1 with MedicalOne Health,LLC,in an amount not to exceed $60,000,for the provision of home
health care and hospice services for CCHP members for the period October 1,2021 through September 30,
2024.
Approval of Contract #77-248-2 will allow the Contractor to continue providing home health care and hospice
services for CCHP members and County recipients through September 30, 2027.
CONSEQUENCE OF NEGATIVE ACTION:
If this Contract is not approved,certain home health care and hospice services for CCHP members under the
terms of their Individual and Group Health Plan membership contracts with the County will not be provided
and may cause a delay in services to CCHP members.
CONTRA COSTA COUNTY Printed on 12/11/2024Page 2 of 2
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1025 ESCOBAR STREET
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Legislation Details (With Text)
File #: Version:124-3512 Name:
Status:Type:Consent Item Passed
File created:In control:10/4/2024 BOARD OF SUPERVISORS
On agenda:Final action:10/22/2024 10/22/2024
Title:APPROVE and AUTHORIZE the Health Services Director, or designee, to execute a contract with the
California Board of State and Community Corrections, to pay the County in an amount not to exceed
$1,500,000 for the Residential Substance Abuse Treatment Grant Program for implementation of
substance use disorder treatment at the West County Detention Facility for the period July 1, 2024
through December 31, 2027. (75% State, 13% County Board of Education, 12% Realignment
2011/County General Fund)
Attachments:
Action ByDate Action ResultVer.Tally
approvedBOARD OF SUPERVISORS10/22/2024 1 Pass
To:Board of Supervisors
From:Anna Roth, Health Services Director
Report Title:Approval of Grant Agreement #28-959-3 with the California Board of State and Community
Corrections Residential Substance Abuse Treatment (RSAT) Grant
☒Recommendation of the County Administrator ☐ Recommendation of Board Committee
RECOMMENDATIONS:
APPROVE and AUTHORIZE the Health Services Director,or designee to execute Grant Agreement #28-959-3
with the California Board of State and Community Corrections for the Residential Substance Abuse Treatment
(RSAT)Grant Program,in an amount not to exceed $1,500,000 for implementation of Substance Use Disorders
(SUD)treatment at the West County Detention for inmates diagnosed with a SUD,for the period July 1,2024
through December 31, 2027.
FISCAL IMPACT:
Approval of this Agreement will allow the State,through the Federal Bureau of Justice Assistance,to pay
County an amount not to exceed $1,500,000 for the RSAT Program for FY 2024-2027.County match to be
funded by the County of Education ($236,266) and Realignment 2011/County General Fund ($253,060).
BACKGROUND:
The California Board of State and Community Corrections,the designated state administrative agency for the
RSAT Program,which is federally funded through Bureau of Justice Assistance.The RSAT Program assists
states and local governments in developing and implementing substance use disorder treatment programs in
state,local,and tribal correctional and detention facilities,and supports efforts to create and maintain
community-based aftercare services for offenders.Historically,the California RSAT Program has funded local
detention facilities to provide in-custody treatment services with an aftercare component requirement placed on
the grantees.
This Program allows for the implementation SUD treatment at the West County Detention facility for inmates
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This Program allows for the implementation SUD treatment at the West County Detention facility for inmates
diagnosed with a SUD along with resources and information about recovery and treatment,with the ultimate
goal of reducing recidivism.An additional twenty-four (24)inmates who are post-sentence,have at least 3
months in custody remaining,and are assessed as high needs,will be provided with three months of substance
use treatment while in custody,placement and rent at a sober living environment for up to six months upon
release,including ongoing outpatient case management,substance abuse treatment and medication assisted
treatment.The project will fill in the gap in SUD treatment options in the Contra Costa County Detention
System and create a robust network of treatment options and programs for people transitioning back into
society.The provision of substance use treatment post-release will be provided through a network of
community-based Drug Medi-Cal certified providers that operate under the Drug Medi-Cal Organized Delivery
System (DMC-ODS) Plan.
On March 7,2023,the Board of Supervisors approved Grant Application #28-959-2 with the California Board
of State and Community Corrections to pay County an amount not to exceed $1,000,000,for implementation of
SUD treatment at the West County Detention for inmates diagnosed with a SUD,for the period July 1,2022
through October 1, 2024.
This Agreement includes agreeing to indemnify the State for any claims arising out of the County’s
performance under the Agreement and contains a limited liability provision.The delay of this Grant Agreement
was due to a delay in receipt of the agreement from the State.
CONSEQUENCE OF NEGATIVE ACTION:
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Legislation Details (With Text)
File #: Version:124-3513 Name:
Status:Type:Consent Item Passed
File created:In control:10/4/2024 BOARD OF SUPERVISORS
On agenda:Final action:10/22/2024 10/22/2024
Title:APPROVE and AUTHORIZE the Health Services Director, or designee, to execute a contract with
Esther Kwon, M.D., in an amount not to exceed $630,000 to provide podiatry services at Contra Costa
Regional Medical Center and Health Centers for the period October 1, 2024 through September 30,
2027. (100% Hospital Enterprise Fund I)
Attachments:
Action ByDate Action ResultVer.Tally
approvedBOARD OF SUPERVISORS10/22/2024 1 Pass
To:Board of Supervisors
From:Anna Roth, Health Services Director
Report Title:Contract #76-560-8 with Esther Kwon, M.D.
☒Recommendation of the County Administrator ☐ Recommendation of Board Committee
RECOMMENDATIONS:
APPROVE and AUTHORIZE the Health Services Director,or designee,to execute on behalf of the County
Contract #76-560-8 with Esther Kwon,M.D.,an individual,in an amount not to exceed $630,000,to provide
podiatry services at Contra Costa Regional Medical Center (CCRMC)and Contra Costa Health Centers,for the
period October 1, 2024 through September 30, 2027.
FISCAL IMPACT:
Approval of this Contract will result in contractual service expenditures of up to $630,000 over a three-year
period and will be funded 100% by Hospital Enterprise Fund I revenues.
BACKGROUND:
Due to the limited number of specialty providers available within the community,CCRMC and Contra Costa
Health Centers relies on contractors to provide necessary specialty health services to its patients.This
Contractor has been providing podiatry specialty services including,but not limited to:clinic coverage,
consultation,training,medical and surgical procedures,and on-call coverage since October 2016.This Contract
is entered into under and subject to the following legal authorities:California Government Code §§26227 and
31000;Health and Safety Code §1451.Health Services Personnel approved this Contract to ensure no conflicts
with labor relations.Per Administrative Bulletin 600.3 CCRMC Physician services are exempt from solicitation
requirements.
On October 19,2021,the Board of Supervisors approved Contract #76-560-7 with Esther Kwon,M.D.,in an
amount not to exceed $630,000,for the provision of podiatry services at CCRMC and Contra Costa Health
Centers, for the period October 1, 2021 through September 30, 2024.
Approval of Contract #76-560-8 will allow the Contractor to continue providing podiatry services at CCRMC
CONTRA COSTA COUNTY Printed on 12/11/2024Page 1 of 2
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File #:24-3513,Version:1
Approval of Contract #76-560-8 will allow the Contractor to continue providing podiatry services at CCRMC
and Contra Costa Health Centers through September 30, 2027.
CONSEQUENCE OF NEGATIVE ACTION:
If this Contract is not approved,the necessary specialty podiatry services needed for patient care will not be
available or will create increased wait times due to the limited number of specialty providers available within
the community.
CONTRA COSTA COUNTY Printed on 12/11/2024Page 2 of 2
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1025 ESCOBAR STREET
MARTINEZ, CA 94553CONTRA COSTA COUNTY
Legislation Details (With Text)
File #: Version:124-3514 Name:
Status:Type:Consent Item Passed
File created:In control:10/4/2024 BOARD OF SUPERVISORS
On agenda:Final action:10/22/2024 10/22/2024
Title:APPROVE and AUTHORIZE the Health Services Director, or designee, to execute a contract with
Michelle Shahrzad Davis, M.D., in an amount not to exceed $250,000 to provide emergency medicine
physician services in the emergency room at Contra Costa Regional Medical Center for the period
October 1, 2024 through September 30, 2025. (100% Hospital Enterprise Fund I)
Attachments:
Action ByDate Action ResultVer.Tally
approvedBOARD OF SUPERVISORS10/22/2024 1 Pass
To:Board of Supervisors
From:Anna Roth, Health Services Director
Report Title:Contract #76-805-1 with Michelle Shahrzad Davis, M.D.
☒Recommendation of the County Administrator ☐ Recommendation of Board Committee
RECOMMENDATIONS:
APPROVE and AUTHORIZE the Health Services Director,or designee,to execute on behalf of County
Contract #76-805-1 with Michelle Shahrzad Davis,M.D.,an individual,in an amount not to exceed $250,000,
to provide emergency medicine physician services in the emergency room at Contra Costa Regional Medical
Center (CCRMC) for the period October 1, 2024 through September 30, 2025.
FISCAL IMPACT:
Approval of this Contract will result in annual expenditures of up to $250,000 and will be funded as budgeted
by the department 100% by Hospital Enterprise Fund I revenues.
BACKGROUND:
Due to the limited number of specialty providers available within the community,CCRMC and Contra Costa
Health Centers rely on contracts to provide necessary specialty health services to their patients.Contractor’s
emergency medicine physician services will include clinic coverage,consultation,training,medical and
surgical procedures.This Contract is entered into under and subject to the following legal authorities:
California Government Code §§26227 and 31000;Health and Safety Code §1451.Health Services Personnel
approved this Contract to ensure no conflicts with labor relations.Per Administrative Bulletin 600.3 CCRMC
Physician services are exempt from solicitation requirements.
Under new Contract #76-805-1 allows the Contractor to provide emergency medicine physician services at
CCRMC in the emergency room through September 30, 2025.
CONSEQUENCE OF NEGATIVE ACTION:
If this Contract is not approved,the necessary specialty emergency medicine physician services needed for
CONTRA COSTA COUNTY Printed on 12/11/2024Page 1 of 2
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File #:24-3514,Version:1
If this Contract is not approved,the necessary specialty emergency medicine physician services needed for
patient care will not be available or will create increased wait times due to the limited number of specialty
providers available within the community.
CONTRA COSTA COUNTY Printed on 12/11/2024Page 2 of 2
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1025 ESCOBAR STREET
MARTINEZ, CA 94553CONTRA COSTA COUNTY
Legislation Details (With Text)
File #: Version:124-3515 Name:
Status:Type:Consent Item Passed
File created:In control:10/4/2024 BOARD OF SUPERVISORS
On agenda:Final action:10/22/2024 10/22/2024
Title:APPROVE and AUTHORIZE the Health Services Director, or designee, to execute a contract with
Basma Al Bast, M.D., in an amount not to exceed $1,530,000 to provide cardiology services at Contra
Costa Regional Medical Center and Health Centers for the period October 1, 2024 through
September 30, 2027. (100% Hospital Enterprise Fund I)
Attachments:
Action ByDate Action ResultVer.Tally
approvedBOARD OF SUPERVISORS10/22/2024 1 Pass
To:Board of Supervisors
From:Anna Roth, Health Services Director
Report Title:Contract #76-876 with Basma Al Bast, M.D.
☒Recommendation of the County Administrator ☐ Recommendation of Board Committee
RECOMMENDATIONS:
APPROVE and AUTHORIZE the Health Services Director,or designee,to execute on behalf of the County
Contract #76-876 with Basma Al Bast,M.D.,an individual,in an amount not to exceed $1,530,000,to provide
cardiology services at Contra Costa Regional Medical Center (CCRMC)and Contra Costa Health Centers,for
the period October 1, 2024 through September 30, 2027.
FISCAL IMPACT:
Approval of this Contract will result in contractual service expenditures of up to $1,530,000 over a three-year
period and will be funded 100% by Hospital Enterprise Fund I revenues.
BACKGROUND:
Due to the limited number of specialty providers available within the community,CCRMC and Contra Costa
Health Centers relies on contractors to provide necessary specialty health services to its patients.This is a new
Contractor at CCRMC who will provide cardiology services including,but not limited to:clinic coverage,
consultation,training,medical and surgical procedures,and on-call coverage starting October 1,2024.This
Contract is entered into under and subject to the following legal authorities:California Government Code §§
26227 and 31000;Health and Safety Code §1451.Health Services Personnel approved this Contract to ensure
no conflicts with labor relations.Per Administrative Bulletin 600.3 CCRMC Physician services are exempt
from solicitation requirements.
Under new Contract #76-876 Contractor will provide cardiology services at CCRMC and Contra Costa Health
Centers for the period October 1, 2024 through September 30, 2027.
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File #:24-3515,Version:1
CONSEQUENCE OF NEGATIVE ACTION:
If this Contract is not approved,the necessary specialty cardiology services needed for patient care will not be
available or will create increased wait times due to the limited number of specialty providers available within
the community.
CONTRA COSTA COUNTY Printed on 12/11/2024Page 2 of 2
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1025 ESCOBAR STREET
MARTINEZ, CA 94553CONTRA COSTA COUNTY
Legislation Details (With Text)
File #: Version:124-3516 Name:
Status:Type:Consent Item Passed
File created:In control:10/4/2024 BOARD OF SUPERVISORS
On agenda:Final action:10/22/2024 10/22/2024
Title:APPROVE and AUTHORIZE the Health Services Director, or designee, to execute a contract
amendment with ECG Management Consultants, LLC, to increase the payment limit by $133,500 to
an amount not to exceed $408,500 for additional consultation and technical assistance in reviewing
compensation, benefits, productivity levels and performance for physicians at Contra Costa Regional
Medical Center and Health Centers with no change in the term ending June 14, 2027. (100% Hospital
Enterprise Fund I)
Attachments:
Action ByDate Action ResultVer.Tally
approvedBOARD OF SUPERVISORS10/22/2024 1 Pass
To:Board of Supervisors
From:Anna Roth, Health Services Director
Report Title:Amendment #76-658-11 with ECG Management Consultants, LLC
☒Recommendation of the County Administrator ☐ Recommendation of Board Committee
RECOMMENDATIONS:
APPROVE and AUTHORIZE the Health Services Director,or designee,to execute on behalf of the County
Contract Amendment Agreement #76-658-11 with ECG Management Consultants,LLC,a limited liability
company,effective October 1,2024,to amend Contract #76-658-10,to increase the payment limit by $133,500,
from $275,000 to a new payment limit of $408,500,with no change in the term June 15,2024 through June 14,
2027.
FISCAL IMPACT:
Approval of this Amendment will result in additional expenditures of up to $133,500 and will be funded 100%
by Hospital Enterprise Fund I revenues. (No rate increase)
BACKGROUND:
Contractor has provided consultation and technical assistance with regard to best practices for clinical
operations ambulatory clinics,appointment unit,materials management,benefits,productivity levels and
performance for physicians at Contra Costa Regional Medical Center (CCRMC)and Contra Costa Health
Centers, since June 15, 2019.
On March 19,2024,the Board of Supervisors approved Contract #76-658-10 with ECG Management
Consultants,LLC,in an amount of $275,000,for the provision of consultation and technical assistance with
regard to reviewing compensation,benefits,productivity levels and performance for physicians at CCRMC and
Contra Costa Health Centers, for the period June 15, 2024 through June 14, 2027.
Approval of Contract Amendment #76-658-11 will allow the Contractor to provide additional management
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Approval of Contract Amendment #76-658-11 will allow the Contractor to provide additional management
consulting services through June 14, 2027.
CONSEQUENCE OF NEGATIVE ACTION:
If this Amendment is not approved,CCRMC will not have access to Contractor’s services including
consultation and technical assistance with regard to best practices for clinical operations ambulatory clinics,
appointment unit,materials management,benefits,productivity levels and performance for physicians at
CCRMC and Contra Costa Health Centers.
CONTRA COSTA COUNTY Printed on 12/11/2024Page 2 of 2
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1025 ESCOBAR STREET
MARTINEZ, CA 94553CONTRA COSTA COUNTY
Legislation Details (With Text)
File #: Version:124-3517 Name:
Status:Type:Consent Item Passed
File created:In control:10/4/2024 BOARD OF SUPERVISORS
On agenda:Final action:10/22/2024 10/22/2024
Title:APPROVE and AUTHORIZE the Health Services Director, or designee, to execute a contract with
CreDentals Services, Inc. (dba VPoint), in an amount not to exceed $600,000 to provide credentialing
services for healthcare providers contracted in the Contra Costa Health Plan Provider Network for the
period October 1, 2024 through September 30, 2027. (100% Contra Costa Health Plan Enterprise
Fund II)
Attachments:
Action ByDate Action ResultVer.Tally
approvedBOARD OF SUPERVISORS10/22/2024 1 Pass
To:Board of Supervisors
From:Anna Roth, Health Services Director
Report Title:Contract #27-814-10 with CreDentals Services, Inc. (dba VPoint)
☒Recommendation of the County Administrator ☐ Recommendation of Board Committee
RECOMMENDATIONS:
APPROVE and AUTHORIZE the Health Services Director,or designee,to execute on behalf of the County
Contract #27-810-10,which contains mutual indemnification,with CreDentals Services,Inc.(dba VPoint),a
corporation,in an amount not to exceed,$600,000,to provide credentialing services for healthcare providers
contracted in the Contra Costa Health Plan (CCHP)Provider Network for the period October 1,2024 through
September 30, 2027.
FISCAL IMPACT:
Approval of this Contract will result in contractual service expenditures of up to $600,000 over a three-year
period and will be funded 100% by CCHP Enterprise Fund II revenues.
BACKGROUND:
CCHP has an obligation to provide an extensive network of specialized healthcare providers that offer health
care services to CCHP members under the terms of their Individual and Group Health Plan membership
contracts with the County.These providers must satisfy State and Federal licensure prerequisites,adhere to
accreditation standards,ensure regulatory compliance,and hold relevant professional certifications.The
healthcare professional credentialing services required for CCHP operations demands a high level of
specialized expertise,experience,and knowledge this Contractor currently possesses.Contractor provides
credentialing services for healthcare providers contracted in CCHP's provider network while continuing to
foster a deep understanding of the CCHP organizations mission,values,and long-term objectives since October
2010.
This Contract is entered into under and subject to the following legal authorities:California Government Code
§§26227 and 31000;Health and Safety Code §1451.Health Services Personnel approved this Contract to
CONTRA COSTA COUNTY Printed on 12/11/2024Page 1 of 2
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§§26227 and 31000;Health and Safety Code §1451.Health Services Personnel approved this Contract to
ensure no conflicts with labor relations.The nature of the credentialing services needed is complex and requires
seamless coordination,integration and collaboration with existing programs systems,and personnel.This
contractor has been approved by the Public Works Department’s Purchasing Division on July 7, 2024.
On October 5,2021,the Board of Supervisors approved Contract #27-814-8 with CreDentals Services,Inc.
(dba VPoint),formally doing business as VerifPoint,in an amount not to exceed $120,000,for the provision of
credentialing services for healthcare providers in CCHP's provider network,for the period October 1,2021
through September 30, 2024.
On May 23,2023,the Board of Supervisors approved Amendment Agreement #27-814-9 with CreDentals
Services,Inc.(dba VPoint),formally doing business as VerifPoint,effective June 1,2023,to increase the
payment limit by $120,000 to a new payment limit of $240,000,to provide additional credentialing services for
CCHP Provider Network as utilization has surpassed the original expectation set forth at the commencement of
the contract term with no change in the term.
Approval of Contract #27-814-10 will allow the Contractor to continue to provide credentialing services for
healthcare providers in CCHP's provider network,through September 30,2027.This Contract contains mutual
indemnification to hold harmless both parties for any claims arising out of the performance of this Contract.
CONSEQUENCE OF NEGATIVE ACTION:
If this Contract is not approved,County’s providers will not be credentialed,and CCHP would be at-risk for
non-compliance with Federal,State,and contractual requirements,and could subject County to potential
sanctions, civil penalties and corrective action plans.
CONTRA COSTA COUNTY Printed on 12/11/2024Page 2 of 2
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1025 ESCOBAR STREET
MARTINEZ, CA 94553CONTRA COSTA COUNTY
Legislation Details (With Text)
File #: Version:124-3518 Name:
Status:Type:Consent Item Passed
File created:In control:10/4/2024 BOARD OF SUPERVISORS
On agenda:Final action:10/22/2024 10/22/2024
Title:APPROVE and AUTHORIZE the Health Services Director, or designee, to execute a contract with
Goals for Autism, Inc., in an amount not to exceed $1,500,000 to provide behavioral health treatment
and applied behavioral analysis services to Contra Costa Health Plan members and County recipients
for the period October 1, 2024 through September 30, 2027. (100% Contra Costa Health Plan
Enterprise Fund II)
Attachments:
Action ByDate Action ResultVer.Tally
approvedBOARD OF SUPERVISORS10/22/2024 1 Pass
To:Board of Supervisors
From:Anna Roth, Health Services Director
Report Title:Contract #77-120-4 with Goals for Autism, Inc.
☒Recommendation of the County Administrator ☐ Recommendation of Board Committee
RECOMMENDATIONS:
APPROVE and AUTHORIZE the Health Services Director,or designee,to execute on behalf of the County
Contract #77-120-4 with Goals for Autism,Inc.,a corporation,in an amount not to exceed $1,500,000,to
provide Behavioral Health Treatment (BHT)-Applied Behavioral Analysis (ABA)services for Contra Costa
Health Plan (CCHP)members and County recipients for the period October 1,2024 through September 30,
2027.
FISCAL IMPACT:
Approval of this Contract will result in contractual service expenditures of up to $1,500,000 over a three-year
period and will be funded 100% by CCHP Enterprise Fund II revenues.
BACKGROUND:
CCHP has an obligation to provide certain specialized BHT-ABA health care services including,but not limited
to;treatment plans to improve the functioning of CCHP members with pervasive development disorder or
autism under the terms of their Individual and Group Health Plan membership contracts with the County.This
Contractor has been a member in the CCHP Provider Network providing BHT-ABA services and fostering a
deep understanding of the CCHP organizations mission, values, and long-term objectives since October 2017.
This Contract is entered into under and subject to the following legal authorities:California Government Code
§§26227 and 31000;and Health and Safety Code §1451.Health Services Personnel approved this contract to
ensure there is no conflict with labor relations.Contractor currently cooperates with and participates in CCHP’s
Quality Management Program which consists of quality improvement activities to improve the quality of care
and services and member experience.Cooperation includes collection and evaluation of performance
measurement data and participation in the organization’s clinical and service measure Quality ImprovementCONTRA COSTA COUNTY Printed on 12/11/2024Page 1 of 2
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File #:24-3518,Version:1
measurement data and participation in the organization’s clinical and service measure Quality Improvement
Programs.These contracted services were determined to be exempt from Administrative Bulletin 600.3
solicitation requirements by the Public Works Department’s Purchasing Division.
On January 11,2022,the Board of Supervisors approved Contract #77-120-3 with Goals for Autism,Inc.,in an
amount not to exceed $1,200,000,for the provision of BHT-ABA services for CCHP members and County
recipients for the period October 1,2021 through September 30,2024.Due to an administrative oversight the
Department did not submit in a timely manner and requested a retroactive effective date to prevent a break in
service.
Approval of Contract #77-120-4 will allow the Contractor to continue to provide BHT-ABA services to CCHP
members and County recipients through September 30, 2027.
CONSEQUENCE OF NEGATIVE ACTION:
If this Contract is not approved certain specialized BHT-ABA for CCHP members under the terms of their
Individual and Group Health Plan membership contracts with the County will not be provided and services may
be delayed.
CONTRA COSTA COUNTY Printed on 12/11/2024Page 2 of 2
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1025 ESCOBAR STREET
MARTINEZ, CA 94553CONTRA COSTA COUNTY
Legislation Details (With Text)
File #: Version:124-3519 Name:
Status:Type:Consent Item Passed
File created:In control:10/4/2024 BOARD OF SUPERVISORS
On agenda:Final action:10/22/2024 10/22/2024
Title:APPROVE and AUTHORIZE the Health Services Director, or designee, to execute a contract with
Amavi Home Health and Hospice Care Services, Inc., in an amount not to exceed $1,200,000 to
provide home health care and hospice services for Contra Costa Health Plan members and County
recipients for the period October 1, 2024 through September 30, 2027. (100% Contra Costa Health
Plan Enterprise Fund II)
Attachments:
Action ByDate Action ResultVer.Tally
approvedBOARD OF SUPERVISORS10/22/2024 1 Pass
To:Board of Supervisors
From:Anna Roth, Health Services Director
Report Title:Contract #77-127-4 with Amavi Home Health and Hospice Care Services, Inc.
☒Recommendation of the County Administrator ☐ Recommendation of Board Committee
RECOMMENDATIONS:
APPROVE and AUTHORIZE the Health Services Director,or designee,to execute,on behalf of the County
Contract #77-127-4 with Amavi Home Health and Hospice Care Services,Inc.,a corporation,in an amount not
to exceed $1,200,000,to provide home health care and hospice services for Contra Costa Health Plan (CCHP)
members and County recipients for the period October 1, 2024 through September 30, 2027.
FISCAL IMPACT:
Approval of this Contract will result in contractual service expenditures of up to $1,200,000 over a three-year
period and will be funded 100% by CCHP Enterprise Fund II revenues.
BACKGROUND:
CCHP has an obligation to provide certain home health care and hospice services for its members under the
terms of their Individual and Group Health Plan membership contracts with the County.Home health care
services include but are not limited to intermittent skilled nursing,therapeutic and rehabilitative care in
patients’residence.Hospice care focuses on the care,comfort,and quality of life of a person with a serious
illness who is approaching the end of life.Hospice services involve a team led by a physician.This team
includes Contractor’s nurses and other health care professionals,including physical,occupational,respiratory
and speech therapists.This Contractor has been a part of the CCHP Provider Network providing these services
and fostering a deep understanding of the CCHP organizations mission,values,and long-term objectives since
October 2017.
This Contract is entered into under and subject to the following legal authorities:California Government Code
§§26227 and 31000;Health and Safety Code §1451.Health Services Personnel approved this Contract to
CONTRA COSTA COUNTY Printed on 12/11/2024Page 1 of 2
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File #:24-3519,Version:1
§§26227 and 31000;Health and Safety Code §1451.Health Services Personnel approved this Contract to
ensure no conflicts with labor relations.Contractor currently cooperates and participates in CCHP’s Quality
Management Program which consists of quality improvement activities to improve the quality of care,services
and member experience.Cooperation includes collection and evaluation of performance measurement data and
participation in the organization’s clinical and service measure Quality Improvement Programs.These
contracted services were determined to be exempt from Administrative Bulletin 600.3 solicitation requirements
by the Public Works Department’s Purchasing Division.
In December 2021,the County Administrator approved and the Purchasing Services Manager executed
Contract #77-127-3 with Amavi Home Health and Hospice Care Services,Inc.,for the provision of home
health care and hospice services for CCHP Members and County recipients for the period October 1,2021
through September 30, 2024.
Approval of Contract #77-127-4 will allow the Contractor to continue to provide home health care and hospice
services for CCHP members and County recipients through September 30, 2027.
CONSEQUENCE OF NEGATIVE ACTION:
If this Contract is not approved,certain home health care and hospice services for CCHP members under the
terms of their Individual and Group Health Plan membership contracts with the County will not be provided
and may cause a delay in services to CCHP members.
CONTRA COSTA COUNTY Printed on 12/11/2024Page 2 of 2
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1025 ESCOBAR STREET
MARTINEZ, CA 94553CONTRA COSTA COUNTY
Legislation Details (With Text)
File #: Version:124-3520 Name:
Status:Type:Consent Item Passed
File created:In control:10/4/2024 BOARD OF SUPERVISORS
On agenda:Final action:10/22/2024 10/22/2024
Title:APPROVE and AUTHORIZE the Health Services Director, or designee, to execute a contract with Erik
Grasso (dba Analytical Behavior Consultants), in an amount not to exceed $4,500,000 to provide
behavioral health treatment and applied behavioral analysis services to Contra Costa Health Plan
members and County recipients for the period October 1, 2024 through September 30, 2027. (100%
Contra Costa Health Plan Enterprise Fund II)
Attachments:
Action ByDate Action ResultVer.Tally
approvedBOARD OF SUPERVISORS10/22/2024 1 Pass
To:Board of Supervisors
From:Anna Roth, Health Services Director
Report Title:Contract #77-130-4 with Erik Grasso (dba Analytical Behavior Consultants)
☒Recommendation of the County Administrator ☐ Recommendation of Board Committee
RECOMMENDATIONS:
APPROVE and AUTHORIZE the Health Services Director,or designee,to execute on behalf of the County
Contract #77-130-4 with Erik Grasso (dba Analytical Behavior Consultants),a sole proprietor,in an amount not
to exceed $4,500,000,to provide Behavioral Health Treatment (BHT)-Applied Behavioral Analysis (ABA)
services for Contra Costa Health Plan (CCHP)members and County recipients for the period October 1,2024
through September 30, 2027.
FISCAL IMPACT:
Approval of this Contract will result in contractual service expenditures of up to $4,500,000 over a three-year
period and will be funded 100% by CCHP Enterprise Fund II revenues.
BACKGROUND:
CCHP has an obligation to provide certain specialized BHT-ABA health care services including,but not limited
to;treatment plans to improve the functioning of CCHP members with pervasive development disorder or
autism under the terms of their Individual and Group Health Plan membership contracts with the County.This
Contractor has been a member in the CCHP Provider Network providing BHT-ABA services and fostering a
deep understanding of the CCHP organizations mission, values, and long-term objectives since October 2017.
This Contract is entered into under and subject to the following legal authorities:California Government Code
§§26227 and 31000;and Health and Safety Code §1451.Health Services Personnel approved this contract to
ensure there is no conflict with labor relations.Contractor currently cooperates with and participates in CCHP’s
Quality Management Program which consists of quality improvement activities to improve the quality of care
and services and member experience.Cooperation includes collection and evaluation of performance
measurement data and participation in the organization’s clinical and service measure Quality ImprovementCONTRA COSTA COUNTY Printed on 12/11/2024Page 1 of 2
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File #:24-3520,Version:1
measurement data and participation in the organization’s clinical and service measure Quality Improvement
Programs.These contracted services were determined to be exempt from Administrative Bulletin 600.3
solicitation requirements by the Public Works Department’s Purchasing Division.
On December 14,2021,the Board of Supervisors approved Contract #77-130-3 with Erik Grasso (dba
Analytical Behavior Consultants),in an amount not to exceed $1,800,000,for the provision of BHT-ABA
services for CCHP members and County recipients for the period October 1,2021 through September 30,2024.
Due to an administrative oversight the Department did not submit in a timely manner and requested a
retroactive effective date to prevent a break in service.
Approval of Contract #77-130-4 will allow the Contractor to continue to provide BHT-ABA services to CCHP
members and County recipients through September 30, 2027.
CONSEQUENCE OF NEGATIVE ACTION:
If this Contract is not approved certain specialized BHT-ABA for CCHP members under the terms of their
Individual and Group Health Plan membership contracts with the County will not be provided and services may
be delayed.
CONTRA COSTA COUNTY Printed on 12/11/2024Page 2 of 2
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1025 ESCOBAR STREET
MARTINEZ, CA 94553CONTRA COSTA COUNTY
Legislation Details (With Text)
File #: Version:124-3521 Name:
Status:Type:Consent Item Passed
File created:In control:10/4/2024 BOARD OF SUPERVISORS
On agenda:Final action:10/22/2024 10/22/2024
Title:APPROVE and AUTHORIZE the Health Services Director, or designee, to execute a contract with
HKAN Inc., in an amount not to exceed $250,000 to provide medical consultation services to the
Contra Costa Health Plan Medical Management Team for the period October 1, 2024 through
September 30, 2025. (100% Contra Costa Health Plan Enterprise Fund II)
Attachments:
Action ByDate Action ResultVer.Tally
approvedBOARD OF SUPERVISORS10/22/2024 1 Pass
To:Board of Supervisors
From:Anna Roth, Health Services Director
Report Title:Contract #77-703 with HKAN INC.
☒Recommendation of the County Administrator ☐ Recommendation of Board Committee
RECOMMENDATIONS:
APPROVE and AUTHORIZE the Health Services Director,or designee,to execute on behalf of the County
Contract #77-703 with HKAN INC.,a corporation,in an amount not to exceed $250,000,to provide medical
consultation services to the Contra Costa Health Plan (CCHP)Medical Management Team with regard to
CCHP’s policies and procedures for the period from April 1, 2024 through March 31, 2025.
FISCAL IMPACT:
Approval of this Contract will result in annual expenditures of up to $250,000 and will be funded as budgeted
by the department, 100% by CCHP Enterprise Fund II revenues.
BACKGROUND:
CCHP has an obligation to provide certain specialized medical health care services for its members under the
terms of their Individual and Group Health Plan membership contracts with the County.This new Contractor
will provide medical consultation services to the CCHP Medical Management Team,with regard to CCHP’s
policies and procedures starting October 1,2024.Medical Consulting is essential to ensure that CCHP is
meeting and following the Medi-Cal Managed Care Plan from the State of California Department of Managed
Health Care (DMHC)and Department of Health Care Services (DHCS).This contract is entered into under and
subject to the following legal authorities:California Government Code §§26227 and 31000;Health and Safety
Code §1451;and 42 CFR 432.10(a)Standards of Personnel Administration.Health Services Personnel
approved this contract to ensure no conflicts with labor relations.This Contractor has been approved by the
Public Works Department’s Purchasing Division on July 30, 2024
Approval of new Contract #77-703,will allow the Contractor to provide medical consultation services for the
CONTRA COSTA COUNTY Printed on 12/11/2024Page 1 of 2
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File #:24-3521,Version:1
CCHP Medical Management Team for the period April 1, 2024 through March 31, 2025.
CONSEQUENCE OF NEGATIVE ACTION:
If this Contract is not approved,the CCHP Medical Management Team will not receive the benefits of
compliance consultation from the Contractor and state mandated requirements will not be met.
CONTRA COSTA COUNTY Printed on 12/11/2024Page 2 of 2
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1025 ESCOBAR STREET
MARTINEZ, CA 94553CONTRA COSTA COUNTY
Legislation Details (With Text)
File #: Version:124-3522 Name:
Status:Type:Consent Item Passed
File created:In control:10/4/2024 BOARD OF SUPERVISORS
On agenda:Final action:10/22/2024 10/22/2024
Title:APPROVE and AUTHORIZE the Health Services Director, or designee, to execute a contract
amendment with California Mental Health Services Authority, to increase the payment limit by
$158,026 to an amount not to exceed $497,286 for additional fiscal intermediary services with no
change in the term ending June 30, 2025. (100% Behavioral Health Services Act)
Attachments:
Action ByDate Action ResultVer.Tally
approvedBOARD OF SUPERVISORS10/22/2024 1 Pass
To:Board of Supervisors
From:Anna Roth, Health Services Director
Report Title:Participation Agreement Amendment #74-647-1 with California Mental Health Services
Authority
☒Recommendation of the County Administrator ☐ Recommendation of Board Committee
RECOMMENDATIONS:
APPROVE and AUTHORIZE the Health Services Director,or designee,to execute,on behalf of the County,
Participation Agreement Amendment #74-647-1 with California Mental Health Services Authority (CalMHSA),
a government agency,effective October 17,2024,to amend Participation Agreement #74-647,to increase the
payment limit by $158,026,from $339,260 to a new payment limit of $497,286,with no change in the term of
July 1, 2020 through June 30, 2025.
FISCAL IMPACT:
Approval of this Amendment will result in additional contractual service expenditures of up to $158,026 and
will be funded 100% by Behavioral Health Services Act. (No rate increase)
BACKGROUND:
The purpose of this Participation Agreement is to grant CalMHSA the authority to act as the Fiscal and
Administrative agent on behalf of Participants (counties)as part of the Greater Bay Area Regional Partnership.
In order to access the matching funds provided by the State,counties must participate as a regional county
partnership with the agreement of providing about 30%matching funds,while the State provided 70%of the
funds.Contra Costa Behavioral Health Services,as part of the Greater Bay Area Regional Partnership had
communicated its intent to the State in participating in this program prior to the onset of the pandemic along
with other Bay Area counties as a manner to amplify educational loan repayment to address workforce needs.
There were significant delays in getting the Participation Agreement with CalMHSA in place with the onset of
the pandemic and the numerous entities involved.
On July 12,2022,the Board of Supervisors approved Participation Agreement #74-647 with CalMHSA,in an
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On July 12,2022,the Board of Supervisors approved Participation Agreement #74-647 with CalMHSA,in an
amount not to exceed $339,260,to provide fiscal intermediary services to fund an education Loan Repayment
Program (LRP)to recruit and retain hard-to-fill positions in the public behavioral health system,for the period
July 1, 2020 through June 30, 2025.
Approval of Participation Agreement Amendment #74-647-1 will allow the Contractor to provide additional
fiscal intermediary services, through June 30, 2025.
CONSEQUENCE OF NEGATIVE ACTION:
If this Amendment is not approved,Contra Costa County will not have access to the additional fiscal
intermediary services needed for matching funds provided by the State to fund the LRP program.
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1025 ESCOBAR STREET
MARTINEZ, CA 94553CONTRA COSTA COUNTY
Legislation Details (With Text)
File #: Version:124-3523 Name:
Status:Type:Consent Item Passed
File created:In control:10/4/2024 BOARD OF SUPERVISORS
On agenda:Final action:10/22/2024 10/22/2024
Title:APPROVE and AUTHORIZE the Health Services Director, or designee, to execute a contract with Neil
Sachs, M.D., in an amount not to exceed $250,000 to provide outpatient psychiatric care services to
mentally ill adults in West Contra Costa County for the period October 1, 2024 through September 30,
2025. (100% Mental Health Realignment)
Attachments:
Action ByDate Action ResultVer.Tally
approvedBOARD OF SUPERVISORS10/22/2024 1 Pass
To:Board of Supervisors
From:Anna Roth, Health Services Director
Report Title:Contract #74-446-14 with Neil Sachs, M.D.
☒Recommendation of the County Administrator ☐ Recommendation of Board Committee
RECOMMENDATIONS:
APPROVE and AUTHORIZE the Health Services Director, or designee, to execute on behalf of the County
Contract #74-446-14 with Neil Sachs, M.D., an individual, in an amount not to exceed $250,000, to provide
outpatient psychiatric care services to mentally ill older adults in West Contra Costa County, for the period
October 1, 2024 through September 30, 2025.
FISCAL IMPACT:
Approval of this Contract will result in annual expenditures of up to $250,000 and will be funded as budgeted
by the department 100% by Mental Health Realignment funds.
BACKGROUND:
This Contract meets the social needs of County’s population by providing psychiatric services including, but
not limited to: diagnosing, counseling, evaluating, medication management and providing medical and
psychiatric therapeutic treatment for mentally ill adults in West Contra Costa County. The Behavioral Health
Division has been contracting with Neil Sachs, M.D., since October 1, 2012.
This Contract is entered into under and subject to the following legal authorities: Welfare and Institutions Code,
§ 5600 et seq. (The Bronzan McCorquodale Act) and California Government Code §§ 26227 and 31000. The
Behavioral Health’s Quality Management, Utilization Management and Contract Monitor Staff meet on a
regular basis to ensure monitoring and performance measures in the contract are upheld. This Contract was
approved by Health Services Personnel to ensure there is no conflict with labor relations. Per Administrative
Bulletin 600.3 the Contractor provides physician services and is exempt from solicitation requirements.
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On August 8, 2023, the Board of Supervisors approved Contract #74-446-13 with Neil Sachs, M.D., in an
amount not to exceed $241,613, for the provision of outpatient psychiatric care services to mentally ill adults in
West Contra Costa County for the period October 1, 2023 through September 30, 2024.
Approval of Contract #74-446-14 will allow contractor to continue providing psychiatric care services through
September 30, 2025.
CONSEQUENCE OF NEGATIVE ACTION:
If this Contract is not approved, the County’s clients will not have access to this contractor’s psychiatric care
services.
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1025 ESCOBAR STREET
MARTINEZ, CA 94553CONTRA COSTA COUNTY
Legislation Details (With Text)
File #: Version:124-3524 Name:
Status:Type:Consent Item Passed
File created:In control:10/9/2024 BOARD OF SUPERVISORS
On agenda:Final action:10/22/2024 10/22/2024
Title:APPROVE and AUTHORIZE the Health Services Director, or designee, to execute a contract with
Amitabh Kant Bharadwaj, M.D. (dba Retina Specialists of Northern California), in an amount not to
exceed $2,700,000 to provide ophthalmology services for Contra Costa Health Plan members and
County recipients for the period November 1, 2024 through October 31, 2027. (100% Contra Costa
Health Plan Enterprise Fund II)
Attachments:
Action ByDate Action ResultVer.Tally
approvedBOARD OF SUPERVISORS10/22/2024 1 Pass
To:Board of Supervisors
From:Anna Roth, Health Services Director
Report Title:Contract #27-935-7 with Amitabh Kant Bharadwaj, M.D. (dba Retina Specialists of Northern
California)
☒Recommendation of the County Administrator ☐ Recommendation of Board Committee
RECOMMENDATIONS:
APPROVE and AUTHORIZE the Health Services Director, or designee, to execute on behalf of the County
Contract #27-935-7 with Amitabh Kant Bharadwaj, M.D. (dba Retina Specialists of Northern California), a sole
proprietor, in an amount not to exceed $2,700,000, to provide ophthalmology services for Contra Costa Health
Plan (CCHP) members and county recipients, for the period November 1, 2024 through October 31, 2027.
FISCAL IMPACT:
This Contract will result in contractual service expenditures of up to $2,700,000, over a 3-year period and will
be funded 100% by CCHP Enterprise Fund II revenues.
BACKGROUND:
CCHP has an obligation to provide certain specialized ophthalmology services for its members and County
recipients under the terms of their Individual and Group Health Plan membership contracts with the County.
Ophthalmology services are mandated by Federal regulations. Center of Medicare and Medicaid (CMS) follows
code of Federal Regulations 16 CFR Part 456 and 42 CFR §1004.1. This Contractor has been a part of the
CCHP Provider Network since June 1, 2014, and will continue to foster a deep understanding of the CCHP
organizations mission, values, and long-term objectives.
This Contract is entered into under and subject to the following legal authorities: California Government Code
§§ 26227 and 31000; Health and Safety Code § 1451. Health Services Personnel approve this contract to ensure
no conflicts with labor relations. Contractor shall cooperate with and participate in CCHP’s Quality
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Improvement activities to improve the quality of care and services and Member experience. Cooperation
includes collection and evaluation of performance measurement data and participation in the organization’s
clinical and service measure Quality Improvement programs. Per Administrative Bulletin 600.3 CCHP
Physician services are exempt from solicitation requirements.
On October 4, 2022, the Board of Supervisors approved (1) Cancellation Agreement 27-935-5 with Amitabh
Kant Bharadwaj, M.D. (dba Retina Specialists of Northern California), a sole proprietor, effective at the end of
business on October 31, 20222; and (2) Contract #27-935-6 with Amitabh Kant Bharadwaj, M.D. (dba Retina
Specialists of Northern California), a sole proprietor, in an amount no to exceed $900,000, to provide
ophthalmology services for Contra Costa Health Plan (CCHP) members and County recipients, for the period
November 1, 2022 through October 31, 2024.
Approval of Contract #27-935-7 will allow Contractor to continue providing ophthalmology services for CCHP
members and County recipients through October 31, 2027.
CONSEQUENCE OF NEGATIVE ACTION:
If this Contract is not approved, certain specialized ophthalmology services for CCHP members under the terms
of their Individual and Group Health Plan membership contract with the County will not be provided.
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1025 ESCOBAR STREET
MARTINEZ, CA 94553CONTRA COSTA COUNTY
Legislation Details (With Text)
File #: Version:124-3525 Name:
Status:Type:Consent Item Passed
File created:In control:10/4/2024 BOARD OF SUPERVISORS
On agenda:Final action:10/22/2024 10/22/2024
Title:APPROVE and AUTHORIZE the Health Services Director, or designee, to execute a contract
amendment with Matthew Aronson (dba Matthew Aronson Consulting), to increase the payment limit
by $55,134 to an amount not to exceed $214,359 for additional consultation and technical assistance
for the youth needs assessment and Youth Homelessness Demonstration Project with no change in
the term ending December 31, 2024. (47% Tipping Point Grant; 53% Homeless Housing and
Assistance Program Grant)
Attachments:
Action ByDate Action ResultVer.Tally
approvedBOARD OF SUPERVISORS10/22/2024 1 Pass
To:Board of Supervisors
From:Anna Roth, Health Services Director
Report Title:Amendment Agreement #25-104-4 with Matthew Aronson (dba Matthew Aronson Consulting)
☒Recommendation of the County Administrator ☐ Recommendation of Board Committee
RECOMMENDATIONS:
APPROVE and AUTHORIZE the Health Services Director, or designee, to execute on behalf of the County
Amendment Agreement #25-104-4 with Matthew Aronson (dba Matthew Aronson Consulting), a sole
proprietor, to amend Contract #25-104 (as amended by Amendment Agreements #25-104-1 through #25-104-
3), effective October 1, 2024, to increase the payment limit by $55,134, from $159,225 to a new payment limit
of $214,359 to provide additional consultation and technical assistance for the youth needs assessment and
Youth Homelessness Demonstration Project (YHDP) with no change in the term June 1, 2023 through
December 31, 2024.
FISCAL IMPACT:
Approval of this Amendment will result in additional budgeted expenditures of up to $55,134 funded 100% by
Homeless Housing and Assistance Program (HHAP) grant funds. (No rate increase)
BACKGROUND:
This Contract meets the social needs of County’s population by providing support to the planning and
implementation of a youth needs assessment and application to the YHDP grant offered by the U.S. Department
of Housing and Urban Development (HUD) to address youth homelessness in Contra Costa County. Contractor
will support the development and establishment of an effective Youth Action Board (YAB), including coaching
and direct facilitation to ensure active youth and young adult (YYA) engagement and provide technical
assistance for transition planning for the YYA homeless response system and the development of a Request for
Proposal (RFP), including supporting the YAB's participation in RFP development and scoring.
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This Contract is entered into under and subject to the following legal authorities: California Government Code
§ 26227 and 31000. This Contract was approved by Health Services Personnel to ensure there is no conflict
with labor relations. The Health, Housing and Homeless Services Division Contract Monitoring staff meet on a
regular basis to ensure monitoring of performance measures set forth in the contract are upheld.
On October 3, 2023, the County Administrator approved and the Purchasing Services Manager executed
Contract #25-104 with Matthew Aronson (dba Matthew Aronson Consulting), in an amount not to exceed
$101,867 to provide consultation and technical assistance for the youth needs assessment and YHDP for the
period June 1, 2023 through May 31, 2024.
In February 2024, the Purchasing Services Manager executed Amendment/Extension Agreement #25-104-1
with Matthew Aronson (dba Matthew Aronson Consulting), to increase the payment limit by $23,877 to a new
payment limit of $125,744 and extend the termination date from May 31, 2024 to September 30, 2024 for
additional consultation and technical assistance services.
In August 2024, the Purchasing Services Manager executed Amendment Agreement #25-104-2 with Matthew
Aronson (dba Matthew Aronson Consulting), to increase the payment limit by $33,481 to a new payment limit
of $159,225 for additional consultation and technical assistance services with no change in the term.
In September 2024, the Purchasing Services Manager executed Extension Agreement #25-104-3 with Matthew
Aronson (dba Matthew Aronson Consulting), to extend the termination date from September 30, 2024 to
December 31, 2024 to continue providing consultation and technical assistance with no change in the payment
limit.
Approval of Amendment Agreement #25-104-4 will allow Contractor to provide additional consultation and
technical assistance services through December 31, 2024.
CONSEQUENCE OF NEGATIVE ACTION:
If this Amendment is not approved, Contractor will not be able to support the County with addressing the needs
of homeless youth in Contra Costa County.
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1025 ESCOBAR STREET
MARTINEZ, CA 94553CONTRA COSTA COUNTY
Legislation Details (With Text)
File #: Version:124-3526 Name:
Status:Type:Consent Item Passed
File created:In control:10/4/2024 BOARD OF SUPERVISORS
On agenda:Final action:10/22/2024 10/22/2024
Title:APPROVE and AUTHORIZE the Health Services Director, or designee, to execute a contract with
Alameda Healthcare & Wellness Center, LLC (dba Alameda Healthcare & Wellness Center), in an
amount not to exceed $900,000 to provide skilled nursing facility services for Contra Costa Health
Plan members and County recipients for the period November 1, 2024 through October 31, 2027.
(100% Contra Costa Health Plan Enterprise Fund II)
Attachments:
Action ByDate Action ResultVer.Tally
approvedBOARD OF SUPERVISORS10/22/2024 1 Pass
To:Board of Supervisors
From:Anna Roth, Health Services Director
Report Title:Cancellation Agreement #77-619-1 and Contract #77-619-2 with Alameda Healthcare &
Wellness Center, LLC (dba Alameda Healthcare & Wellness Center)
☒Recommendation of the County Administrator ☐ Recommendation of Board Committee
RECOMMENDATIONS:
APPROVE and AUTHORIZE the Health Services Director, or designee, to execute on behalf of the County as
follows: (1) Cancellation Agreement #77-619-1 with Alameda Healthcare & Wellness Center, LLC (dba
Alameda Healthcare & Wellness Center), a limited liability company, effective at the end of business on
October 31, 2024; and Contract #77-619-2 with Alameda Healthcare & Wellness Center, LLC (dba Alameda
Healthcare & Wellness Center), a limited liability company, in an amount not to exceed $900,000, to provide
skilled nursing facility (SNF) services for Contra Costa Health Plan (CCHP) members and County recipients
for the period November 1, 2024 through October 31, 2027.
FISCAL IMPACT:
This Contract will result in contractual service expenditures of up to $900,000 over a three-year period and will
be funded 100% by CCHP Enterprise Fund II revenues.
BACKGROUND:
CCHP has an obligation to provide certain specialized SNF services for its members under the terms of their
Individual and Group Health Plan membership contracts with the County. Members are released from the
hospital to recover at an SNF until they are well enough to be sent home. These services include but are not
limited to: twenty-four (24) hour medical care, social service and case management coordination, wound care,
respiratory therapy, nasogastric and gastric tube feeding, physical and speech therapy services. This Contractors
proven track record and established reputation within the medical community mitigates potential risks
associated with CCHP’s success and patient well-being. This Contractor has been a member in CCHP Provider
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Network formerly under a Memorandum of Understanding (MOU) and began working under this County
required Contract providing SNF services and fostering a deep understanding of the CCHP organizations
mission, values, and long-term objectives since Contract on August 1, 2023.
This Contract is entered into under and subject to the following legal authorities: California Government Code
§§ 26227 and 31000; Health and Safety Code § 1451. Health Services Personnel approved this Contract to
ensure no conflicts with labor relations. Contractor currently cooperates with and participates in CCHP’s
Quality Management Program which consists of quality improvement activities to improve the quality of care
and services and member experience. Cooperation includes collection and evaluation of performance
measurement data and participation in the organization’s clinical and service measure Quality Improvement
Programs. These contracted services were determined to be exempt from Administrative Bulletin 600.3
solicitation requirements by the Public Works Department’s Purchasing Division.
On September 18, 2023, the Board of Supervisors approved Contract #77-619 with Alameda Healthcare &
Wellness Center, LLC (dba Alameda Healthcare & Wellness Center), in an amount not to exceed $800,000, for
the provision SNF services for CCHP members and County recipients for the period August 1, 2023 through
July 31, 2025.
In consideration of the Contractor’s agreement to continue providing SNF services and the departments need to
increase rates to maintain an adequate network for CCHP members to meet Department of Health Care
Services (DHCS) and Department of Managed Health Care (DMHC) mandates, the department and Contractor
have agreed to (1) mutual cancellation of the current Contract in accordance with General Conditions
Paragraph 5 (Termination), of the Contract (Cancellation Agreement #77-619-1) will accomplish this
cancellation, and (2) establish a new Contract with the correct terms and conditions for the next three years.
Approval of Contract #77-619-2 will allow Contractor to continue to provide SNF services for CCHP members
and County recipients through October 31, 2027.
CONSEQUENCE OF NEGATIVE ACTION:
If this Contract is not approved certain specialized SNF health care services for CCHP members under the
terms of their Individual and Group Health Plan membership contracts with the County will not be provided
and may cause a delay in services to CCHP members.
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1025 ESCOBAR STREET
MARTINEZ, CA 94553CONTRA COSTA COUNTY
Legislation Details (With Text)
File #: Version:124-3527 Name:
Status:Type:Consent Item Passed
File created:In control:10/7/2024 BOARD OF SUPERVISORS
On agenda:Final action:10/22/2024 10/22/2024
Title:APPROVE and AUTHORIZE the Health Services Director, or designee, to execute a contract with
Joan Marlene Arieta (dba Alhambra Valley Physical Therapy), in an amount not to exceed $750,000 to
provide physical therapy and aquatic physical therapy services to Contra Costa Health Plan members
and County recipients for the period December 1, 2024 through November 30, 2027. (100% Contra
Costa Health Plan Enterprise Fund II)
Attachments:
Action ByDate Action ResultVer.Tally
approvedBOARD OF SUPERVISORS10/22/2024 1 Pass
To:Board of Supervisors
From:Anna Roth, Health Services Director
Report Title:Contract #77-041-3 with Joan Marlene Arieta (dba Alhambra Valley Physical Therapy)
☒Recommendation of the County Administrator ☐ Recommendation of Board Committee
RECOMMENDATIONS:
APPROVE and AUTHORIZE the Health Services Director,or designee,to execute,on behalf of the County
Contract #77-041-3 with Joan Marlene Arieta (dba Alhambra Valley Physical Therapy),a sole proprietor,in an
amount not to exceed $750,000,to provide physical therapy and aquatic physical therapy services to Contra
Costa Health Plan (CCHP)members and County recipients for the period December 1,2024 through November
30, 2027.
FISCAL IMPACT:
This contract will result in contractual service expenditures of up to $750,000 over a 3-year period and will be
funded 100% by CCHP Enterprise Fund II revenues.
BACKGROUND:
CCHP has an obligation to provide certain specialized physical therapy and aquatic physical therapy services
under the terms of their Individual and Group Health Plan membership contracts with the County.Physical
therapy addresses the illnesses or injuries that limit a person’s abilities to move and perform functional
activities in their daily lives.This Contractor has been a part of the CCHP Provider Network providing physical
therapy services and fostering a deep understanding of the CCHP organizations mission,values,and long-term
objectives since December 2016.
This Contract is entered into under and subject to the following legal authorities:California Government Code
§§26227 and 31000;Health and Safety Code §1451.Health Services Personnel approved this contract to
ensure no conflicts with labor relations.Contractor shall cooperate with and participate in CCHP’s Quality
Improvement activities to improve the quality of care and services and member experience.Cooperation
includes collection and evaluation of performance measurement data and participation in the organization’s
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includes collection and evaluation of performance measurement data and participation in the organization’s
clinical and service measure Quality Improvement programs.These contracted services were determined to be
exempt from Administrative Bulletin 600.3 solicitation requirements by the Public Works Department’s
Purchasing Division.
On November 23,2021,the Board of Supervisors approved Contract #77-041-2 with Joan Marlene Arieta (dba
Alhambra Valley Physical Therapy),in an amount not to exceed $900,000,for the provision of physical therapy
and aquatic physical therapy services to CCHP members and County recipients for the period December 1,
2021 through November 30, 2024.
Approval of Contract #77-041-3 will allow the contractor to continue providing physical therapy and aquatic
physical therapy services through November 30, 2027.
CONSEQUENCE OF NEGATIVE ACTION:
If this Contract is not approved, certain specialized physical therapy health care services for CCHP members
under the terms of their Individual and Group Health Plan membership contract with the County will not be
provided.
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1025 ESCOBAR STREET
MARTINEZ, CA 94553CONTRA COSTA COUNTY
Legislation Details (With Text)
File #: Version:124-3528 Name:
Status:Type:Consent Item Passed
File created:In control:10/7/2024 BOARD OF SUPERVISORS
On agenda:Final action:10/22/2024 10/22/2024
Title:APPROVE and AUTHORIZE the Health Services Director, or designee, to execute a contract with
Serramonte Pulmonary Asthma Sleep Clinic Inc., in an amount not to exceed $1,800,000 to provide
pulmonary and sleep study services to Contra Costa Health Plan members for the period December
1, 2024 through November 30, 2027. (100% Contra Costa Health Plan Enterprise Fund II)
Attachments:
Action ByDate Action ResultVer.Tally
approvedBOARD OF SUPERVISORS10/22/2024 1 Pass
To:Board of Supervisors
From:Anna Roth, Health Services Director
Report Title:Contract #27-896-6 with Serramonte Pulmonary Asthma Sleep Clinic Inc.
☒Recommendation of the County Administrator ☐ Recommendation of Board Committee
RECOMMENDATIONS:
APPROVE and AUTHORIZE the Health Services Director,or designee,to execute on behalf of the County
Contract #27-896-6,with Serramonte Pulmonary Asthma Sleep Clinic Inc.,a corporation,in an amount not to
exceed $1,800,000,to provide pulmonary and sleep study services for Contra Costa Health Plan (CCHP)
members and County recipients for the period December 1, 2024 through November 30, 2027.
FISCAL IMPACT:
This Contract will result in contractual service expenditures of up to $1,800,000 over a three-year period and
will be funded 100% by CCHP Enterprise Fund II.
BACKGROUND:
CCHP has an obligation to provide certain specialized pulmonary and sleep study services for its members and
County recipients these services include but are not limited to a variety of tests used to diagnose sleep
disorders.This Contractor has been a part of the CCHP Provider Network since December 1,2012 and will
continue to foster a deep understanding of the CCHP organizations mission, values, and long-term objectives.
This Contract is entered into under and subject to the following legal authorities California Government Code
§§26227 and 31000;Health and Safety Code §1451.Health Services Personnel approve this contract to ensure
no conflicts with labor relations.Contractor shall cooperate with and participate in CCHP’s Quality
Improvement activities to improve the quality of care and services and Member experience.Cooperation
includes collection and evaluation of performance measurement data and participation in the organization’s
clinical and service measure Quality Improvement programs.Per Administrative Bulletin 600.3 CCHP
Physician services are exempt from solicitation requirements.
On January 18,2022 the Board of Supervisors approved Contract #27-896-5 with Serramonte Pulmonary
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On January 18,2022 the Board of Supervisors approved Contract #27-896-5 with Serramonte Pulmonary
Asthma Sleep Clinic Inc.,in an amount not to exceed $1,200,000,to provide pulmonary and sleep study
services for CCHP members and County recipients for the period December 1,2021 through November 30,
2024.
Approval of Contract #27-896-6 will allow the contractor to continue providing pulmonary and sleep study
services for CCHP members through November 30, 2027.
CONSEQUENCE OF NEGATIVE ACTION:
If this contract is not approved,certain specialized pulmonary and sleep study services for CCHP members
under the terms of their Individual and Group Health Plan membership contract with the county will not be
provided.
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1025 ESCOBAR STREET
MARTINEZ, CA 94553CONTRA COSTA COUNTY
Legislation Details (With Text)
File #: Version:124-3529 Name:
Status:Type:Consent Item Passed
File created:In control:10/9/2024 BOARD OF SUPERVISORS
On agenda:Final action:10/22/2024 10/22/2024
Title:APPROVE and AUTHORIZE the Health Services Director, or designee, to execute a contract with A.
Scott Cohen, D.D.S. and Florence K, Au, DMD, A Professional Corporation, in an amount not to
exceed $330,000 to provide endodontic services to Contra Costa Health Plan members and County
recipients who are part of the In-Home Support Services program for the period December 1, 2024
through November 30, 2027. (100% Contra Costa Health Plan Enterprise Fund III)
Attachments:
Action ByDate Action ResultVer.Tally
approvedBOARD OF SUPERVISORS10/22/2024 1 Pass
To:Board of Supervisors
From:Anna Roth, Health Services Director
Report Title:Contract #27-905-7 with A.Scott Cohen,DDS.and Florence K,Au,DMD,A Professional
Corporation
☒Recommendation of the County Administrator ☐ Recommendation of Board Committee
RECOMMENDATIONS:
APPROVE and AUTHORIZE the Health Services Director,or designee,to execute,on behalf of the County
Contract #27-905-7,with A.Scott Cohen,DDS and Florence K,Au,DMD,A Professional Corporation
(formerly known as A.Scott Cohen,D.D.S.and Mark D.Stevenson,D.D.S.,A Professional Corporation),in an
amount not to exceed $330,000,to provide endodontics services to Contra Costa Health Plan (CCHP)members
and county recipients who are part of the In-Home Support Services (IHSS)program for the period December
1, 2024 through November 30, 2027.
FISCAL IMPACT:
Approval of this contract will result in contractual service expenditures of up to $330,000 over a three-year
period and will be funded 100% by CCHP Enterprise Fund III revenues.
BACKGROUND:
CCHP has an obligation to provide certain specialized health care services including endodontics services to
CCHP members under the terms of their Individual and Group Health Plan membership contracts with the
County.This Contractor has been a part of the CCHP Provider Network providing endodontics services and
fostering a deep understanding of the CCHP organizations mission,values,and long-term objectives since
December 1, 2013.
This Contract is entered into under and subject to the following legal authorities:California Government Code
§§26227 and 31000;Health and Safety Code §1451.Endodontic is the dental specialty concerned with the
study and treatment of the dental pulp.Endodontics treatment is one of the most common procedures.If the
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study and treatment of the dental pulp.Endodontics treatment is one of the most common procedures.If the
dental pulp (containing nerves,arterioles,venules,lymphatic tissue,and fibrous tissue)become diseased or
injured,endodontic treatment is required to save the tooth.Health Services Personnel approved this Contract to
ensure no conflicts with labor relations.This Contractor currently cooperates with and participates in CCHP’s
Quality Management Program which consists of quality improvement activities to improve the quality of care
and services and member experience.Cooperation includes collection and evaluation of performance
measurement data and participation in the organization’s clinical and service measure Quality Improvement
Programs. Per Admin Bulletin 600.3 CCHP Physician services are exempt from solicitation requirements.
On November 23,2021,the Board of Supervisors approved Contract #27-905-6 with A.Scott Cohen,D.D.S.
and Mark D.Stevenson,D.D.S.,A Professional Corporation,in an amount not to exceed $600,000,for the
provision of endodontics services to CCHP members for the period December 1,2021 through November 30,
2024.
Approval of Contract #27-905-7 will allow the contractor to continue providing endodontics services through
November 30, 2027.
CONSEQUENCE OF NEGATIVE ACTION:
If this Contract is not approved,certain specialized endodontics health care services for CCHP members under
the terms of their Individual and Group Health Plan membership contracts with the County will not be
provided.
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1025 ESCOBAR STREET
MARTINEZ, CA 94553CONTRA COSTA COUNTY
Legislation Details (With Text)
File #: Version:124-3530 Name:
Status:Type:Consent Item Passed
File created:In control:10/9/2024 BOARD OF SUPERVISORS
On agenda:Final action:10/22/2024 10/22/2024
Title:APPROVE and AUTHORIZE the Health Services Director, or designee, to execute an amendment
with the State of California Department of Food and Agriculture, to extend the term through May 31,
2025 with no change in the amount payable to the County of $106,819 to continue the County's
Healthy Refrigeration Grant Program. (No County match)
Attachments:
Action ByDate Action ResultVer.Tally
approvedBOARD OF SUPERVISORS10/22/2024 1 Pass
To:Board of Supervisors
From:Anna Roth, Health Services Director
Report Title:Amendment #78-011-1 with the State of California Department of Food and Agriculture
☒Recommendation of the County Administrator ☐ Recommendation of Board Committee
RECOMMENDATIONS:
APPROVE and AUTHORIZE the Health Services Director,or designee,to execute on behalf of the County
Grant Amendment #78-011-1 (State #22-1399-000-SG Amendment 1)with the State of California Department
of Food and Agriculture,to amend Grant Agreement #78-011,to extend the termination date from October 1,
2024 to May 31,2025 with no change in the amount payable to the County of $106,819 to continue the
County's Healthy Refrigeration Grant (HRG) Program in Contra Costa County.
FISCAL IMPACT:
Approval of this Amendment will not impact the payment limit of $106,819 payable to the County. No County
match required.
BACKGROUND:
In February 2021,the Contra Costa Health Services HRG Program provided a Town Hall presentation to
County residents located in the Bay Point Community to discuss findings from a prior survey.The survey
determined the local shops in this area had very low to limited refrigeration to provide fresh produce,dairy,
eggs,milk,and meats.County staff listened to residents of the Bay Point community agreeing with the survey
results regarding the lack of fresh fruits and vegetables in the area and the dire need for food security resources
in the area.
The HRG program has allowed the health service department to provide healthy retail outreach,technical
expertise and refrigeration equipment application assistance in low income and low-food access areas of Bay
Point to increase access points for consumers to purchase healthy food options.The Department conducts
outreach through multiple platforms and in multiple languages to offer culturally and linguistically appropriate
hands-on technical assistance,nutrition education and support to corner stores in applying and implementing
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hands-on technical assistance,nutrition education and support to corner stores in applying and implementing
equipment grants.
On November 1,2022 the Board of Supervisors approved Grant Agreement #78-011 with the State of
California Department of Food and Agriculture to pay County in the amount not to exceed $106,819 for the
HRG Program through October 1,2024.This Agreement includes mutual indemnification for all claims,losses,
causes of action, judgements, damages and expenses caused by their officers, agents or employees.
Approval of Grant Agreement Amendment #78-011-1 will allow the County to receive technical assistance to
current Grantees through May 31,2025.The timeline was set back due to the state budget cuts that delayed the
release and implementation of the grant program.
CONSEQUENCE OF NEGATIVE ACTION:
If this Amendment is not approved, the HRG program will expire on October 1, 2024 and Bay Point residents
will no longer have access to refrigeration services shown to benefit the community with availability of fresh,
nutritious food choices at corner stores.
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1025 ESCOBAR STREET
MARTINEZ, CA 94553CONTRA COSTA COUNTY
Legislation Details (With Text)
File #: Version:124-3531 Name:
Status:Type:Consent Item Passed
File created:In control:10/9/2024 BOARD OF SUPERVISORS
On agenda:Final action:10/22/2024 10/22/2024
Title:APPROVE and AUTHORIZE the Health Services Director, or designee, to execute a contract with
Donor Network West to provide coordinated organ procurement services for Contra Costa Regional
Medical Center for the period November 1, 2024 through October 31, 2029. (Non-financial
agreement)
Attachments:
Action ByDate Action ResultVer.Tally
approvedBOARD OF SUPERVISORS10/22/2024 1 Pass
To:Board of Supervisors
From:Anna Roth, Health Services Director
Report Title:Contract #26-358-9 with Donor Network West
☒Recommendation of the County Administrator ☐ Recommendation of Board Committee
RECOMMENDATIONS:
APPROVE and AUTHORIZE the Health Services Director,or designee,to execute on behalf of County
Contract #26-358-9 with Donor Network West,a corporation,to provide coordinated organ procurement
services for Contra Costa Regional Medical Center (CCRMC),for the period November 1,2024 through
October 31, 2029.
FISCAL IMPACT:
This is a non-financial agreement.
BACKGROUND:
This Contractor coordinates with the surgeons and patients at CCRMC to provide organ procurement services
which meet the requirements of the National Organ and Tissue Donation initiative and comply with the
Anatomical Gift Act.Contractor promptly evaluates all potential donors to determine their medical suitability
for organ, tissue, or eye donation and coordinates the retrieval process and related documentation.
On October 8,2019,the Board of Supervisors approved Contract #26-358-8 with Donor Network West,to
provide organ procurement services for the period from November 1, 2019 through October 31, 2024.
Approval of Contract #26-358-9 will allow the Contractor to continue to provide organ procurement services,
through October 31,2029.This contract includes indemnification to hold harmless both parties for any claims
arising out of the performance of this Contract.
CONSEQUENCE OF NEGATIVE ACTION:
If this Contract is not approved,County will not be able to receive organ procurement services from this
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If this Contract is not approved,County will not be able to receive organ procurement services from this
Contractor.
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1025 ESCOBAR STREET
MARTINEZ, CA 94553CONTRA COSTA COUNTY
Legislation Details (With Text)
File #: Version:124-3532 Name:
Status:Type:Consent Item Passed
File created:In control:10/9/2024 BOARD OF SUPERVISORS
On agenda:Final action:10/22/2024 10/22/2024
Title:APPROVE and AUTHORIZE the Health Services Director, or designee, to execute a contract with
Windsor Country Drive Care Center, LLC (dba Windsor Country Drive Center), in an amount not to
exceed $3,000,000 to provide skilled nursing facility services for Contra Costa Health Plan members
and County recipients for the period September 1, 2024 through August 31, 2027. (100% Contra
Costa Health Plan Enterprise Fund II)
Attachments:
Action ByDate Action ResultVer.Tally
approvedBOARD OF SUPERVISORS10/22/2024 1 Pass
To:Board of Supervisors
From:Anna Roth, Health Services Director
Report Title:Contract #77-369-3 Windsor Country Drive Care Center, LLC (dba Windsor Country Drive Care
Center).
☒Recommendation of the County Administrator ☐ Recommendation of Board Committee
RECOMMENDATIONS:
APPROVE and AUTHORIZE the Health Services Director,or designee,to execute on behalf of the County
Contract #77-369-3 with Windsor Country Drive Care Center,LLC (dba Windsor Country Drive Care Center),
a limited liability company,in an amount not to exceed $3,000,000,to provide skilled nursing facility (SNF)
services for Contra Costa Health Plan (CCHP)members and County recipients for the period September 1,
2024 through August 31, 2027.
FISCAL IMPACT:
Approval of this Contract will result in contractual service expenditures of up to $3,000,000 over a three-year
period and will be funded 100% by CCHP Enterprise Fund II.
BACKGROUND:
CCHP has an obligation to provide certain specialized SNF health care services for its members under the terms
of their Individual and Group Health Plan membership contracts with the County.Members are released from
the hospital to recover at an SNF until they are well enough to be sent home.These services include but are not
limited to twenty-four (24)hour medical care,social service and case management coordination,wound care,
respiratory therapy,nasogastric and gastric tube feeding,physical and speech therapy services.Contractor’s
proven track record and established reputation within the medical community mitigates potential risks
associated with CCHP’s success and patient well-being.This contractor has been a part of the CCHP Provider
Network providing SNF services and fostering a deep understanding of the CCHP organizations mission,
values, and long-term objectives since September 1, 2021.
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This Contract is entered into under and subject to the following legal authorities:California Government Code
§§26227 and 31000;Health and Safety Code §1451.Health Services Personnel approved this Contract to
ensure no conflicts with labor relations.Contractor currently cooperates with and participates in CCHP’s
Quality Management Program which consists of quality improvement activities to improve the quality of care
and services and member experience.Cooperation includes collection and evaluation of performance
measurement data and participation in the organization’s clinical and service measure Quality Improvement
Programs.The nature of the SNF services needed is complex and requires seamless coordination,integration
and collaboration with existing programs and systems.These contracted services were determined to be exempt
from Administrative Bulletin 600.3 solicitation requirements by the Public Works Department’s Purchasing
Division.
On September 14,2021,the Board of Supervisors approved Contract #77-369 with Windsor Country Drive
Care Center,LLC (dba Windsor Country Drive Care Center),in an amount not to exceed $2,400,000,for the
provision of SNF services for CCHP members and County recipients for the period September 1,2021 through
August 31, 2024.
Approval of Contract #77-369-3 will allow the Contractor to continue to provide SNF services for CCHP
members and County recipients through August 31,2027.Delay of submittal due to Division’s late receipt of
Contractor’s required forms.
CONSEQUENCE OF NEGATIVE ACTION:
If this Contract is not approved certain specialized SNF health care services for CCHP members under the
terms of their Individual and Group Health Plan membership contracts with the County will not be provided
and may cause a delay in services to CCHP members.
CONTRA COSTA COUNTY Printed on 12/11/2024Page 2 of 2
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1025 ESCOBAR STREET
MARTINEZ, CA 94553CONTRA COSTA COUNTY
Legislation Details (With Text)
File #: Version:124-3533 Name:
Status:Type:Consent Item Passed
File created:In control:10/10/2024 BOARD OF SUPERVISORS
On agenda:Final action:10/22/2024 10/22/2024
Title:APPROVE and AUTHORIZE the Health Services Director, or designee, to execute a contract
amendment with Behavior Treatment & Analysis, Inc., to increase the payment limit by $8,000,000 to
an amount not to exceed $18,400,000 to provide additional behavioral health treatment and applied
behavioral analysis services with no change in the term ending June 30, 2025. (100% Contra Costa
Health Plan Enterprise Fund II)
Attachments:
Action ByDate Action ResultVer.Tally
approvedBOARD OF SUPERVISORS10/22/2024 1 Pass
To:Board of Supervisors
From:Anna Roth, Health Services Director
Report Title:Amendment Agreement #77-340-5 with Behavior Treatment & Analysis, Inc.
☒Recommendation of the County Administrator ☐ Recommendation of Board Committee
RECOMMENDATIONS:
APPROVE and AUTHORIZE the Health Services Director,or designee,to execute on behalf of the County
Contract Amendment Agreement #77-340-5 with Behavior Treatment &Analysis,Inc.,a corporation,effective
October 1,2024,to amend Contract #77-340-3 (as amended by Contract #77-340-4),to increase the payment
limit by $8,000,000,from $10,400,000 to a new payment limit of $18,400,000,with no change in the original
term of July 1, 2023 through June 30, 2025.
FISCAL IMPACT:
Approval of this Amendment will result in additional expenditures of up to $8,000,000 and will be funded
100% by Contra Costa Health Plan (CCHP) Enterprise Fund II revenues.
BACKGROUND:
CCHP has an obligation to provide certain behavioral health treatment (BHT)services including but not limited
to;applied behavioral analysis (ABA)services for its members under the terms of their Individual and Group
Health Plan membership contracts with the County.This Contract is entered into under and subject to the
following legal authorities:California Government Code §§26227 and 31000;Health and Safety Code §1451.
Health Services Personnel approved this Contract to ensure no conflicts with labor relations.This Contractor
has been a part of the CCHP Provider Network providing BHT-ABA services and fostering a deep
understanding of the CCHP organizations mission, values, and long-term objectives since July 1, 2021.
On July 18,2023,the Board of Supervisors approved Contract #77-340-3 with Behavior Treatment &Analysis,
Inc,in an amount not to exceed $5,200,000,for the provision of BHT-ABA services for CCHP members and
County recipients, for the period July 1, 2023 through June 30, 2025.
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On January 16,2024,the Board of Supervisors approved Contract Amendment Agreement #77-340-4 with
Behavior Treatment &Analysis,Inc,effective January 1,2024,to increase the payment limit by $5,200,000
from $5,200,000 to a new payment limit of $10,400,000 with no change in the original term of July 1,2023
through June 30, 2025.
Approval of Contract Amendment Agreement #77-340-5 will allow the Contractor to provide additional BHT-
ABA services for CCHP members and County recipients through June 30, 2025.
CONSEQUENCE OF NEGATIVE ACTION:
If this Amendment is not approved,the Contract will not have sufficient funds to pay contractor and CCHP
members will not have access to contractor’s additional BHT-ABA services under the terms of their Individual
and Group Health Plan memberships.
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1025 ESCOBAR STREET
MARTINEZ, CA 94553CONTRA COSTA COUNTY
Legislation Details (With Text)
File #: Version:124-3534 Name:
Status:Type:Consent Item Passed
File created:In control:10/10/2024 BOARD OF SUPERVISORS
On agenda:Final action:10/22/2024 10/22/2024
Title:APPROVE and AUTHORIZE the Health Services Director, or designee, to execute a contract with
Quest Analytics L.L.C., in an amount not to exceed $195,000 for mandated health plan mapping
software for the Contra Costa Health Plan for the period October 31, 2024 through October 30, 2027.
(100% Contra Costa Health Plan Enterprise Fund II)
Attachments:
Action ByDate Action ResultVer.Tally
approvedBOARD OF SUPERVISORS10/22/2024 1 Pass
To:Board of Supervisors
From:Anna Roth, Health Services Director
Report Title:Contract #23-622-2 with Quest Analytics, L.L.C.
☒Recommendation of the County Administrator ☐ Recommendation of Board Committee
RECOMMENDATIONS:
APPROVE and AUTHORIZE the Health Services Director,or designee,to execute on behalf of the County,
Software and Services Agreement #23-622-2 with Quest Analytics,L.L.C.,a limited liability company,
including mutual indemnification,in an amount not to exceed $195,000,for mandated health plan mapping
software for the Contra Costa Health Plan (CCHP),for the period from October 31,2024 through October 30,
2027.
FISCAL IMPACT:
This contract will result in contractual service expenditures of up to $195,000 over a 3-year period and will be
funded 100% by Contra Costa Health Plan Enterprise Fund II.
BACKGROUND:
This Contract meets the needs of the County regarding producing reports that analyze health plans and
providers for access and can map any of the elements present in the database,including claim cost,volume,and
quality.CCHP utilizes geocoding software for network adequacy reporting required by California's Department
of Health Care Services (DHCS).The Centers for Medicare and Medicaid Services (CMS)is a federal agency
within the United States Department of Health and Human Services that administers the Medicare program and
works in partnership with state governments (such as DCHS)to administer (among other programs)Medicaid.
CMS regularly updates regulations and guidance under the Affordable Care Act and other programs.
Quest Analytics is vital in helping CCHP stay current with these ever-evolving compliance requirements.In
2025,federal and state regulatory bodies will implement the Dual Eligible Special Needs Plans (D-SNPS)
policy,introducing new compliance challenges for CCHP.This software as a service enables CCHP to assess its
current Provider Network to ensure compliance with the upcoming regulatory requirements.CCHP selected
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current Provider Network to ensure compliance with the upcoming regulatory requirements.CCHP selected
Quest Analytics in 2017 for its network adequacy and geocoding software services,which are also utilized by
DHCS and fully meet compliance standards.
This Contractor was approved as a sole source contractor by the Public Works Department’s Purchasing
Division on August 28,2024.CCHP will monitor measurable service contract deliverables with outcomes
required of the Contractor.CCHP’s access to subscribed services (such)as national health provider data
summaries,impact and network adequacy analysis,and geographic distance calculations to ensure provider
network patient accessibility will be monitored by the department in compliance with Section III(B)(7)of the
Purchasing Policy.This Contract was approved by Contra Costa Health Personnel to ensure there was no
conflict with labor relations.
On January 9,2018,the Board of Supervisors approved Contract #23-622 with Quest Analytics,L.L.C.,in an
amount not to exceed $30,000,including mutual indemnification,for the provision of software,support,and
geocoding services for CCHP, for the period January 18, 2018 through January 8, 2021.
Under this Contract #23-622-2,the parties will execute a new software and services agreement (including
mutual indemnification)to reinstate services for CCHP’s access to include Software as a Services based,Quest
Enterprise Services in addition to Quest Analytics Suite™Desktop Solution.Under the Agreement,the County
is obligated to indemnify Quest Analytics against claims arising from County’s use of the products.
Approval of this Contract #23-622-2 allows the Contactor to provide services through October 30, 2027.
CONSEQUENCE OF NEGATIVE ACTION:
If this Contract is not approved,CCHP will be out of compliance with federal and state regulations which could
negatively impact future federal and state funding, as well as patient care.
CONTRA COSTA COUNTY Printed on 12/11/2024Page 2 of 2
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1025 ESCOBAR STREET
MARTINEZ, CA 94553CONTRA COSTA COUNTY
Legislation Details (With Text)
File #: Version:124-3535 Name:
Status:Type:Consent Item Passed
File created:In control:10/10/2024 BOARD OF SUPERVISORS
On agenda:Final action:10/22/2024 10/22/2024
Title:APPROVE and AUTHORIZE the Health Services Director, or designee, to execute a contract with
AbleNet, Inc., in an amount not to exceed $400,000 to provide durable medical equipment services
and supplies including speech generating services to Contra Costa Health Plan members and County
recipients for the period December 1, 2024 through November 30, 2026. (100% Contra Costa Health
Plan Enterprise Fund II)
Attachments:
Action ByDate Action ResultVer.Tally
approvedBOARD OF SUPERVISORS10/22/2024 1 Pass
To:Board of Supervisors
From:Anna Roth, Health Services Director
Report Title:Contract #77-734 with AbleNet, Inc
☒Recommendation of the County Administrator ☐ Recommendation of Board Committee
RECOMMENDATIONS:
APPROVE and AUTHORIZE the Health Services Director,or designee,to execute on behalf of the County
Contract #77-734 with AbleNet,Inc.,a corporation,in an amount not to exceed $400,000,to provide durable
medical equipment (DME)services for speech generating device for Contra Costa Health Plan (CCHP)
members and County recipients for the period December 1, 2024 through November 30, 2026.
FISCAL IMPACT:
Approval of this Contract will result in contractual service expenditures of up to $400,000 over a two-year
period and will be funded 100% by CCHP Enterprise Fund II revenues.
BACKGROUND:
CCHP has an obligation to provide certain specialized DME and related health care services including all
related equipment and medical supplies to CCHP members under the terms of their Individual and Group
Health Plan membership contracts with the County.This Contract is entered into under and subject to the
following legal authorities:California Government Code §§26227 and 31000;Health and Safety Code §1451.
DME services are mandated by State and Federal regulations and related equipment is medically necessary to
preserve bodily functions essential to activities of daily living or to prevent significant physical disability.
Health Services Personnel approve this Contract to ensure no conflicts with labor relations.This is a new
contractor who will be a part of the CCHP Provider Network providing DME related services and supplies
while fostering a deep understanding of the CCHP organizations mission,values,and long-term objectives
starting December 1, 2024.
Contractor will cooperate with and participate in CCHP’s Quality Management Program which consists of
quality improvement activities to improve the quality of care and services and member experience.Cooperation
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quality improvement activities to improve the quality of care and services and member experience.Cooperation
includes collection and evaluation of performance measurement data and participation in the organization’s
clinical and service measure Quality Improvement Programs.The nature of the DME services needed is
complex and requires seamless coordination,integration and collaboration with existing programs and systems.
These contracted services were determined to be exempt from Administrative Bulletin 600.3 solicitation
requirements by the Public Works Department’s Purchasing Division.
Under new Contract #77-734 Contractor will provide DME services to CCHP members and County recipients
through November 30, 2026.
CONSEQUENCE OF NEGATIVE ACTION:
If this Contract is not approved certain specialized DME services for CCHP members under the terms of their
Individual and Group Health Plan membership contracts with the County will not be provided and services may
be delayed.
CONTRA COSTA COUNTY Printed on 12/11/2024Page 2 of 2
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1025 ESCOBAR STREET
MARTINEZ, CA 94553CONTRA COSTA COUNTY
Legislation Details (With Text)
File #: Version:124-3536 Name:
Status:Type:Consent Item Passed
File created:In control:10/10/2024 BOARD OF SUPERVISORS
On agenda:Final action:10/22/2024 10/22/2024
Title:APPROVE and AUTHORIZE the Health Services Director, or designee, to execute a contract with
Windsor Vallejo Care Center, LLC (dba Windsor Vallejo Care Center), in an amount not to exceed
$3,000,000 to provide skilled nursing facility services for Contra Costa Health Plan members and
County recipients for the period September 1, 2024 through August 31, 2027. (100% Contra Costa
Health Plan Enterprise Fund II)
Attachments:
Action ByDate Action ResultVer.Tally
approvedBOARD OF SUPERVISORS10/22/2024 1 Pass
To:Board of Supervisors
From:Anna Roth, Health Services Director
Report Title:Contract #77-367-3 Windsor Vallejo Care Center, LLC (dba Windsor Vallejo Care Center)
☒Recommendation of the County Administrator ☐ Recommendation of Board Committee
RECOMMENDATIONS:
APPROVE and AUTHORIZE the Health Services Director,or designee,to execute on behalf of the County
Contract #77-367-3 with Windsor Vallejo Care Center,LLC (dba Windsor Vallejo Care Center),a limited
liability company,in an amount not to exceed $3,000,000,to provide skilled nursing facility (SNF)services for
Contra Costa Health Plan (CCHP)members and County recipients for the period September 1,2024 through
August 31, 2027.
FISCAL IMPACT:
Approval of this Contract will result in contractual service expenditures of up to $3,000,000 over a three-year
period and will be funded 100% by CCHP Enterprise Fund II.
BACKGROUND:
CCHP has an obligation to provide certain specialized SNF health care services for its members under the terms
of their Individual and Group Health Plan membership contracts with the county.Members are released from
the hospital to recover at an SNF until they are well enough to be sent home.These services include but are not
limited to twenty-four (24)hour medical care,social service and case management coordination,wound care,
respiratory therapy,nasogastric and gastric tube feeding,physical and speech therapy services.Contractor’s
proven track record and established reputation within the medical community mitigates potential risks
associated with CCHP’s success and patient well-being.This contractor has been a part of the CCHP Provider
Network providing SNF services and fostering a deep understanding of the CCHP organizations mission,
values, and long-term objectives since September 1, 2021.
This Contract is entered into under and subject to the following legal authorities:California Government Code
§§26227 and 31000;Health and Safety Code §1451.Health Services Personnel approved this Contract toCONTRA COSTA COUNTY Printed on 12/11/2024Page 1 of 2
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§§26227 and 31000;Health and Safety Code §1451.Health Services Personnel approved this Contract to
ensure no conflicts with labor relations.Contractor currently cooperates with and participates in CCHP’s
Quality Management Program which consists of quality improvement activities to improve the quality of care
and services and member experience.Cooperation includes collection and evaluation of performance
measurement data and participation in the organization’s clinical and service measure Quality Improvement
Programs.The nature of the SNF services needed is complex and requires seamless coordination,integration
and collaboration with existing programs and systems.These contracted services were determined to be exempt
from Administrative Bulletin 600.3 solicitation requirements by the Public Works Department’s Purchasing
Division.
On September 14,2021,the Board of Supervisors approved Contract #77-367 with Windsor Vallejo Care
Center,LLC (dba Windsor Vallejo Care Center),in an amount not to exceed $2,400,000,for the provision of
SNF services for CCHP members and County recipients for the period September 1,2021 through August 31,
2024.
Approval of Contract #77-367-3 will allow the Contractor to continue to provide SNF services for CCHP
members and County recipients through August 31,2027.Delay of submittal due to late receipt of Contractor’s
required forms.
CONSEQUENCE OF NEGATIVE ACTION:
If this Contract is not approved certain specialized SNF health care services for CCHP members under the
terms of their Individual and Group Health Plan membership contracts with the County will not be provided
and may cause a delay in services to CCHP members.
CONTRA COSTA COUNTY Printed on 12/11/2024Page 2 of 2
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1025 ESCOBAR STREET
MARTINEZ, CA 94553CONTRA COSTA COUNTY
Legislation Details (With Text)
File #: Version:124-3537 Name:
Status:Type:Consent Item Passed
File created:In control:10/10/2024 BOARD OF SUPERVISORS
On agenda:Final action:10/22/2024 10/22/2024
Title:APPROVE and AUTHORIZE the Health Services Director, or designee, to execute a contract with
Acid Remap LLC, in an amount not to exceed $20,250 for a mobile application for distribution of
emergency medical technician procedures and manuals to paramedics for County’s Emergency
Medical Services the period July 1, 2024, through June 31, 2027. (100% Contra Costa Emergency
Medical Services funds)
Attachments:
Action ByDate Action ResultVer.Tally
approvedBOARD OF SUPERVISORS10/22/2024 1 Pass
To:Board of Supervisors
From:Anna Roth, Health Services Director
Report Title:Contract #23-863 with Acid Remap LLC
☒Recommendation of the County Administrator ☐ Recommendation of Board Committee
RECOMMENDATIONS:
APPROVE and AUTHORIZE the Health Services Director,or designee,to execute on behalf of the County
Contract #23-863 with Acid Remap LLC,a limited liability company,in an amount not to exceed $20,250,for a
mobile application for distribution of emergency medical technician procedures and manuals to paramedics for County’s
Emergency Medical Services (EMS)the period from July 1, 2024, through June 31, 2027.
FISCAL IMPACT:
This Contract will result in contractual service expenditures of up to $20,250 over a 3-year period and will be
funded 100% by Contra Costa EMS.
BACKGROUND:
This subscription renewal meets the needs of County’s EMS and paramedics by providing a free mobile
application for distribution and updates of EMS protocols,Policies,Field Treatment Guides,and system
memos.It also affords Pedi STAT medication calculator integration with customized dosages and
concentrations.This information will reach 1,000 EMS field crews in Contra Costa County and Contra Costa
County Fire employees.
In May 2024 EMS initiated the process to renew Acid Remap LLC.,P.O.F025039 which expired on June 30,
2024.This action will allow the parties to execute a Subscription Agreement (County Contract #23-863),which
the department will monitor using measurable service contract deliverables in compliance with Section III(B)
(7)of the Purchasing Policy.This Contract was approved by Contra Costa Health Personnel to ensure there was
no conflict with labor relations.
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The Contract obligates the County to indemnify Acid Remap for third party claims caused by the County in
performing the Agreement or using the application.The agreement limits Acid Remap’s liability to the amount
paid by County in twelve (12) months preceding the claim.
Approval of this new Contract #23-863 allows the contractor to provide services through June 30,2027.The
department is requesting a retroactive effective date for this Contract due to delays in staff transitions and
policy changes outside of EMS.
CONSEQUENCE OF NEGATIVE ACTION:
If this Contract is not approved,the subscription service to the mobile application will be terminated and EMS
field personnel will lose access to this important reference tool,which could have a negative effect on patient
care.
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1025 ESCOBAR STREET
MARTINEZ, CA 94553CONTRA COSTA COUNTY
Legislation Details (With Text)
File #: Version:124-3538 Name:
Status:Type:Consent Item Passed
File created:In control:10/10/2024 BOARD OF SUPERVISORS
On agenda:Final action:10/22/2024 10/22/2024
Title:APPROVE and AUTHORIZE the Health Services Director, or designee, to execute a contract
amendment with Medvision, Inc., to increase the payment limit by $150,000 to a new payment limit of
$258,216 and clarify that the contract will automatically renew for successive one year periods until
terminated for additional for patient medical necessity review criteria and guidance software for the
Contra Costa Health Plan.
(100% Contra Costa Health Plan Enterprise Fund II)
Attachments:
Action ByDate Action ResultVer.Tally
approvedBOARD OF SUPERVISORS10/22/2024 1 Pass
To:Board of Supervisors
From:Anna Roth, Health Services Director
Report Title:Amendment/Extension #23-627-11 with Medvision, Inc.
☒Recommendation of the County Administrator ☐ Recommendation of Board Committee
RECOMMENDATIONS:
APPROVE and AUTHORIZE the Health Services Director,or designee,to execute on behalf of the County
Amendment No.2 (#23-627-11)with Medvision,Inc.,a corporation,effective April 17,2024,to increase the
payment limit by $150,000,from $108,216,to a new payment limit of $258,216,and extend the contract term
for successive (1)year periods until terminated,for patient medical necessity review criteria and guidance
software for the Contra Costa Health Plan (CCHP).
FISCAL IMPACT:
Approval of this Amendment will result in additional annual expenditures of up to $150,000 and will be funded
as budgeted by the department in FY 2024-25,by 100%Contra Costa Health Plan Enterprise Fund II.(Rate
increase)
BACKGROUND:
This Contract meets the needs of the County by allowing access to Apollo's Managed Care web portal,a
clinical guideline application,and online resource that helps ensure appropriate patient care by providing
medical review criteria and guidelines that assist in identifying case management and treatment options that are
appropriate and medically necessary.CCHP has subscribed to Apollo's Managed Care Web Portal application
since (at least)2017 to aid in healthcare management regarding ambulatory,inpatient,behavioral health,
rehabilitation,post-acute,primary care,and case management.Apollo's Managed Care online medical review
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rehabilitation,post-acute,primary care,and case management.Apollo's Managed Care online medical review
criteria and guideline publications are evidence-based and operate with an advanced Microsoft .Net framework.
Medical review criteria and guidelines are mandated by the Department of Health Care Services to ensure
healthcare providers follow regulations and approve services that meet patient(s)medical necessity.CCHP will
monitor its access to the portal using measurable service contract deliverables in compliance with Section III
(B)(7)of the Purchasing Policy.This Contract was approved by Contra Costa Health Personnel to ensure there
was no conflict with labor relations.
In May 2023,the County Administrator approved,and the Purchasing Services Manager executed Contract #23
-627-9 with Medvision,Inc.,in an amount not to exceed $105,716 for the provision of its web portal
application,Apollo Managed Care,including technical support and services,for medical criteria and guidelines,
for the departments Ambulatory Care,Inpatient,Behavioral Health,Rehabilitation,Post-Acute Care,Primary
Care and Case Management, for the period April 18, 2023 through April 17, 2024.
In October 2023,the County Administrator approved,and the Purchasing Services Manager executed
Amendment No.1 (Contract #23-627-10)with Medvision,Inc.,effective October 1,2023,to increase the
payment limit by $2,500 to a new payment limit of $108,216 for additional software licenses for to Apollo's
Managed Care Web Portal application medical criteria and guidelines,for the departments Ambulatory Care,
Inpatient,Behavioral Health,Rehabilitation,Post-Acute Care,Primary Care and Case Management with no
change in the term.
Approval of Contract Amendment Agreement #23-627-11 (Amendment No.2)will increase the payment limit
(of the Contract)to allow the Contractor to provide services through April 17,2025,and clarify that the
Agreement is effective as of the Effective Date (April 18,2023)and shall continue for successive one (1)year
periods until terminated.The department is requesting a retroactive effective date for the term of this Contract
due to delays caused by receipt of necessary documentation from the Contractor.
CONSEQUENCE OF NEGATIVE ACTION:
If this Amendment is not approved,CCHP will lose access to Apollo's Managed Care web portal application
and the publications related to medical review criteria and guidelines that assist in identifying case management
and treatment options that are appropriate and medically necessary,rendering non-compliance with state-
mandated guidelines and policies.
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1025 ESCOBAR STREET
MARTINEZ, CA 94553CONTRA COSTA COUNTY
Legislation Details (With Text)
File #: Version:124-3539 Name:
Status:Type:Consent Item Passed
File created:In control:10/10/2024 BOARD OF SUPERVISORS
On agenda:Final action:10/22/2024 10/22/2024
Title:APPROVE and AUTHORIZE the Health Services Director, or designee, to execute a contract with
Windsor Hampton Care Center, LLC (dba Windsor Hampton Care Center) in an amount not to exceed
$3,000,000 to provide skilled nursing facility services for Contra Costa Health Plan members and
County recipients for the period September 1, 2024 through August 31, 2027. (100% Contra Costa
Health Plan Enterprise Fund II)
Attachments:
Action ByDate Action ResultVer.Tally
approvedBOARD OF SUPERVISORS10/22/2024 1 Pass
To:Board of Supervisors
From:Anna Roth, Health Services Director
Report Title:Contract #77-365-3 with Windsor Hampton Care Center, LLC (dba Windsor Hampton Care
Center).
☒Recommendation of the County Administrator ☐ Recommendation of Board Committee
RECOMMENDATIONS:
APPROVE and AUTHORIZE the Health Services Director,or designee,to execute on behalf of the County
Contract #77-365-3 with Windsor Hampton Care Center,LLC (dba Windsor Hampton Care Center),a limited
liability company,in an amount not to exceed $3,000,000,to provide skilled nursing facility (SNF)services for
Contra Costa Health Plan (CCHP)members and County recipients for the period September 1,2024 through
August 31, 2027.
FISCAL IMPACT:
Approval of this Contract will result in contractual service expenditures of up to $3,000,000 over a three-year
period and will be funded 100% by CCHP Enterprise Fund II.
BACKGROUND:
CCHP has an obligation to provide certain specialized SNF health care services for its members under the terms
of their Individual and Group Health Plan membership contracts with the county.Members are released from
the hospital to recover at an SNF until they are well enough to be sent home.These services include but are not
limited to twenty-four (24)hour medical care,social service and case management coordination,wound care,
respiratory therapy,nasogastric and gastric tube feeding,physical and speech therapy services.Contractor’s
proven track record and established reputation within the medical community mitigates potential risks
associated with CCHP’s success and patient well-being.This contractor has been a part of the CCHP Provider
Network providing SNF services and fostering a deep understanding of the CCHP organizations mission,
values, and long-term objectives since September 1, 2021.
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This Contract is entered into under and subject to the following legal authorities:California Government Code
§§26227 and 31000;Health and Safety Code §1451.Health Services Personnel approved this Contract to
ensure no conflicts with labor relations.Contractor currently cooperates with and participates in CCHP’s
Quality Management Program which consists of quality improvement activities to improve the quality of care
and services and member experience.Cooperation includes collection and evaluation of performance
measurement data and participation in the organization’s clinical and service measure Quality Improvement
Programs.The nature of the SNF services needed is complex and requires seamless coordination,integration
and collaboration with existing programs and systems.These contracted services were determined to be exempt
from Administrative Bulletin 600.3 solicitation requirements by the Public Works Department’s Purchasing
Division.
On September 14,2021,the Board of Supervisors approved Contract #77-365 with Windsor Hampton Care
Center,LLC (dba Windsor Hampton Care Center),in an amount not to exceed $2,400,000,for the provision of
SNF services for CCHP members and County recipients for the period September 1,2021 through August 31,
2024.
Approval of Contract #77-365-3 will allow the Contractor to continue to provide SNF services for CCHP
members and County recipients through August 31,2027.Delay of submittal due to Division’s late receipt of
Contractor’s required forms.
CONSEQUENCE OF NEGATIVE ACTION:
If this Contract is not approved certain specialized SNF health care services for CCHP members under the
terms of their Individual and Group Health Plan membership contracts with the County will not be provided
and may cause a delay in services to CCHP members.
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1025 ESCOBAR STREET
MARTINEZ, CA 94553CONTRA COSTA COUNTY
Legislation Details (With Text)
File #: Version:124-3540 Name:
Status:Type:Consent Item Passed
File created:In control:10/10/2024 BOARD OF SUPERVISORS
On agenda:Final action:10/22/2024 10/22/2024
Title:APPROVE and AUTHORIZE the Health Services Director, or designee, to execute a contract
amendment with Ride Roundtrip, Inc., to increase the payment limit by $4,000,000 to an amount not
to exceed $14,500,000 for a hosted software portal for transportation coordination, scheduling, and
dispatch for Medi-Cal patients with no change in the term; successive 1-year period renewals until
terminated. (69% Contra Costa Health Plan Enterprise Fund II;16% Hospital Enterprise Fund I;15%
Health Care for the Homeless/HRSA)
Attachments:
Action ByDate Action ResultVer.Tally
approvedBOARD OF SUPERVISORS10/22/2024 1 Pass
To:Board of Supervisors
From:Anna Roth, Health Services Director
Report Title: Contract #72-124-5 with Ride Roundtrip, Inc.
☒Recommendation of the County Administrator ☐ Recommendation of Board Committee
RECOMMENDATIONS:
APPROVE and AUTHORIZE the Health Services Director,or designee,to execute on behalf of the County
Contract Amendment Agreement #72-124-5 with Ride Roundtrip,Inc.,a corporation,effective October 1,
2024,to increase the payment limit of Contract #72-124-3 (as amended by Contract Amendment #72-124-4),
by $4,000,000,from $10,500,000 to a new payment limit of $14,500,000 for a hosted software portal for
transportation coordination,scheduling,and dispatch for Medi-Cal patients with no change in the term;
successive 1-year period renewals until terminated.
FISCAL IMPACT:
Approval of this Amendment will result in additional annual expenditures of up to $4,000,000 and will be
funded as budgeted by the department in FY 2024-25,by 69%Contra Costa Health Plan Enterprise Fund II,
16% CCRMC/Health Centers Hospital Enterprise Fund I, and 15% Health Care for the Homeless/HRSA.
BACKGROUND:
The Health Services Department’s Public Health Division provides social service case management to Medi-
Cal patients who are identified as high utilizers who need additional services to improve their health outcomes.
The County began contracting with this vendor in 2019 because transportation is a significant need for these
patients.These services allow County personnel access to arrange rides for these patients via a web-based
transportation booking portal.The Department of Health Care Services provides transportation services as a
benefit to Medi-Cal Managed Care members under All Plan Letter (APL) 22-008.
On March 19,2019,the Board of Supervisors approved contract #72-124 with Ride Roundtrip in the amount of
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On March 19,2019,the Board of Supervisors approved contract #72-124 with Ride Roundtrip in the amount of
$800,000 for the provision of electronic services to schedule and provide transportation to patients,including
interfacing with the county’s Electronic Health Record System for the period January 1,2019 through
December 31, 2020.
On December 8,2020,the Board of Supervisors approved Contract Amendment/Extension agreement #72-124-
1 to increase the payment limit by $1,000,000 to a new payment limit of $1,800,000,to extend the term from
December 31,2020,to December 31,2021,to reflect the continued provision of the Monthly Subscription
System Access services.
On April 27,2021,the Board of Supervisors approved Contract Amendment/Extension agreement #72-124-2 to
increase the payment limit by $1,100,000 to a new payment limit of $2,900,000 for additional hosted software
portal services for transportation coordination,scheduling,and dispatch for Medi-Cal patients with no change
in the term through December 31, 2021.
On December 14,2021,the Board of Supervisors approved Contract Amendment/Extension agreement #72-
124-3 to increase the payment limit by $150,000 to a new payment limit of $3,050,000 for increased usage of
hosted software portal services for transportation coordination,scheduling,and dispatch for Medi-Cal patients
with no change in the term through December 31,2021.Though not noted in prior recommendations to the
Board,a section of this contract contains term language of successive (1)year period renewals unless
terminated by either party with sixty (60) day notice.
On May 10,2022,the Board of Supervisors approved Contract Amendment #72-124-4 with Ride Roundtrip in
the amount of $10,500,000 for the provision of additional electronic services to schedule and provide
transportation to patients,including interfacing with the County’s Electronic Health Record System,and clarify
the term to include successive 1-year period renewals,until terminated by either party with sixty (60)day
notice.
Approval of this Contract Amendment #72-124-5 will allow the Board of Supervisors to approve a payment
limit increase of $4,000,000 to cover payment of invoices to the Contractor through the end of the current fiscal
year,with no change in the term (of successive 1-year period renewals,until terminated by either party with
sixty (60) day notice) to allow the Contractor to continue to provide services.
CONSEQUENCE OF NEGATIVE ACTION:
If this recommendation is not approved,the County will lose access to these vital services,having a negative
impact on holistic patient care.
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1025 ESCOBAR STREET
MARTINEZ, CA 94553CONTRA COSTA COUNTY
Legislation Details (With Text)
File #: Version:124-3541 Name:
Status:Type:Consent Item Passed
File created:In control:10/10/2024 BOARD OF SUPERVISORS
On agenda:Final action:10/22/2024 10/22/2024
Title:APPROVE and AUTHORIZE the Health Services Director, or designee, to execute a contract with
Windsor Elmhaven Care Center, LLC (dba Windsor Elmhaven Care Center), in an amount not to
exceed $3,000,000 to provide skilled nursing facility and sub-acute adult facility services for Contra
Costa Health Plan members and County recipients for the period September 1, 2024 through August
31, 2027. (100% Contra Costa Health Plan Enterprise Fund II)
Attachments:
Action ByDate Action ResultVer.Tally
approvedBOARD OF SUPERVISORS10/22/2024 1 Pass
To:Board of Supervisors
From:Anna Roth, Health Services Director
Report Title:Contract #77-364-3 with Windsor Elmhaven Care Center, LLC (dba Windsor Elmhaven Care
Center)
☒Recommendation of the County Administrator ☐ Recommendation of Board Committee
RECOMMENDATIONS:
APPROVE and AUTHORIZE the Health Services Director,or designee,to execute on behalf of the County
Contract #77-364-3 with Windsor Elmhaven Care Center,LLC (dba Windsor Elmhaven Care Center),a limited
liability company,in an amount not to exceed $3,000,000,to provide skilled nursing facility (SNF)and sub-
acute adult facility (SAF)services for Contra Costa Health Plan (CCHP)members and County recipients for
the period September 1, 2024 through August 31, 2027.
FISCAL IMPACT:
Approval of this Contract will result in contractual service expenditures of up to $3,000,000 over a three-year
period and will be funded 100% by CCHP Enterprise Fund II.
BACKGROUND:
CCHP has an obligation to provide certain specialized SNF and SAF health care services for its members under
the terms of their Individual and Group Health Plan membership contracts with the county.Members are
released from the hospital to recover at an SNF or SAF to receive care for those who no longer meet medical
necessities in a hospital setting and until they are well enough to be sent home.These SNF and SAF services
include but are not limited to:twenty-four (24)hour medical care,social service and case management
coordination,wound care,respiratory therapy,nasogastric and gastric tube feeding,physical and speech therapy
services.Contractor’s proven track record and established reputation within the medical community mitigates
potential risks associated with CCHP’s success and patient well-being.This Contractor has been a part of the
CCHP Provider Network providing SNF services and fostering a deep understanding of the CCHP
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organizations mission, values, and long-term objectives since September 1, 2021.
This Contract is entered into under and subject to the following legal authorities:California Government Code
§§26227 and 31000;Health and Safety Code §1451.Health Services Personnel approved this Contract to
ensure no conflicts with labor relations.Contractor currently cooperates with and participates in CCHP’s
Quality Management Program which consists of quality improvement activities to improve the quality of care
and services and member experience.Cooperation includes collection and evaluation of performance
measurement data and participation in the organization’s clinical and service measure Quality Improvement
Programs.The nature of the SNF services needed is complex and requires seamless coordination,integration
and collaboration with existing programs and systems.These Contracted services were determined to be
exempt from Administrative Bulletin 600.3 solicitation requirements by the Public Works Department’s
Purchasing Division.
On September 14,2021,the Board of Supervisors approved Contract #77-364 with Windsor Elmhaven Care
Center,LLC (dba Windsor Elmhaven Care Center),in an amount not to exceed $2,400,000,for the provision of
SNF services for CCHP members and County recipients for the period September 1,2021 through August 31,
2024.
Approval of Contract #77-364-3 will allow the Contractor to provide SNF and SAF services for CCHP
members and County recipients through August 31,2027.Delay of submittal due to Division’s late receipt of
Contractor’s required forms.
CONSEQUENCE OF NEGATIVE ACTION:
If this Contract is not approved certain specialized SNF and SAF health care services for CCHP members under
the terms of their Individual and Group Health Plan membership contracts with the County will not be provided
by this Contractor and may cause a delay in services to CCHP members.
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1025 ESCOBAR STREET
MARTINEZ, CA 94553CONTRA COSTA COUNTY
Legislation Details (With Text)
File #: Version:124-3542 Name:
Status:Type:Consent Item Passed
File created:In control:10/8/2024 BOARD OF SUPERVISORS
On agenda:Final action:10/22/2024 10/22/2024
Title:APPROVE and AUTHORIZE the Purchasing Agent, or designee, to execute on behalf of the Health
Services Director, a purchase order amendment with Med One Capital Funding, LLC to increase the
payment limit by $20,000 to an amount not to exceed $551,827 for fees and payments to complete
lease agreement for the Omnicell automated medication packagers at the Martinez and West County
Detention Facilities, and to extend the term through June 30, 2025. (100% County General Fund)
Attachments:
Action ByDate Action ResultVer.Tally
approvedBOARD OF SUPERVISORS10/22/2024 1 Pass
To:Board of Supervisors
From:Anna Roth, Health Services Director
Report Title:Amendment to Purchase Order #17192 with Med One Capital Funding, LLC
☒Recommendation of the County Administrator ☐ Recommendation of Board Committee
RECOMMENDATIONS:
APPROVE and AUTHORIZE the Purchasing Agent, or designee, to execute on behalf of the Health Services
Director, an amendment to purchase order #17192 with Med One Capital Funding, LLC, to increase the
payment limit by $20,000 to a new payment limit of $551,827 for late fees and payments to complete the lease
agreement for the Omnicell automated medication packagers at the Martinez and West County Detention
Facilities, and extend the term through June 30, 2025.
FISCAL IMPACT:
Approval of this amendment will result in an additional $20,000 in expenditures and funding is included in the
General Fund.
BACKGROUND:
On September 10, 2019, the Board of Supervisors approved item C.126 to execute a purchase order with Med
One Capital Funding, LLC in an amount not to exceed $531,827 for the lease of two automated medication
dispensing systems for the Martinez and West County Detention Facilities the period from July 1, 2019 through
June 30, 2024.
Omnicell required the County to provide a purchase order to initiate the manufacturing of the automated
dispensing medication packagers. Payments on the sixty-month lease agreement began after the delivery of the
equipment causing the purchase order term to be out of sync with the lease payments. This amendment will
correct the term in order to complete the lease through the maturity date.
CONSEQUENCE OF NEGATIVE ACTION:
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If not approved, we will not be able fulfill the terms of the lease maturity date.
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1025 ESCOBAR STREET
MARTINEZ, CA 94553CONTRA COSTA COUNTY
Legislation Details (With Text)
File #: Version:124-3543 Name:
Status:Type:Consent Item Passed
File created:In control:7/30/2024 BOARD OF SUPERVISORS
On agenda:Final action:10/22/2024 10/22/2024
Title:APPROVE and AUTHORIZE the Purchasing Agent, or designee, to execute on behalf of the Health
Services Director, a purchase order amendment with Linde Gas & Equipment Inc. to increase the
payment limit by $65,973 to an amount not to exceed $290,974 for the purchase of bulk medical
oxygen for use at the Contra Costa Regional Medical Center and Health Centers with no change in
the term ending August 31, 2025. (100% Hospital Enterprise Fund I)
Attachments:
Action ByDate Action ResultVer.Tally
approvedBOARD OF SUPERVISORS10/22/2024 1 Pass
To:Board of Supervisors
From:Anna Roth, Health Services Director
Report Title:Amendment to Purchase Order with Linde Gas & Equipment Inc. (Bulk Medical Oxygen)
☒Recommendation of the County Administrator ☐ Recommendation of Board Committee
RECOMMENDATIONS:
APPROVE and AUTHORIZE the Purchasing Agent, or designee, to execute on behalf of the Health Services
Director, an amendment to purchase order #25135 with Linde Gas & Equipment Inc. to increase the payment
limit by $65,973 to a new payment limit of $290,974 for the purchase of bulk medical oxygen for the Contra
Costa Regional Medical Center (CCRMC) and Health Centers with no change in the original term ending
August 31, 2025.
FISCAL IMPACT:
Approval of this action will result in additional expenditures of up to $65,973 over the remaining one-year
period and will be funded by Hospital Enterprise Fund I revenues.
BACKGROUND:
CCRMC and related Health Centers require oxygen, compressed medical air, nitrogen, and carbon dioxide to
sustain operations. Bulk medical gas costs are negotiated annually between Linde Gas & Equipment, Inc. and
the County Purchasing Department.
On August 8, 2023, the Board of Supervisors approved item C.37 to execute an amendment to purchase order
#23135 with Linde Gas & Equipment to increase the payment limit by $42,838 to a new payment limit of
$225,001 for the purchase of bulk medical oxygen for CCRMC and Contra Costa Health Centers with no
change in the original term of September 1, 2020 through August 31, 2025.
Linde Gas & Equipment Inc. is a member of the Vizient Group Purchasing (GPO), which means that
CCRMC will receive rebates.Approval of this amendment will allow Linde Gas & Equipment Inc. to
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continue providing the required bulk medical gases without interruption in service to CCRMC and the related
Health Centers throughout the County.
CONSEQUENCE OF NEGATIVE ACTION:
If this action is not approved, CCRMC and its Health Centers will not be able to purchase the required gases
needed to provide basic medical care, directly effecting patient care.
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1025 ESCOBAR STREET
MARTINEZ, CA 94553CONTRA COSTA COUNTY
Legislation Details (With Text)
File #: Version:124-3545 Name:
Status:Type:Consent Item Passed
File created:In control:10/4/2024 BOARD OF SUPERVISORS
On agenda:Final action:10/22/2024 10/22/2024
Title:APPROVE and AUTHORIZE the Purchasing Agent, or designee, to execute on behalf of the Health
Services Director, a purchase order amendment with Abbott Laboratories to increase the payment
amount by $150,000 to an amount not to exceed $300,000 and Third Amendment to the Abbott Point
of Care Agreement to purchase reagents and supplies needed for the I-Stat and I-Stat Alinity
Handheld Analyzers for the Clinical Laboratory at the Contra Costa Regional Medical Center, and
extend the term through November 18, 2027. (100% Hospital Enterprise Fund I)
Attachments:
Action ByDate Action ResultVer.Tally
approvedBOARD OF SUPERVISORS10/22/2024 1 Pass
To:Board of Supervisors
From:Anna Roth, Health Services Director
Report Title:Amendment to Purchase Order with Abbott Laboratories
☒Recommendation of the County Administrator ☐ Recommendation of Board Committee
RECOMMENDATIONS:
APPROVE and AUTHORIZE the Purchasing Agent, or designee, to execute on behalf of the Health Services
Director, an amendment to blanket purchase order #023253 with Abbott Laboratories to increase the payment
amount by $150,000 to a new payment limit of $300,000 and Third Amendment to the Abbott Point of Care
Agreement to purchase reagents and supplies needed for the I-Stat and I-Stat Alinity Handheld Analyzers for
the Clinical Laboratory at the Contra Costa Regional Medical Center (CCRMC), and extend the term through
November 18, 2027.
FISCAL IMPACT:
Approval of this action will result in additional expenditures of up to $150,000 over the period from September
1, 2021 through November 18, 2027 and funded 100% by Hospital Enterprise Fund I Revenues.
BACKGROUND:
CCRMC has used Abbott Laboratories since 2015. Abbott is CCRMC’s primary supplier for the cartridges for
point of care lactic acid and traumatic brain injury (TBI) testing. Abbott Laboratories is the sole manufacturer
and distributor of the I-Stat Alinity Analyzer reagents used for TBI testing. No other vendor produces nor is
authorized to distribute these products.
On August 31, 2021, the Purchasing Agent executed purchase order 023253 with Abbott Laboratories in the
amount of $150,000 for the purchase of lactic acid testing cartridges for the period from September 1, 2021
through August 31, 2024.
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CCRMC’s current i-Stat analyzers are reaching end of their life cycle. Delays were due to product reviews and
discussions regarding upgrading current instruments in conjunction with capabilities to integrate with Epic
Beaker system, the new Laboratory Information System.
CONSEQUENCE OF NEGATIVE ACTION:
If this action is not approved, the Clinical Laboratory will not be able to report whole blood lactic acid tests or
diagnose TBI, significantly impacting CCRM's capacity to deliver rapid triage care. Furthermore, without
approval, the CCRMC Clinical Laboratory will not be able to acquire I-STAT reagents, leading to delays in
patient care.
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1025 ESCOBAR STREET
MARTINEZ, CA 94553CONTRA COSTA COUNTY
Legislation Details (With Text)
File #: Version:124-3546 Name:
Status:Type:Consent Item Passed
File created:In control:9/27/2024 BOARD OF SUPERVISORS
On agenda:Final action:10/22/2024 10/22/2024
Title:APPROVE and AUTHORIZE the Purchasing Agent, or designee, to execute on behalf of the Health
Services Director, a blanket purchase order with Bayer HealthCare LLC in an amount not to exceed
$250,000 for the purchase of contrast injection, computed tomography syringes, and other items
needed for Contra Costa Health for the period August 1, 2024 through September 30, 2026. (100%
Hospital Enterprise Fund I)
Attachments:
Action ByDate Action ResultVer.Tally
approvedBOARD OF SUPERVISORS10/22/2024 1 Pass
To:Board of Supervisors
From:Anna Roth, Health Services Director
Report Title:Purchase Order with Bayer HealthCare LLC
☒Recommendation of the County Administrator ☐ Recommendation of Board Committee
RECOMMENDATIONS:
APPROVE and AUTHORIZE the Purchasing Agent, or designee, to execute on behalf of the Health Services
Director, a blanket purchase order with Bayer HealthCare LLC in an amount not to exceed $250,000 for the
purchase of contrast injection, computed tomography syringes, and other items needed for Contra Costa Health
(CCH) for the period of August 1, 2024 through September 30, 2026.
FISCAL IMPACT:
Approval of this action will result in expenditures of up to $250,000 over a two-year period and will be funded
100% by Hospital Enterprise Fund I Revenues.
BACKGROUND:
Bayer HealthCare is a division of Bayer AG, a global enterprise with core competencies in the fields of
healthcare and agriculture. Bayer HealthCare focuses on researching, developing, manufacturing, and
marketing a broad range of healthcare products, including computed tomography (CT) syringes. A CT syringe
is a specialized syringe used in CT imaging procedures to inject contrast agents into a patient's body. The
syringes are part of an automated injector system that ensures controlled and consistent injection rates, which is
crucial for obtaining high-quality images. It also improves the contrast and detail of CT images, aiding in more
accurate diagnosis.
The vendor CCH usually purchases CT syringes from recently stopped distributing them. Because of this, there
were challenges in obtaining the syringes. CCH is now purchasing the syringes directly from the manufacturer,
Bayer HealthCare.
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Bayer HealthCare LLC is a member of the Vizient Group Purchasing Organization (GPO), which means that
Contra Costa Regional Medical Center will receive rebates. This will further solidify our shared dedication to
delivering high-quality, cost-effective healthcare solutions.
CONSEQUENCE OF NEGATIVE ACTION:
If this purchase order is not approved, CCH will not be able to perform CT scans that require contrast agents.
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Legislation Details (With Text)
File #: Version:124-3547 Name:
Status:Type:Consent Item Passed
File created:In control:10/8/2024 BOARD OF SUPERVISORS
On agenda:Final action:10/22/2024 10/22/2024
Title:APPROVE and AUTHORIZE the Purchasing Agent, or designee, to execute on behalf of the Health
Services Director, a purchase order amendment with Med One Capital Funding, LLC to extend the
term from June 30, 2024 to January 31, 2025 with no change to the payment limit of $371,165 for the
Omnicell medication automated dispensing cabinets at the Martinez and West County Detention
Facilities. (100% County General Fund)
Attachments:
Action ByDate Action ResultVer.Tally
approvedBOARD OF SUPERVISORS10/22/2024 1 Pass
To:Board of Supervisors
From:Anna Roth, Health Services Director
Report Title:Amendment to Purchase Order #16707 with Med One Capital Funding, LLC
☒Recommendation of the County Administrator ☐ Recommendation of Board Committee
RECOMMENDATIONS:
APPROVE and AUTHORIZE the Purchasing Agent, or designee, to execute on behalf of the Health Services
Director, an amendment to purchase order #16707 with Med One Capital Funding, LLC, to extend the term
through January 31, 2025 with no change to the original payment limit of $371,165 for the Omnicell
medication automated dispensing cabinets at the Martinez and West County Detention Facilities.
FISCAL IMPACT:
Approval of this item will not result in additional expenditures and funding is included in the General Fund.
BACKGROUND:
On August 6, 2019, the Board of Supervisors approved item C.65 to execute purchase order with Med One
Capital Funding, LLC in an amount not to exceed $371,165 for a 60-month lease agreement for the lease of two
automated medication dispensers for the Martinez and West County Detention Facilities for the period of July
1, 2019 through June 30, 2024.
Omnicell required the County to provide a purchase order to initiate the manufacturing of the automated
dispensing cabinets. Payments on the sixty-month lease agreement began after the delivery of the equipment
causing the purchase order term to be out of sync with the lease payments. This amendment will correct the
term in order to complete the lease through the maturity date.
CONSEQUENCE OF NEGATIVE ACTION:
If this item is not approved, Contra Costa Health will not be able fulfill the terms of the lease agreement.
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Legislation Details (With Text)
File #: Version:124-3548 Name:
Status:Type:Consent Item Passed
File created:In control:10/10/2024 BOARD OF SUPERVISORS
On agenda:Final action:10/22/2024 10/22/2024
Title:APPROVE and AUTHORIZE the Purchasing Agent, or designee, to execute on behalf of the Health
Services Director, a purchase order with IntelliSite, LLC (dba EPIC iO Technologies, Inc.), an amount
not to exceed $8,000 for the purchase of wireless networking subscription services for the period from
May 1, 2024 through April 30, 2027. (100% Future of Public Health Grant funds)
Attachments:
Action ByDate Action ResultVer.Tally
approvedBOARD OF SUPERVISORS10/22/2024 1 Pass
To:Board of Supervisors
From:Anna Roth, Health Services Director
Report Title:Purchase Order with EPIC iO Technologies, Inc.
☒Recommendation of the County Administrator ☐ Recommendation of Board Committee
RECOMMENDATIONS:
APPROVE and AUTHORIZE the Purchasing Agent, or designee, to execute on behalf of the Health Services
Director, a purchase order with IntelliSite, LLC dba EPIC iO Technologies, Inc., an amount not to exceed
$8,000 for the purchase of wireless networking subscription services for the period of May 1, 2024 through
April 30, 2027.
FISCAL IMPACT:
Approval of this action will result in expenditures of up to $8,000 over a three-year period and will be funded
by The Future of Public Health Grant.
BACKGROUND:
The Contra Costa Health Public Health Division currently relies on Cradlepoint NetCloud services to manage
its wireless network infrastructure. Renewal of these NetCloud services is essential to ensure continued access
to necessary software updates, security patches, and technical support, all of which are critical for the reliable
operation and management of the division’s wireless network.
The goods and services purchased with the purchase order are governed by the cooperative agreements
established by the State of California (Participating Addendum 7-20-70-47-02), and the State of Utah (NASPO
ValuePoint Master Agreement AR3189) for discounted Cradlepoint pricing. IntelliSite, LLC, as the authorized
reseller under this agreement, will facilitate the sales services.
The State of California Participating Addendum limits Cradlepoint’s liability to the purchase price paid by
County for the products and services, provided that the limitation does not apply to death or bodily injury
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claims, failure to comply with law, and intellectual property infringement claims.
CONSEQUENCE OF NEGATIVE ACTION:
Failure to renew Cradlepoint NetCloud services would compromise network security, operational reliability,
and access to essential support, risking potential service disruptions.
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Legislation Details (With Text)
File #: Version:124-3549 Name:
Status:Type:Consent Item Passed
File created:In control:10/9/2024 BOARD OF SUPERVISORS
On agenda:Final action:10/22/2024 10/22/2024
Title:APPROVE and AUTHORIZE the Purchasing Agent, or designee, to purchase on behalf of the Health
Services Director, 300 Target gift cards totaling an amount not to exceed $1,500 for community
members who actively engage in Tobacco Prevention Coalition meetings, workgroups, and related
efforts for the period from October 1, 2024 through June 30, 2025. (100% California Department of
Public Health, Local Lead Agencies Grant)
Attachments:
Action ByDate Action ResultVer.Tally
approvedBOARD OF SUPERVISORS10/22/2024 1 Pass
To:Board of Supervisors
From:Anna Roth, Health Services Director
Report Title:Gift Cards for Tobacco Prevention Coalition Client Participation
☒Recommendation of the County Administrator ☐ Recommendation of Board Committee
RECOMMENDATIONS:
APPROVE and AUTHORIZE the Purchasing Agent, or designee, to purchase on behalf of the Health Services
Director, up to 300 Target gift cards each with a $5 value for a total amount not to exceed $1,500 for
community members who actively engage in Tobacco Prevention Coalition meetings, workgroups, and related
efforts for the period from October 1, 2024 through June 30, 2025.
FISCAL IMPACT:
The $1,500 expenditure will be funded by the California Department of Public Health, Local Lead Agencies
(CDPH, LLA) Grant proceeds for the Tobacco Prevention Program during Fiscal Year 2024-25. There will be
no impact to the County General Fund.
BACKGROUND:
Contra Costa Health's (CCH) Tobacco Prevention Program has consistently thrived through active community
participation. The program's strength lies in its collaborative nature, where community efforts drive forward
key policy campaigns aimed at reducing tobacco-related harm. Community members provide valuable insights
and support that help shape local tobacco policies, ensuring they reflect the needs and concerns of those most
affected. The success of the program is deeply rooted in this partnership between CCH and the public, as
community engagement continues to be a critical element in influencing policy changes and educational
initiatives. In the past, gift cards have been used to thank participants for their time and input, and moving
forward, they will continue to serve a dual purpose. By providing gift cards, the program expresses gratitude to
community members whose involvement is crucial to its success, while also acting as an incentive to encourage
greater participation in surveys, meetings, and other coalition activities. These efforts help gather opinions on
tobacco-related policies, which play a key role in informing educational campaigns and shaping policy efforts.
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The cost of the incentive may not exceed $50 in value, per person, per year and gift cards shall not be used to
purchase tobacco, alcohol, and/or cannabis products.
CONSEQUENCE OF NEGATIVE ACTION:
If this action is not approved, the grant funding would go unspent, and the funds would return to the funder.
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Legislation Details (With Text)
File #: Version:124-3550 Name:
Status:Type:Consent Item Passed
File created:In control:10/4/2024 BOARD OF SUPERVISORS
On agenda:Final action:10/22/2024 10/22/2024
Title:APPROVE and AUTHORIZE the Auditor-Controller, or designee, to pay an amount not to exceed
$5,641 to WASH Multifamily Acquisition Inc. (dba WASH Multifamily Laundry Systems, LLC), for
laundry machine rentals during the period of June 1, 2024 through September 30, 2024, as
recommended by the Health Services Director. (100% Mental Health Services Act)
Attachments:
Action ByDate Action ResultVer.Tally
approvedBOARD OF SUPERVISORS10/22/2024 1 Pass
To:Board of Supervisors
From:Anna Roth, Health Services Director
Report Title:Payment for Products and Services Provided by WASH Multifamily Acquisition Inc. dba WASH
Multifamily Laundry Systems, LLC
☒Recommendation of the County Administrator ☐ Recommendation of Board Committee
RECOMMENDATIONS:
APPROVE and AUTHORIZE the Auditor-Controller, or designee, to pay an amount not to exceed $5,641 to
WASH Multifamily Acquisition Inc. dba WASH Multifamily Laundry Systems, LLC for laundry machine
rentals during the period of June 1, 2024 through September 30, 2024, as recommended by the Health Services
Director.
FISCAL IMPACT:
Approval of this action will result in a one-time payment of up to $5,641 and will be funded entirely by Mental
Health Services Act funds allocated to county homeless shelters.
BACKGROUND:
The Health, Housing, and Homeless Services Division of Contra Costa Health entered into a sixty (60) months
term vendor agreement with Wash Multifamily Acquisition Inc. for the rental of laundry machines at four (4)
homeless shelters in November 2021. The purchase order for the laundry machine rentals expired before the
term of the vendor agreement, requiring a re-negotiation of terms and conditions which has caused a delay in
the payment of monthly rental invoices.
CONSEQUENCE OF NEGATIVE ACTION:
Failure to approve this item would cause undue hardship to the vulnerable population residing at these locations
as the laundry machines require servicing and the vendor may discontinue servicing the laundry machines until
the outstanding invoices are paid.
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Legislation Details (With Text)
File #: Version:124-3551 Name:
Status:Type:Consent Item Passed
File created:In control:10/9/2024 BOARD OF SUPERVISORS
On agenda:Final action:10/22/2024 10/22/2024
Title:APPROVE clarification of Board action of September 24, 2024, (C.98) to reflect the correct contractor
name of Chris E. Esguerra, M.D., P.C. (dba Esteem Health PSC) with no change in the payment limit
of $400,000 or term ending September 30, 2026. (100% Contra Costa Health Plan Enterprise Fund II)
Attachments:
Action ByDate Action ResultVer.Tally
approvedBOARD OF SUPERVISORS10/22/2024 1 Pass
To:Board of Supervisors
From:Anna Roth, Health Services Director
Report Title:Correct Board Order Item #C.98 with Chris E. Esguerra, M.D., P.C. (dba Esteem Health
Services PSC)
☒Recommendation of the County Administrator ☐ Recommendation of Board Committee
RECOMMENDATIONS:
APPROVE clarification of Board action of September 24,2024,(C.98)to change the name of the Contractor to
read Chris E.Esguerra,M.D.,P.C.(dba Esteem Health PSC)instead of Chris E.Esguerra,M.D.,P.C.(dba
Esteem Health Services PSC),with no change in the payment limit of $400,000 and no change in the term of
October 1, 2024 through September 30, 2026.
FISCAL IMPACT:
This Contract is funded 100% by CCHP Enterprise Fund II revenues.
BACKGROUND:
CCHP has an obligation to provide certain telehealth behavior health services -therapy for its members under
the terms of their Individual and Group Health Plan membership contracts with the County.Behavioral health
services -therapy are mandated by State and Federal regulation Department of Health Care Services (DHCS)
has added behavioral health therapy services to the list of medically necessary outpatient mental health services
as covered benefit under the Medi-Cal program,under DHCS All Plan Letter (APL)13-021.This Contract is
entered into under and subject to the following legal authorities:California Government Code §§26227 and
31000;Health and Safety Code §1451.Health Services Personnel approved this contract to ensure no conflicts
with labor relations.
The nature of the telehealth behavior health services -therapy needed is complex and requires seamless
coordination,integration and collaboration with existing programs and systems.This Contract will maintain
comprehensive area coverage for the entire CCHP membership and meet the Knox-Keene Act,time and
distance mandate required by the State of California Department of Managed Health Care (DMHC)services.
These contracted services were determined to be exempt from Administrative Bulletin 600.3 solicitation
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These contracted services were determined to be exempt from Administrative Bulletin 600.3 solicitation
requirements by the Public Works Department’s Purchasing Division.
On September 24,2024,the Board of Supervisors approved Contract #77-711 with Chris E.Esguerra,M.D.,
P.C.(dba Esteem Health Services PSC)in an amount not to exceed $400,000 for the provision of telehealth
behavior health services - therapy for the period from October 1, 2024 through September 30, 2026.
The purpose of this Board Order is to change the name of the Contractor to read Chris E.Esguerra,M.D.,P.C.
(dba Esteem Health PSC) instead of Chris E. Esguerra, M.D., P.C. (dba Esteem Health Services PSC).
CONSEQUENCE OF NEGATIVE ACTION:
If this correction is not approved, Contractor’s name will remain incorrect.
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Legislation Details (With Text)
File #: Version:124-3566 Name:
Status:Type:Consent Item Passed
File created:In control:10/4/2024 BOARD OF SUPERVISORS
On agenda:Final action:10/22/2024 10/22/2024
Title:ACCEPT an update about Measure X-Funded Capital Projects on the campus of the Contra Costa
Regional Medical Center in Martinez, and APPROVE Public Works to initiate Requests for
Qualifications for contractors for four projects, and APPROVE Public Works to use any combination of
design-bid-build, design-build, progressive design-build, and/or Job Order Contracting for project
delivery. (100% Measure X funds)
Attachments:
Action ByDate Action ResultVer.Tally
approvedBOARD OF SUPERVISORS10/22/2024 1 Pass
To:Board of Supervisors
From:Anna Roth, Health Services Director
Report Title:Update on Measure X Funded Capital Projects by Contra Costa Health
☒Recommendation of the County Administrator ☐ Recommendation of Board Committee
RECOMMENDATIONS:
ACCEPT an update about Measure X-Funded Capital Projects on the campus of the Contra Costa Regional
Medical Center in Martinez,
APPROVE the repurposing of $80 million in one-time Measure X funds to fund four capital projects,
APPROVE Public Works to initiate Requests for Qualifications for contractors for four projects, and
APPROVE Public Works to use any combination of design-bid-build, design-build, progressive design-build,
and/or Job Order Contracting for project delivery.
FISCAL IMPACT:
The three identified projects for Contra Costa Regional Medical Center (CCRMC) have an estimated
construction cost of $26-52M. The initial estimate for a new Public Health building is currently unknown. A
total of $80M has been allocated for capital projects to Contra Costa Health from Measure X.
The estimated cost to renovate the Food Services Building at CCRMC to comply with Seismic Performance
Category (SPC) regulations is $25-50M. The estimated cost to bring the main hospital and lab into compliance
with the Non-structural Performance Category (NPC) fire sprinkler requirements is estimated to be $1-2M. The
cost to complete all NPC work to create 72-hour emergency supply of potable water, fuel, sewage and liquid
waste storage is currently unknown. The remaining funds from the Measure X allocation will be applied to
build a new Public Health Lab. There is no additional fiscal impact to the County General Fund or Contra Costa
Regional Medical Center because of this action.
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BACKGROUND:
In 2022, the Board of Supervisors allocated $80M to Contra Costa Health for capital projects on the campus of
CCRMC. The funding was initially earmarked for five projects: (1) New Medical Clinic and Office Building
Complex, (2) New Parking Structure, (3) New Interventional Radiology Suite, (4) Expanded and Modernized
Psychiatric Emergency Room, and (5) Public Health Lab. Public Works hired a construction management firm,
Vanir Construction Management, Inc. (Vanir), to develop a facility master plan. That plan, completed in April
2024, identified several Measure X, strategic program and seismic compliance projects for the Martinez
campus. Contra Costa Health is now recommending four separate projects to be initiated and funded by the
previously allocated Measure X funds. The most urgent of the projects are to comply with state seismic
requirements and construct a new Public Health Lab.
CCRMC must comply with the SPC and NPC requirements and timetables, including submission of
architectural plans by January 1, 2026, and complete construction by January 1, 2030, or it will have to cease
operations until it meets the seismic standards. California Hospital Association sponsored Senate Bill 1432 to
provide hospitals more time to comply with the 2030 seismic standards was recently vetoed by Governor
Newsom. That group and the California Association of Public Hospitals are working to determine next steps
considering the significant financial burden the seismic mandates are having on hospitals.
The fourth project, to build a new Public Health Lab, is needed to create adequate space for current and future
equipment and staff of the department. There are no other currently available sources of funding for these
capital projects other than the Contra Costa Health Measure X allocation.
Food Services/Cafeteria Building (SPC)
This project is to bring this building up to structural seismic (SPC) standards. It will include enhancements to
the roof, walls and flooring, HVAC upgrades, construction to comply with the American Disability Act (ADA),
and replacement of much of the equipment in the Food Services building. There is a January 1, 2026, deadline
for CCRMC to submit a permit request, including construction drawings, to the California Department of
Health Care Access and Information (HCAI). In addition, there is a January 1, 2030, deadline to complete
construction and obtain an occupancy permit. Following the Board’s approval, CCRMC will work with Public
Works to develop a Request for Qualifications to identify a design/build team to create and submit construction
documents by the 2030 deadline. The estimated cost to comply with the SPC requirements in the Food
Services/Cafeteria building is $25-50M.
Fire Sprinkler Bracing (NPC)
There is an initial estimate of $1-2M for this project to brace the end of each fire sprinkler line in the main
hospital and the lab. The work essentially involves applying a metal strap to the end of each of the fire sprinkler
lines and attaching them to the ceilings.
Emergency Water and Liquid Waste Storage (NPC)
This project is to create sufficient potable water, fuel, liquid waste and sewage storage capacity for 72 hours of
emergency use. HCAI responded to CCRMC’s water mitigation plan that was submitted in December 2023 by
requesting additional information regarding total water and liquid waste volume and requested plans identifying
the location of the storage tanks. There is no estimate of the total project cost. It is recommended an external
team be hired to develop cost estimates, respond to HCAI questions and create a set of documents that meets
the NPC requirements.
Public Health Lab
The creation of a new Public Health Lab on the CCRMC campus will expand laboratory space and testing
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capabilities of the department as well as ensure better preparedness and detection of novel or pandemic
infectious diseases. Currently, the Public Health Lab is on the second floor of a building that also houses the
hospital lab. Both labs are extremely crowded with equipment, staff, and lack the necessary electrical capacity
to run and maintain instrumentation. The new Public Health Lab, estimated to be 18,000 square feet, will hold
current and future diagnostic instrumentation and permit CCRMC lab to expand into the entire second floor
space. The Public Health Laboratory will be able to update and expand much needed enhanced molecular
testing and surveillance, such as the polymerase chain reaction (PCR) detection and sequencing seen with
COVID-19, as well as add new surveillance testing capabilities, such as drug-resistance and wastewater testing,
within the new facility.
Health Services, CCRMC and Public Health leadership have reviewed this plan and recommend Public Works
initiate Requests for Qualifications for the four-project scope of work. It is also recommended Public Works use
any combination of a design-bid-build, design-build, progressive design-build, and/or Job Order Contracting
for the project delivery.
The facility master plan that was developed by Vanir identified several other projects on the CCRMC campus.
Those include additional parking structures, a Medical Office Building, an Interventional Radiology suite,
additional Psychiatric Emergency Services space, and a new Behavioral Health Building. It is recommended
the Measure X funds be used to complete the required SPC and NPC upgrades and build the new Public Health
Lab before proceeding with any of the other Master Plan projects. Any remaining funds from the Measure X
allocation will be applied to improve parking for CCRMC. An updated plan for the use of the remaining
Measure X funds either on or off the Martinez campus will be presented to the Board in the future.
CONSEQUENCE OF NEGATIVE ACTION:
Food Services is classified as an essential service for all General Acute Care Hospitals.The Food
Service/Cafeteria building at CCRMC is not compliant with state seismic standards and will have to be taken
out of service by January 1,2030,if the appropriate SPC upgrades are not completed.In a similar manner,the
fire sprinkler line project and the water and liquid waste project are required for CCRMC to meet state seismic
standards by 2030.Failure to comply with the SPC and NPC requirements and timetables will result in
CCRMC having to cease operations until it meets the seismic standards.The current space of the Public Health
Lab is inadequate for current and future needs.Additional testing by Public Health will not be able to be
completed and the lab may not be able to adequately ensure better preparedness and detection of novel or
pandemic infectious diseases without creation of a new lab building.There are currently no other available
sources of funding for these capital projects other than the Contra Costa Health Measure X allocation.
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MARTINEZ, CA 94553CONTRA COSTA COUNTY
Legislation Details (With Text)
File #: Version:124-3561 Name:
Status:Type:Consent Item Passed
File created:In control:10/14/2024 BOARD OF SUPERVISORS
On agenda:Final action:10/22/2024 10/22/2024
Title:ADOPT Position Adjustment Resolution No. 26350 to establish the classification of Board of
Supervisors – Chief of Staff; retitle and reallocate the salary scales of the Board of Supervisors
Assistant – General Secretary, Board of Supervisors Assistant - Specialist, Board of Supervisors
Assistant - Chief Assistant. Abolish the current Board of Supervisors Assistant – General Office
classification and reclassify incumbents and all vacant positions into the revised and newly created
classifications. (100% General Fund)
Attachments:1. Position Resolution No. 26350, 2. Signed P300 26350.pdf
Action ByDate Action ResultVer.Tally
approvedBOARD OF SUPERVISORS10/22/2024 1 Pass
RECOMMENDATIONS:
ADOPT Position Adjustment Resolution No. 26350 to adjust the following classifications as noted:
·Establish the classification of Board of Supervisors - Chief of Staff (J996) (non-represented) at salary
plan and grade B85 1021 ($9,598.19 - $11,666.66). Reclassify five (5) incumbents currently in the
Board of Supervisors Assistant - Chief Assistant (J995) (non-represented) at salary plan and grade B85
1800 to the new classification of Board of Supervisors - Chief of Staff (J996) (non-represented) at
salary plan and grade B85 1021 ($9,598.19 - $11,666.66).
·Retitle Board of Supervisors Assistant - Chief Assistant (J995) (non-represented) at salary plan and
grade B85 1800 to Board of Supervisors - Deputy Chief of Staff (J995) and reallocate salary scale B85
1800 to ($8,844.05 - $10,750.00). Reclassify five (5) incumbents within the current Board of
Supervisors Assistant - Specialist (J994) (non-represented) at salary plan and grade B85 1652 to the
newly titled Board of Supervisors - Deputy Chief of Staff (J995) at salary scale B85 1800 ($8,844.05 -
$10,750.00) and reallocate incumbent salaries to the next closest step within the revised range.
·Retitle Board of Supervisors Assistant - Specialist (J994) (non-represented) at salary plan and grade B85
1652 to Board of Supervisors - Specialist II (J994) and reallocate salary scale B85 1652 to ($8,261.30 -
$10,041.66). Reclassify fourteen (14) incumbents within the current Board of Supervisors Assistant -
Specialist (J994) (non-represented) classification and reallocate one (1) vacant position at salary plan
and grade B85 1652 to the newly titled Board of Supervisors - Specialist II (J994) at salary scale B85
1652 ($8,261.30 - $10,041.66) and reallocate incumbent salaries to the next closest step within the
revised range.
·Retitle Board of Supervisors Assistant - General Secretary (J993) (non-represented) at salary plan and
grade B85 1406 to Board of Supervisors - Specialist I (J993) and reallocate salary scale B85 1406 to
($7,572.29 - $9,204.16). Reclassify three (3) incumbents within the current Board of Supervisors
Assistant - General Secretary (J993) (non-represented) at salary plan and grade B85 1406 to the newly
titled Board of Supervisors - Specialist I (J993) at salary scale B85 1406 ($7,572.29 - $9,204.16) and
reallocate incumbent salaries to the next closest step within the revised range.
·Abolish the classification of Board of Supervisors Assistant - General Office (J992) (non-represented) at
salary plan and grade B85 1011 ($4,269.87 - $6,623.98).
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FISCAL IMPACT:
The total increase in annual cost for salaries is approximately $96,307 before benefits.The net fiscal impact is
approximately $72,230 for the remainder of Fiscal Year 2024/25. 100% General Fund.
BACKGROUND:
In late 2023, Human Resources was asked to conduct a compensation study for all positions within the Board
of Supervisors offices. Results of this study were mostly inconclusive as clean matches to County positions
were not easily identifiable. Recommended actions from the study suggested creating detailed job descriptions
in an attempt to better assess the duties of the positions and to provide possible alignment with other agencies
which Contra Costa County uses for position and compensatory studies. Throughout the first half of 2024,
Human Resources staff partnered with the Board offices to develop job descriptions that Human Resources was
ultimately able to utilize to provide the Board an appropriate compensation recommendation regarding the staff
within all of the Board offices.
CONSEQUENCE OF NEGATIVE ACTION:
If not approved, positions throughout the Board offices will continue to be misaligned and not reflective of the
current scope of those employees within each respective role.
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Legislation Details (With Text)
File #: Version:124-3562 Name:
Status:Type:Consent Item Passed
File created:In control:6/28/2024 BOARD OF SUPERVISORS
On agenda:Final action:10/22/2024 10/22/2024
Title:ADOPT Position Adjustment Resolution No. 26299 to establish the classification of Mental Health
Clinical Specialist – Per Diem in the Health Services Department. (Represented)
Attachments:1. P300-26299, 2. Signed P300 26299.pdf
Action ByDate Action ResultVer.Tally
approvedBOARD OF SUPERVISORS10/22/2024 1 Pass
To:Board of Supervisors
From:Anna Roth, Health Services Director
Report Title:Establish the classification of Mental Health Clinical Specialist - Per Diem (VQSK) in the
Health Services Department
☒Recommendation of the County Administrator ☐ Recommendation of Board Committee
RECOMMENDATIONS:
ADOPT Position Adjustment Resolution No.26299 to establish the classification of Mental Health Clinical
Specialist-Per Diem (VQSK)(represented)at salary plan and grade level TC5 1002 ($10,793.76)in the Health
Services Department.
FISCAL IMPACT:
The compensation rate for the Mental Health Clinical Specialist Per-Diem has been set to align with
comparable external agency per diem rates for this classification.Costs will be covered through various health
funding sources.
BACKGROUND:
We are requesting to add a new classification of Mental Health Clinical Specialist Per-Diem as a solution for
various interviewing and selecting challenges across multiple divisions within the Health System.
The Mental Health Clinical Specialist classification was established in 1991 after collapsing a previous Mental
Health Treatment Specialist deep class to provide more focused and specific mental health care to patients
within Contra Costa County.As a result,several divisions within Contra Costa Health have expanded and
currently utilize the Mental Health Clinical Specialist (MHCS)classification including Behavioral Health,
Alcohol and Other Drugs (AODs), Detention Health, CCRMC Psychiatric Services, etc.
Currently,there are 86 vacancies across these various divisions and the current eligible list of qualified
clinicians is not substantial enough to efficiently fill these vacancies.We currently have MHCS on a continuous
recruitment and on average over the past year have received ~17 candidates per month.Given our current
candidate pool and eligible list,hiring managers are not able to fill critical vacancies within their programs
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which puts the Health System at risk of being out of compliance and unable to fulfill local and state program
requirements.These programs vary in schedules and work environments,some of which involve 24-hour care
such as detention and psychiatry,which poses scheduling challenges in addition to leading to an increase in
overtime pay.
By establishing the Per-Diem classification,Contra Costa Health will be able to effectively recruit and hire
fully licensed clinicians on a flexible basis to fill service gaps as well as eliminate the need for excessive
overtime pay.In addition,establishing a Per-Diem classification will allow us to tap into a licensed candidate
pool who is eager to find a flexible position and supplemental income.
CONSEQUENCE OF NEGATIVE ACTION:
If not approved,there will continue to be staffing shortages in critical Contra Costa Health programs resulting
in the increased risk of non-compliance of program requirements.
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Legislation Details (With Text)
File #: Version:124-3563 Name:
Status:Type:Consent Item Passed
File created:In control:9/17/2024 BOARD OF SUPERVISORS
On agenda:Final action:10/22/2024 10/22/2024
Title:ADOPT Position Adjustment Resolution No. 26332 to add one Quality Assurance Monitor
(represented) position and cancel one Social Service Program Assistant I (represented) position in the
Employment and Human Services Department. (12% County, 40% Federal, 48% State)
Attachments:1. P300_26332, 2. Signed P300 26332.pdf
Action ByDate Action ResultVer.Tally
approvedBOARD OF SUPERVISORS10/22/2024 1 Pass
To:Board of Supervisors
From:Marla Stuart, Employment and Human Services Director
Report Title: Add one Quality Assurance Monitor position and cancel one Social Service Program Assistant I
position in the Employment and Human Services Department
☒Recommendation of the County Administrator ☐ Recommendation of Board Committee
RECOMMENDATIONS:
ADOPT Position Adjustment Resolution No. 26332 to add one (1) Quality Assurance Monitor (XQSP)
(represented) position at salary plan and grade 255-1409 ($6,329-$7693) and cancel one (1) Social Service
Program Assistant I (X0WD) (represented) position #12785 at salary plan and grade 255-1001 ($5,333-$5,599)
in the Employment and Human Services Department.
FISCAL IMPACT:
Approval of this item will result in additional expenditures of up to $18,821 annually and a cost increase of up
to $14,116 for FY 24-25,and will be funded by 12% County, 40% Federal, and 48% State funds.
BACKGROUND:
Over 300,000 individuals receive Medi-Cal in Contra Costa County. The Medi-Cal CalFresh Service Center
provides services to the majority of these recipients. Quality Assurance for this workload coupled with the
ongoing implementation of CalAIM (California Advancing and Innovating Medi-Cal) is imperative. Mandates
and initiatives are being monitored by the state and failure to meet the CalAIM performance standards puts the
Department at risk of fiscal penalty. The addition of this position will help ensure performance standards are
met.
CONSEQUENCE OF NEGATIVE ACTION:
Should the proposed action not be approved by the Board of Supervisors, the County will fail to meet CalAIM
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performance standards which puts the Department at risk of fiscal penalties.
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Legislation Details (With Text)
File #: Version:124-3564 Name:
Status:Type:Consent Item Passed
File created:In control:10/2/2024 BOARD OF SUPERVISORS
On agenda:Final action:10/22/2024 10/22/2024
Title:ADOPT Position Adjustment Resolution No. 26341 for additional vacation accruals for the
Employment and Human Services Chief Deputy Director - Exempt (XAB1) at a rate equal to 199.92
hours per year with a maximum accrual of 400 hours effective November 4, 2024, as recommended
by the Employment and Human Services Director.
Attachments:1. P300 Chief Deputy 10.11.2024.docx, 2. Signed P300 26341.pdf
Action ByDate Action ResultVer.Tally
approvedBOARD OF SUPERVISORS10/22/2024 1 Pass
To:Board of Supervisors
From:Marla Stuart, Employment and Human Services Director
Report Title:Approve vacation accruals for the Employment & Human Services Department Chief Deputy
Director
☒Recommendation of the County Administrator ☐ Recommendation of Board Committee
RECOMMENDATIONS:
APPROVE Resolution No. 26341 for additional vacation accruals for the Employment and Human Services
Chief Deputy Director - Exempt (XAB1) at a rate equal to 199.92 hours per year with a maximum accrual of
400 hours effective November 4, as recommended by the Employment and Human Services Director.
FISCAL IMPACT:
The additional 79.92 hours will cost approximately $11,028 annually. It will be funded by 59% Federal
($6,507), 35% State ($3,860) and 6% ($662) by County. All of which has been budgeted in FY24-25.
BACKGROUND:
The Employment and Human Services (EHSD) Chief Deputy Director is exempt and excluded from the Merit
System by the Management Resolution No. 2023/554. The Chief Deputy Director is responsible for oversight
and leadership of all EHSD administrative functions, including personnel, staff development, facilities,
emergency management, communications, contracts, policy, information technology, data management and
reporting, change management, and financial.
An extensive recruitment effort was employed to identify a candidate pool for this position. Those candidates
displaying the required qualifications were invited to participate in a robust selection process that included
three interviews with County partners, the EHSD Executive Team, and the EHSD Director. One successful
candidate was identified and extended an employment offer with a start date of November 4, 2024.
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The EHSD Chief Deputy Director candidate negotiated that vacation accruals will be at the rate of 16.66 hours
per month, 199.92 hours a year, with a maximum accrual of 400 hours in recognition of 20 years of work
experience in Alameda County.
CONSEQUENCE OF NEGATIVE ACTION:
If this action is not approved, the County will not uphold the agreement made upon hire of the EHSD Chief
Deputy Director.
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Legislation Details (With Text)
File #: Version:124-3479 Name:
Status:Type:Consent Item Passed
File created:In control:9/30/2024 BOARD OF SUPERVISORS
On agenda:Final action:10/22/2024 10/22/2024
Title:APPROVE and AUTHORIZE the Purchasing Agent, on behalf of the Chief Information Officer, to
execute a purchase order with GoTo Technologies USA, Inc. in an amount not to exceed $79,200 for
the renewal of LogMeIn Rescue + Mobile support for the period of September 24, 2024, through
March 23, 2027. (100% User Departments)
Attachments:
Action ByDate Action ResultVer.Tally
approvedBOARD OF SUPERVISORS10/22/2024 1 Pass
To:Board of Supervisors
From:Marc Shorr, Information Technology Director
Report Title:Purchase Order with GoTo Technologies USA, Inc.
☒Recommendation of the County Administrator ☐ Recommendation of Board Committee
RECOMMENDATIONS:
APPROVE and AUTHORIZE the Purchasing Agent,on behalf of the Chief Information Officer,to execute a
purchase order with GoTo Technologies USA,Inc.in an amount not to exceed $79,200 for the renewal of
LogMeIn Rescue + Mobile support for the period of September 24, 2024, through March 23, 2027.
FISCAL IMPACT:
The cost is charged to the user departments. 100% User Departments
BACKGROUND:
LogMeIn Rescue is a remote support software specializing in remote connectivity and collaboration solutions,
which enables IT to securely remote access and connect to various end user devices over the internet to
diagnose problems, troubleshoot software issues, configure settings, and perform tasks such as file transfers or
software installations remotely. LogMeIn Mobile is an extension of the LogMeIn Rescue remote support
software specifically tailored to provide technical support to mobile devices such as smartphones and tablets.
The LogMeIn Rescue + Mobile is used by the Department of Information Technology (DoIT) to assist in
resolving issues for all County users.
The contract with GoTo Technologies USA, Inc. contains a limitation of GoTo’s liability to the sum of the
amounts paid for the applicable service during the 12 months immediately preceding the incident giving rise to
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the liability. This is a continuation of software currently used and the extension for 36 months provides the best
cost advantage, in particular with the GoTo reseller adding 6 months on top of a typical 3-year renewal. This
purchase is being made via sole source justification for continuity of service and lowest cost.
CONSEQUENCE OF NEGATIVE ACTION:
If this purchase is not approved, DoIT will be limited in the troubleshooting methodology or remote support
they can provide to County department users, which could delay resolution of issues.
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Legislation Details (With Text)
File #: Version:124-3480 Name:
Status:Type:Consent Item Passed
File created:In control:10/4/2024 BOARD OF SUPERVISORS
On agenda:Final action:10/22/2024 10/22/2024
Title:APPROVE and AUTHORIZE the Purchasing Agent, on behalf of the Chief Information Officer, to
execute a purchase order with Maxrun Corp dba Apex Industry Service in an amount not to exceed
$250,000 for the purchase of radio parts, equipment and tools for the period of November 1, 2024
through October 31, 2027. (100% User Departments or Partner Agencies.)
Attachments:
Action ByDate Action ResultVer.Tally
approvedBOARD OF SUPERVISORS10/22/2024 1 Pass
To:Board of Supervisors
From:Marc Shorr, Information Technology Director
Report Title:Purchase Order with Maxrun Corp dba Apex Industry Service
☒Recommendation of the County Administrator ☐ Recommendation of Board Committee
RECOMMENDATIONS:
APPROVE and AUTHORIZE the Purchasing Agent, on behalf of the Chief Information Officer, to execute a
purchase order with Maxrun Corp, dba Apex Industry Service, in an amount not to exceed $250,000 for the
purchase of radio parts, equipment, and tools for the period of November 1, 2024, through October 31, 2027.
FISCAL IMPACT:
The cost is charged to the user department or outside agency who requests the service. 100% User Departments
or Outside Agencies.
BACKGROUND:
The Department of Information Technology’s Radio/Microwave Division receives daily work orders from
internal County departments or external agencies that the Department provides service to requesting radio
services. The work orders range in need from ordering new radios to providing service on existing radios. DoIT
must have a way to order and receive parts and equipment effectively and efficiently. The County, as well as the
East Bay Regional Communication Systems Authority (EBRCSA), are part of the Public Emergency Radio
Network which is comprised solely of Motorola radios. DoIT has a long-standing agreement with EBRSCA to
provide Telecommunications services and maintenance on Motorola radio equipment and Maxrun is able to
provide Motorola equipment. It is imperative to public safety that the County have a reliable vendor to provide
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parts and service immediately to ensure that the communication system is never compromised.
The agreement with Maxrun Corp, dba Apex Industry Service, contains a limitation of liability on any claim
which shall not exceed the total amount paid by the County to Maxrun under this Purchase Order. This
purchase is being made via sole source justification for service continuity
CONSEQUENCE OF NEGATIVE ACTION:
If this purchase is not approved, DoIT will be unable to assist customers in a timely fashion and may negatively
impact the stability of the public communication system.
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Legislation Details (With Text)
File #: Version:124-3481 Name:
Status:Type:Consent Item Passed
File created:In control:10/9/2024 BOARD OF SUPERVISORS
On agenda:Final action:10/22/2024 10/22/2024
Title:APPROVE and AUTHORIZE the Purchasing Agent, on behalf of the Chief Information Officer, to
execute a purchase order with Runner Enterprise Data Quality in an amount not to exceed $17,000
for the renewal of annual software licenses to update PeopleSoft address tables for the period of
November 1, 2024, through October 31, 2025. (100% General Fund)
Attachments:
Action ByDate Action ResultVer.Tally
approvedBOARD OF SUPERVISORS10/22/2024 1 Pass
To:Board of Supervisors
From:Marc Shorr, Information Technology Director
Report Title:Purchase Order with Runner Enterprise Data Quality
☒Recommendation of the County Administrator ☐ Recommendation of Board Committee
RECOMMENDATIONS:
APPROVE and AUTHORIZE the Purchasing Agent, on behalf of the Chief Information Officer, to execute a
purchase order with Runner Enterprise Data Quality in an amount not to exceed $17,000 for the renewal of
annual software licenses to update PeopleSoft address tables for the period of November 1, 2024, through
October 31, 2025.
FISCAL IMPACT:
The cost is within the Department of Information Technology’s FY 24/25 budget. 100% General Fund.
BACKGROUND:
Runner Enterprise Data Quality (Runner EDQ) provides CLEAN_Address software which is an address
verification solution that verifies, validates, and corrects any address being entered into the PeopleSoft system
in real-time. The integration with PeopleSoft ensures that addresses are correct and are standardized at the point
of entry and for existing data via batch and change of address processing. CLEAN_Address verifies and
standardizes U.S. addresses which reduces returned mail, enforces data standards and saves data entry time.
Runner EDQ’s End User License Agreement contains a limitation of liability capping damages at the amount of
fees paid by the County to Runner EDQ in the twelve (12) month period immediately preceding the events
giving rise to such cause. The agreement also contains an indemnification provision from the County to Runner
EDQ. The purchase is being made via sole source justification for continuity of service.
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CONSEQUENCE OF NEGATIVE ACTION:
If this purchase is not approved, the consequences of having incorrect contact data could cost the County time
and money.
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Legislation Details (With Text)
File #: Version:124-3482 Name:
Status:Type:Consent Item Passed
File created:In control:10/9/2024 BOARD OF SUPERVISORS
On agenda:Final action:10/22/2024 10/22/2024
Title:APPROVE and AUTHORIZE the Chief Information Officer, or designee, to execute a contract with
Robert Half International, Inc., in an amount not to exceed $4,500,000 to provide temporary staffing to
the Department of Information Technology and other County departments for the period of November
1, 2024, through October 31, 2027. (100% User Departments)
Attachments:
Action ByDate Action ResultVer.Tally
approvedBOARD OF SUPERVISORS10/22/2024 1 Pass
To:Board of Supervisors
From:Marc Shorr, Information Technology Director
Report Title:Contract with Robert Half International, Inc.
☒Recommendation of the County Administrator ☐ Recommendation of Board Committee
RECOMMENDATIONS:
APPROVE and AUTHORIZE the Chief Information Officer, or designee, to execute a contract with Robert
Half International, Inc., in an amount not to exceed $4,500,000 to provide temporary staffing to the Department
of Information Technology and other County departments for the period of November 1, 2024, through October
31, 2027.
FISCAL IMPACT:
The cost will be charged to County departments that utilize the services of this contract. 100% User
Departments.
BACKGROUND:
Over the last several years, the Department of Information Technology (DoIT) as well as other County
departments have utilized Robert Half International, Inc. to provide contracted temporary help to augment
staffing shortages due to high vacancy rates within the information technology classifications throughout the
County workforce.
To comply with County purchasing policies and procedures, DoIT worked with the Purchasing Division of the
Public Works Department to issue a Request for Proposal (RFP) to solicit bids from staffing agencies that
provide temporary staffing services and are interested in partnering with Contra Costa County. RFP #2403-779
was issued on March 29, 2024, and closed on April 29, 2024. When the bid officially closed on April 29, 2024,
the County received fifty-five (55) responses. The Evaluation Committee was convened and spent the next
month evaluating each response. After the committee finished their initial evaluation, ten (10) vendors were
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invited to make a formal presentation to the committee to further highlight their qualifications and to
demonstrate their ability to successfully provide the County with qualified candidates. At the conclusion of the
presentations, the County selected three (3) vendors to provide temporary staffing services to the County and
Robert Half International Inc. was one of the successful bidders. The term of the RFP was three (3) years with
two (2) possible one (1) year extensions.
On behalf of DoIT, Labor Relations successfully completed the meet and confer process with Local 21
concerning this contract. There is agreement proceed with placing the contract on the 10/22/24 meeting agenda
for BOS approval.
CONSEQUENCE OF NEGATIVE ACTION:
If this request is not approved, County departments will continue to function understaffed and have no available
option for temporary staffing which will negatively impact Countywide projects, service delivery for daily
operations, and may impede critical monitoring activity to guard against cyber-attacks.
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Legislation Details (With Text)
File #: Version:124-3446 Name:
Status:Type:Consent Item Passed
File created:In control:10/8/2024 BOARD OF SUPERVISORS
On agenda:Final action:10/22/2024 10/22/2024
Title:APPROVE and AUTHORIZE the Purchasing Agent to execute, on behalf of the County Librarian, a
purchase order with Global Online Language Services, Inc., in an amount not to exceed $6,000 for
the renewal of Off2Class English literacy subscriptions, for the period September 1, 2024 through
August 31, 2025. (100% Library Fund)
Attachments:
Action ByDate Action ResultVer.Tally
approvedBOARD OF SUPERVISORS10/22/2024 1 Pass
To:Board of Supervisors
From:Alison McKee, County Librarian
Report Title:Purchase Order with Global Online Language Services Inc., for Off2Class Subscriptions
through July 31, 2025
☒Recommendation of the County Administrator ☐ Recommendation of Board Committee
RECOMMENDATIONS:
RESCIND Board Action of August 1, 2024 (C.44), which pertained to authorizing a purchase order with Global
Online Learning Services, Inc., and APPROVE and AUTHORIZE the Purchasing Agent to execute, on behalf
of the County Librarian, a purchase order with Global Online Language Services Inc, subject to the terms of
their Website Terms and Conditions of Use, in an amount not to exceed $6,000 for the renewal of Off2Class
subscriptions, for the period August 1, 2024, through July 31, 2025.
FISCAL IMPACT:
100% Library Fund.
BACKGROUND:
The Library offers patrons Off2Class services. This product offers online English lessons for use by tutors and
learners in the Library’s Project Second Chance adult literacy program.
Global Online Language Services Inc.’s Website Terms and Conditions of Use include limitation of liability
provisions and indemnification language, approved by County Counsel.
CONSEQUENCE OF NEGATIVE ACTION:
If the Purchase Order is not approved, the Contra Costa County Library will not be able to provide tutors and
learners in the Project Second Chance adult literacy program with online English lessons.
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Legislation Details (With Text)
File #: Version:124-3447 Name:
Status:Type:Consent Item Passed
File created:In control:10/10/2024 BOARD OF SUPERVISORS
On agenda:Final action:10/22/2024 10/22/2024
Title:APPROVE and AUTHORIZE the Purchasing Agent to execute, on behalf of the County Librarian, a
purchase order with OCLC, Inc., in an amount not to exceed $425,807 for the renewal of
CONTENTdm, EZproxy, Cataloging and Metadata, and Webdewey subscriptions for the period
January 1, 2025 through December 31, 2029. (100% Library Fund)
Attachments:
Action ByDate Action ResultVer.Tally
approvedBOARD OF SUPERVISORS10/22/2024 1 Pass
To:Board of Supervisors
From:Alison McKee, County Librarian
Report Title:Purchase Order with OCLC, Inc. for the renewal of CONTENTdm, EZproxy, Cataloging
and Metadata, and Webdewey subscriptions through December 31, 2029.
☒Recommendation of the County Administrator ☐ Recommendation of Board Committee
RECOMMENDATIONS:
APPROVE and AUTHORIZE the Purchasing Agent to execute, on behalf of the County Librarian, a purchase
order with OCLC Inc, subject to OCLC Inc’s Framework Agreement, in an amount not to exceed $425,807 for
the renewal of CONTENTdm, EZproxy, Cataloging and Metadata, and Webdewey subscriptions, subject to the
terms of the Framework Agreement,for the period January 1, 2025, through December 31, 2029.
FISCAL IMPACT:
100% Library Fund.
BACKGROUND:
OCLC, Inc., provides four unique services to the Library. The Cataloging and Metadata subscription supports
the creation of accurate and up to date MARC records for new materials purchased from third-party vendors.
WebDewey provides functions to make Dewey classification and cataloging efficient and accurate.
CONTENTdm is a Digital Asset Management System critical to the creation of Library's local history database.
EZproxy is a fully managed and hosted electronic resource access and authentication solution that connects
valid card holders to the Library's subscription databases. The product allows card holders to access these
subscriptions remotely at any time of day and also helps the Library meet the vendor requirement of providing
access to users that are only within the Library's service population.
OCLC Inc’s Framework Agreement includes a limitation of liability provision capping liability at the amount of
fees paid to OCLC in the 12 months prior to the claim arising and an indemnification provision from the
County to OCLC, approved by County Counsel.
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CONSEQUENCE OF NEGATIVE ACTION:
If the Purchase Order is not approved, the Contra Costa County Library will not have the support required to
have accurate records and patron access to the Library's subscription databases.
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Legislation Details (With Text)
File #: Version:124-3448 Name:
Status:Type:Consent Item Passed
File created:In control:10/8/2024 BOARD OF SUPERVISORS
On agenda:Final action:10/22/2024 10/22/2024
Title:RATIFY the County Probation Officer’s termination of Contract No. 48735-00 with Diablo Paper
Shredding, Inc. to discontinue its confidential on-site shredding services to the department, effective
October 12, 2024. (100% General Fund)
Attachments:
Action ByDate Action ResultVer.Tally
approvedBOARD OF SUPERVISORS10/22/2024 1 Pass
To:Board of Supervisors
From:Esa Ehmen-Krause, County Probation Officer
Report Title:Ratify the issuance of a 30-day advance notice to terminate Contract 4873500 with Diablo Paper
Shredding, Inc.
☒Recommendation of the County Administrator ☐ Recommendation of Board Committee
RECOMMENDATIONS:
RATIFY the September 12, 2024 issuance of a 30-day notice to Diablo Paper Shredding, Inc., a corporation,
requesting termination of Contract 4873500 for shredding services.
FISCAL IMPACT:
This contract is funded by 100% General Fund.
BACKGROUND:
On September 1, 2024, the Probation Department entered into a 2-year contract with Diablo Paper Shredding,
Inc., to provide confidential on-site shredding services for multiple locations within the Probation Department.
Upon the onset of the contract, Probation staff experienced multiple concerning customer service issues. As a
result, the Probation Department would like to discontinue services and terminate Contract 4873500.
Approval by the Board of Supervisors will allow the ratification of the issuance of the 30-day advance notice to
Diablo Paper Shredding, Inc., in accordance with Section E (Paragraph 4 Termination) in the Additional
Provisions of the Standard Contract, that the contract is terminated at the close of business on October 12,
2024.
CONSEQUENCE OF NEGATIVE ACTION:
If this termination is not approved, the contract will not be terminated, and the county will continue to pay for
shredding services.
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Legislation Details (With Text)
File #: Version:124-3449 Name:
Status:Type:Consent Item Passed
File created:In control:10/7/2024 BOARD OF SUPERVISORS
On agenda:Final action:10/22/2024 10/22/2024
Title:APPROVE and AUTHORIZE the Purchasing Agent to execute, on behalf of the Public Defender's
Office, a purchase order amendment with Rev.com to increase the payment limit by $20,000 to a new
payment limit of $60,000 for additional online transcription services, for the period April 1, 2024
through March 31, 2025. (100% General Fund)
Attachments:
Action ByDate Action ResultVer.Tally
approvedBOARD OF SUPERVISORS10/22/2024 1 Pass
To:Board of Supervisors
From:Ellen McDonnell, Public Defender
Report Title:Add additional funds to rev.com
☒Recommendation of the County Administrator ☐ Recommendation of Board Committee
RECOMMENDATIONS:
APPROVE and AUTHORIZE the Purchasing Agent, or designee, to execute on behalf of the Public Defender's
Office, a purchase order amendment (SR-24-0798) with Rev.com to increase the payment limit by $20,000 to
an amount not to exceed $60,000 for online transcription services, for the period April 1, 2024 through March
31, 2025.
FISCAL IMPACT:
100% County General Fund
BACKGROUND:
Rev.com is an online transcription service, which transcribes court, witness interrogation, and law enforcement
videos for the Public Defender’s Office.
This purchase order incorporates Rev.com’s Master Services Agreement, which includes an indemnification
provision from the County to Rev.com, as well as a limitation of liability on behalf of Rev.com. The increase to
this purchase order is necessary due to an unforeseen increase in cases requiring Rev.com’s services.
CONSEQUENCE OF NEGATIVE ACTION:
The Department’s attorneys and investigators will not have access to essential transcription services.
CONTRA COSTA COUNTY Printed on 12/11/2024Page 1 of 2
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CONTRA COSTA COUNTY Printed on 12/11/2024Page 2 of 2
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1025 ESCOBAR STREET
MARTINEZ, CA 94553CONTRA COSTA COUNTY
Legislation Details (With Text)
File #: Version:1RES 2024-
355
Name:
Status:Type:Consent Resolution Passed
File created:In control:10/7/2024 BOARD OF SUPERVISORS
On agenda:Final action:10/22/2024 10/22/2024
Title:ADOPT Resolution No. 2024-355 accepting as complete the contracted work performed by DC
Electric Group, Inc. for the San Pablo Dam Road and Bailey Road Signal Hardware Upgrades Project,
as recommended by the Public Works Director, Bay Point and El Sobrante areas. (92% Highway
Safety Improvement Program Funds, 8% Local Road Funds)
Attachments:1. Recordable Resolution_4139, 2. Signed Resolution 2024_355.pdf
Action ByDate Action ResultVer.Tally
adoptedBOARD OF SUPERVISORS10/22/2024 1 Pass
To:Board of Supervisors
From:Warren Lai, Public Works Director/Chief Engineer
Report Title:Notice of Completion for the San Pablo Dam Road and Bailey Road Signal Hardware Upgrades
Project, Bay Point and El Sobrante areas.
☒Recommendation of the County Administrator ☐ Recommendation of Board Committee
RECOMMENDATIONS:
ADOPT Resolution accepting as complete the contracted work performed by DC Electric Group, Inc. for the
San Pablo Dam Road and Bailey Road Signal Hardware Upgrades Project, as recommended by the Public
Works Director, Bay Point and El Sobrante areas. County Project No. 0662-6R4139, State Project No. HSIPSL
5928(162) (Districts I, V)
FISCAL IMPACT:
The Project was funded by 92% Highway Safety Improvement Program (HSIP), 8% Local Road Funds.
BACKGROUND:
The Public Works Director reports that said work has been inspected and complies with the approved plans,
special provisions and standard specifications and recommends its acceptance as complete as of September 19,
2024.
CONSEQUENCE OF NEGATIVE ACTION:
The contractor will not be paid and acceptance notification will not be recorded.
CONTRA COSTA COUNTY Printed on 12/11/2024Page 1 of 2
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File #:RES 2024-355,Version:1
CONTRA COSTA COUNTY Printed on 12/11/2024Page 2 of 2
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1025 ESCOBAR STREET
MARTINEZ, CA 94553CONTRA COSTA COUNTY
Legislation Details (With Text)
File #: Version:1RES 2024-
356
Name:
Status:Type:Consent Resolution Passed
File created:In control:10/3/2024 BOARD OF SUPERVISORS
On agenda:Final action:10/22/2024 10/22/2024
Title:ADOPT Resolution No. 2024-356 approving and authorizing the Public Works Director, or designee,
to fully close a portion of Wildcat Canyon Road, approximately 450 feet north of South Park Drive to
Nimitz Way, on November 12, 2024, from 7:30 a.m. through 5:30 p.m., for the purpose of a utility pole
replacement, Kensington area. (No fiscal impact)
Attachments:
Action ByDate Action ResultVer.Tally
adoptedBOARD OF SUPERVISORS10/22/2024 1 Pass
To: Board of Supervisors
From:Warren Lai, Public Works Director/Chief Engineer
Report Title:Approve and Authorize to fully close a portion of Wildcat Canyon Road on November 12, 2024,
from 7:30 a.m. through 5:30 p.m., for the purpose of a utility pole replacement, Kensington area.
☒Recommendation of the County Administrator ☐ Recommendation of Board Committee
RECOMMENDATIONS:
ADOPT Resolution approving and authorizing the Public Works Director, or designee, to fully close a portion
of Wildcat Canyon Road, approximately 450 feet north of South Park Drive to Nimitz Way, on November 12,
2024, from 7:30 a.m. through 5:30 p.m., for the purpose of a utility pole replacement, Kensington area. (District
I)
FISCAL IMPACT:
No fiscal impact.
BACKGROUND:
Pacific Gas & Electric Company (PG&E) has requested the road closure to replace the existing utility pole. A
road closure is required due to the usage of a crane on the narrow roadway. There is insufficient road width to
setup and operate the crane and safely maintain through traffic. This extends the existing closure between
Inspiration Point and San Pablo Dam Road. Applicant shall follow guidelines set forth by the Public Works
Department.
CONSEQUENCE OF NEGATIVE ACTION:
PG&E will be unable to close the road to complete planned utility pole replacement.
CONTRA COSTA COUNTY Printed on 12/11/2024Page 1 of 2
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File #:RES 2024-356,Version:1
c: Kellen O’Connor-Engineering Services, Marke Smith-Engineering Services, Devon Patel-Engineering Services, Bob Hendry-Engineering
Services, Chris Lau-Maintenance, CHP, Sheriff-Patrol Div. Commander, East Bay Regional Park District
THE BOARD OF SUPERVISORS OF CONTRA COSTA COUNTY, CALIFORNIA
and for Special Districts, Agencies and Authorities Governed by the Board
IN THE MATTER OF: Approving and Authorizing the Public Works Director, or designee, to fully close a
portion of Wildcat Canyon Road, approximately 450 feet north of South Park Drive to Nimitz Way, on
November 12, 2024, from 7:30 a.m. through 5:30 p.m., for the purpose of a utility pole replacement,
Kensington area. (District I)
RC24-58
NOW, THEREFORE, BE IT RESOLVED that permission is granted to Pacific Gas & Electric Company to
fully close a portion of Wildcat Canyon Road, approximately 450 feet north of South Park Drive to Nimitz
Way, except for emergency traffic, local residents, US Postal Service and garbage trucks, on November 12,
2024, from 7:30 a.m. through 5:30 p.m., subject to the following conditions:
1.Traffic will be detoured via roads identified in a traffic control plan, reviewed by the Public Works
Department. Emergency vehicles, residents within the construction area and essential services will be
allowed access as required.
2.All signing to be in accordance with the California Manual on Uniform Traffic Control Devices.
3.Pacific Gas & Electric Company shall comply with the requirements of the Ordinance Code of Contra
Costa County.
4.Provide the County with a Certificate of Insurance in the amount of $1,000,000.00 for Comprehensive
General Public Liability which names the County as an additional insured prior to permit issuance.
5.Obtain approval for the closure from the CHP, Sheriff’s Office, and the Moraga-Orinda Fire Protection
District.
CONTRA COSTA COUNTY Printed on 12/11/2024Page 2 of 2
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1025 ESCOBAR STREET
MARTINEZ, CA 94553CONTRA COSTA COUNTY
Legislation Details (With Text)
File #: Version:1RES 2024-
357
Name:
Status:Type:Consent Resolution Passed
File created:In control:10/3/2024 BOARD OF SUPERVISORS
On agenda:Final action:10/22/2024 10/22/2024
Title:ADOPT Resolution No. 2024-357 approving and authorizing the Public Works Director, or designee,
to fully close a portion of Coventry Road, between Berkeley Park Boulevard and Valley Road, on
November 1, 2024, from 7:00 a.m. through 5:00 p.m., for the purpose of a utility pole replacement,
Kensington area. (No fiscal impact)
Attachments:
Action ByDate Action ResultVer.Tally
adoptedBOARD OF SUPERVISORS10/22/2024 1 Pass
To: Board of Supervisors
From:Warren Lai, Public Works Director/Chief Engineer
Report Title:Approve and Authorize to fully close a portion of Coventry Road on November 1, 2024, from
7:00 a.m. through 5:00 p.m., for the purpose of a utility pole replacement, Kensington area.
☒Recommendation of the County Administrator ☐ Recommendation of Board Committee
RECOMMENDATIONS:
ADOPT Resolution approving and authorizing the Public Works Director, or designee, to fully close a portion
of Coventry Road, between Berkeley Park Boulevard and Valley Road, on November 1, 2024, from 7:00 a.m.
through 5:00 p.m., for the purpose of a utility pole replacement, Kensington area. (District I)
FISCAL IMPACT:
No fiscal impact.
BACKGROUND:
Pacific Gas & Electric Company (PG&E) has requested a revised closure date to a previously approved road
closure request. PG&E has requested a road closure for traffic safety due to the narrow width of the road at the
construction site. The applicant shall follow guidelines set forth by the Public Works Department.
CONSEQUENCE OF NEGATIVE ACTION:
PG&E will be unable to close the road to complete planned utility pole replacement.
CONTRA COSTA COUNTY Printed on 12/11/2024Page 1 of 2
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File #:RES 2024-357,Version:1
c: Kellen O’Connor-Engineering Services, Marke Smith-Engineering Services, Devon Patel-Engineering Services, Bob Hendry-Engineering
Services, Chris Lau-Maintenance, Kensington PD, Kensington Fire Dept.
THE BOARD OF SUPERVISORS OF CONTRA COSTA COUNTY, CALIFORNIA
and for Special Districts, Agencies and Authorities Governed by the Board
IN THE MATTER OF: Approving and Authorizing the Public Works Director, or designee, to fully close a
portion of Coventry Road, between Berkeley Park Boulevard and Valley Road, on November 1, 2024, from
7:00 a.m. through 5:00 p.m., for the purpose of a utility pole replacement, Kensington area. (District I)
RC24-3
NOW, THEREFORE, BE IT RESOLVED that permission is granted to Pacific Gas & Electric Company to
fully close a portion of Coventry Road, between Berkeley Park Boulevard and Valley Road, except for
emergency traffic, local residents, US Postal Service and garbage trucks, on November 1, 2024, for the period
of 7:00 a.m. through 5:00 p.m., subject to the following conditions:
1.Traffic will be detoured via roads identified in a traffic control plan, reviewed by the Public Works
Department. Emergency vehicles, residents within the construction area and essential services will be
allowed access as required.
2.All signing to be in accordance with the California Manual on Uniform Traffic Control Devices.
3.Pacific Gas & Electric Company shall comply with the requirements of the Ordinance Code of Contra
Costa County.
4.Provide the County with a Certificate of Insurance in the amount of $1,000,000.00 for Comprehensive
General Public Liability which names the County as an additional insured prior to permit issuance.
5.Obtain approval for the closure from the Kensington Police Protection and Community Services District
and the Kensington Fire Protection District.
CONTRA COSTA COUNTY Printed on 12/11/2024Page 2 of 2
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1025 ESCOBAR STREET
MARTINEZ, CA 94553CONTRA COSTA COUNTY
Legislation Details (With Text)
File #: Version:124-3450 Name:
Status:Type:Consent Item Passed
File created:In control:9/25/2024 BOARD OF SUPERVISORS
On agenda:Final action:10/22/2024 10/22/2024
Title:ADOPT Traffic Resolution No. 2024/4539 to establish time limited (2 hour) parking between the hours
of 7:00 AM and 5:00 PM daily on both sides of Third Street, beginning at the intersection of Parker
Avenue and extending westerly to Rodeo Avenue, as recommended by the Public Works Director,
Rodeo Area. (No fiscal impact)
Attachments:1. Reso 4539 Third Street, Rodeo, 2. Signed Traffic Res 2024_4539.pdf
Action ByDate Action ResultVer.Tally
approvedBOARD OF SUPERVISORS10/22/2024 1 Pass
To:Board of Supervisors
From:Warren Lai, Public Works Director/Chief Engineer
Report Title:Establish time limited parking on both sides of a segment of Third Street (Road No. 1795G),
Rodeo Area.
☒Recommendation of the County Administrator ☐ Recommendation of Board Committee
RECOMMENDATIONS:
ADOPT Traffic Resolution No. 2024/4539 to establish time limited (two hour) parking, between the hours of
7:00 AM and 5:00 PM daily, on both sides of Third Street (Road No. 1795G), beginning at the intersection of
Parker Avenue (Road No. 0971C) and extending westerly to Rodeo Avenue (Road No. 1795AP), as
recommended by the Public Works Director, Rodeo area.
FISCAL IMPACT:
No fiscal impact.
BACKGROUND:
The Transportation Engineering Division was contacted by a business owner on Third Street who requested
restricted,timed parking to provide business patrons and others parking opportunities.Subsequent investigation
found other roads in the vicinity with similar restrictions.
Therefore,Transportation Engineering Division recommends the Board adopt this resolution and time limited
parking signs be erected supporting the 2 Hour Parking (from 7:00 AM to 5:00 PM) limitations.
CONSEQUENCE OF NEGATIVE ACTION:
Parking will remain unrestricted.
CONTRA COSTA COUNTY Printed on 12/11/2024Page 1 of 2
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File #:24-3450,Version:1
cc:ORIGINAL WET SEAL to Public Works (TE)
California Highway Patrol
Sheriff’s Dept.
CONTRA COSTA COUNTY Printed on 12/11/2024Page 2 of 2
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1025 ESCOBAR STREET
MARTINEZ, CA 94553CONTRA COSTA COUNTY
Legislation Details (With Text)
File #: Version:124-3451 Name:
Status:Type:Consent Item Passed
File created:In control:9/16/2024 BOARD OF SUPERVISORS
On agenda:Final action:10/22/2024 10/22/2024
Title:APPROVE and AUTHORIZE the Public Works Director, or designee, to execute eight individual
contracts with the following consultants: Consor PMCM, Inc., Dynamic Dzyne Associates, Inc. (dba
Substrate, Inc.), Ghirardelli Associates, Inc., KCM Engineering, Inc. (dba Knight CM Group), Mark
Thomas and Company, Inc., MNS Engineers, Inc., Park Engineering, Inc., and Unico Engineering,
Inc. in an amount not to exceed $725,000 each, to provide on-call construction management services
for various projects for the period from October 1, 2024 through September 30, 2027, Countywide.
(100% Various Funds)
Attachments:
Action ByDate Action ResultVer.Tally
approvedBOARD OF SUPERVISORS10/22/2024 1 Pass
To:Board of Supervisors
From:Warren Lai, Public Works Director/Chief Engineer
Report Title:Contracts for On-Call Construction Management Services, Countywide
☒Recommendation of the County Administrator ☐ Recommendation of Board Committee
RECOMMENDATIONS:
APPROVE and AUTHORIZE the Public Works Director,or designee,to execute eight individual contracts
with the following consultants:Consor PMCM,Inc.,Dynamic Dzyne Associates,Inc.dba Substrate,Inc.,
Ghirardelli Associates,Inc.,KCM Engineering,Inc.dba Knight CM Group,Mark Thomas and Company,Inc.,
MNS Engineers,Inc.,Park Engineering,Inc.,and Unico Engineering,Inc.in an amount not to exceed
$725,000.00 each to provide on-call construction management services for various projects for the period from
October 1, 2024 through September 30, 2027, Countywide. (Project No.: Various) (All Districts)
FISCAL IMPACT:
Work performed under these on-call Consulting Services Agreements are funded by developer fees,local,state
and federal funds for local road, flood control, and airport projects.
BACKGROUND:
The Public Works Department is involved in various projects in the County that require construction
management services for road,flood control,and airport projects.After a solicitation process,these eight firms
were selected to provide construction management services on an “on-call”basis.The Consultants will
augment Public Works staff on an as-needed basis.They will be used as an extension of Public Works staff
during busy times when extra help is needed or when in-house expertise is not available.The on-call
Consulting Services Agreements will be in effect for three years.
In accordance with Government Code section 4526,the Design/Construction Division solicited Statements of
CONTRA COSTA COUNTY Printed on 12/11/2024Page 1 of 2
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File #:24-3451,Version:1
In accordance with Government Code section 4526,the Design/Construction Division solicited Statements of
Qualifications from construction management consulting firms.These firms were determined to be qualified to
provide on-call construction management services for a three-year contract to assist the Design/Construction
Division to comply with federal, state, and local regulations.
Government Code Section 31000 and 4525 authorizes the County to contract for services including the type of
construction management that Consor PMCM, Inc., Dynamic Dzyne Associates, Inc. dba Substrate, Inc.,
Ghirardelli Associates, Inc., KCM Engineering, Inc. dba Knight CM Group, Mark Thomas and Company, Inc.,
MNS Engineers, Inc., Park Engineering, Inc., and Unico Engineering, Inc. provides.
CONSEQUENCE OF NEGATIVE ACTION:
Without approval from the Board of Supervisors,the Consulting Services Agreements will not be in effect.A
possible delay in completing projects requiring construction management services will occur.Executing the
Consulting Services Agreements will facilitate the process of design and construction for various Public Works
projects requiring construction management expertise.
CONTRA COSTA COUNTY Printed on 12/11/2024Page 2 of 2
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1025 ESCOBAR STREET
MARTINEZ, CA 94553CONTRA COSTA COUNTY
Legislation Details (With Text)
File #: Version:124-3452 Name:
Status:Type:Consent Item Passed
File created:In control:9/19/2024 BOARD OF SUPERVISORS
On agenda:Final action:10/22/2024 10/22/2024
Title:APPROVE and AUTHORIZE the Public Works Director, or designee, to execute a License Agreement
with CoStar in an amount not to exceed $107,500 for right-of-way and leasing services during the
period from January 1, 2025, through December 31, 2026, Countywide. (100% Various Funds)
Attachments:1. CoStar License Agreement
Action ByDate Action ResultVer.Tally
approvedBOARD OF SUPERVISORS10/22/2024 1 Pass
To:Board of Supervisors
From:Warren Lai, Public Works Director/Chief Engineer
Report Title:License Agreement with CoStar to obtain information regarding properties for County purposes
and other Real Estate needs.
☒Recommendation of the County Administrator ☐ Recommendation of Board Committee
RECOMMENDATIONS:
APPROVE and AUTHORIZE the Public Works Director,or designee,to execute a License Agreement with
CoStar in an amount not to exceed $107,500.00 for right-of-way and leasing services during the period from
January 1, 2025, through December 31, 2026. (Project No.: 4510-910SAS)
FISCAL IMPACT:
The License Agreement will result in contractual service expenditures of up to $107,500.00 for the period of
January 1,2025,to December 31,2026,and will be funded by various Road,Flood Control,and Special
District funds.
BACKGROUND:
The Real Estate Division entered into an Agreement in 2014 with CoStar for internal research purposes,to
obtain information regarding properties for County purposes and other Real Estate needs.The License
Agreement auto renewed every year but to follow the new Purchasing Policies and Procedures Admin Bulletin
600.3,Section II.C.,the Purchasing Division requires Board approval before issuing a purchase order for
CoStar.The terms and conditions of CoStar’s License Agreement for these services contains a limitation on
liability provision that caps liability at the amount of fees paid in the twelve (12)months prior to the claim
arising.The terms and conditions also contain an indemnification provision,whereby the County agrees to
defend,indemnify and hold harmless the CoStar parties from and against any third-party action,suit,claim or
demand and associated losses,expenses,damages,costs and other liabilities arising out of or relating to
Licensee’s use or misuse of the Licensed Product,information provided to CoStar through the Licensed
CONTRA COSTA COUNTY Printed on 12/11/2024Page 1 of 2
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File #:24-3452,Version:1
Licensee’s use or misuse of the Licensed Product,information provided to CoStar through the Licensed
Produce, or violation of this Agreement.
CONSEQUENCE OF NEGATIVE ACTION:
Without Board approval,the Public Works Real Estate Division will not have the necessary resources to obtain
accurate historical and current property details which could adversely affect decision making pertaining to
County properties and County infrastructure.
CONTRA COSTA COUNTY Printed on 12/11/2024Page 2 of 2
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CoStar
License Agreement
Schedule Of Services Page 1 of 1
FOR INTERNAL ONLY: (Ref ID) 2624619
BILL TO:
Licensee: Contra Costa County Real Property Location ID: 307548
Address: 40 Muir Rd, Suite 2nd Floor City/State/Zip: Martinez, CA 94553
Telephone: (925) 313-2000
Bill-To Contact: Tasha Thaxton Email for Bill-To Contact: tasha.thaxton@pw.cccounty.us
USE: BILLING CYCLE:
Monthly Semi-Annually
Total No. Authorized Users (All Sites): 7
TERM:
Two Years Initial Term
INVOICE TYPE/BILLING PREFERRED: START DATE:
Single Invoice Delayed start date for all service offerings: January 1, 2025.
SERVICES
Site
Market
Product Description
Monthly License Fees
(Before Tax)
307548 All Data CoStar Suite
Discount:
Escalations: Please refer to the attached Escalation Schedule for pricing.
Notes: This Agreement supersedes the agreement between the above-named Customer/Licensee and CoStar/Licensor dated 12/5/2014 relating to the provision of CoStar services,
except for those terms that survive termination and any outstanding license fees.
This License Agreement incorporates by reference the Terms and Conditions for the services identified above (available at: https://www.costar.com/CoStarTerms-and-Conditions) and any
addenda attached hereto between CoStar Realty Information, Inc. (“CoStar”) and the above-named Licensee, and establishes the terms and conditions under which CoStar will license the
products set forth in this License Agreement. The Terms and Conditions are an integral part of the License Agreement being formed hereby. In addition, use of any CoStar product is subject to
the website Terms of Service/Use (“Website Terms of Use”) available online for each applicable service provided under this License Agreement. Licensee agrees to comply with such Website
Terms of Use and to regularly review them for updates and changes. To the extent a conflict exists, this License Agreement shall govern over such Website Terms of Use. Terms used on this
License Agreement and not otherwise defined shall have the meanings set forth in the applicable Terms and Conditions.
In the event Licensee does not execute this License Agreement by 5/31/2024, this License Agreement shall become null and void; however, if both parties execute and commence
performance of their duties and obligations under this License Agreement after such date, this License Agreement shall continue in full force and effect and be binding on the parties. The
person executing this License Agreement on behalf of Licensee represents and warrants that he or she has been authorized to do so and that all necessary actions required for the execution
have been taken. CoStar hereby provides notice that only an authorized officer of CoStar or its parent company can execute this License Agreement on behalf of CoStar. Delivery of an
executed signature page to this License Agreement by electronic means shall be effective and constitute a legal and binding agreement between the parties.
CoStar Contra Costa County Real Property
Name:
Title:
Gene Boxer
General Counsel
Signature:
Title:
Date: Sep 26, 2024
Address:
Address:
1331 L Street, NW
Washington, DC 20005-4101
Address:
Address:
40 Muir Rd, Suite 2nd Floor
Martinez, CA 94553
Print Name:
Date:
CoStar
License Agreement
Escalation Schedule Page 1 of 1
Escalation Schedule
1. Notwithstanding anything to the contrary in Section 5 of the License Agreement, the parties agree the monthly License
Fee for Licensee’s existing services shall increase at the beginning of each subsequent year of the Initial Term of service
per the schedule outlined below
• At the start of the 13th month of this Initial Term, the License Fee will increase to $4,576.06 per month before taxes.
Thereafter, the monthly License Fees for the Licensed Product shall be as set forth in and in accordance
with Section 5 of the License Agreement.
2. Licensor and Licensee agree that, except as expressly provided above, all of the terms of the License Agreement will
remain in full force and effect.
CoStar
License Agreement
User Detail Page 1 of 1
AUTHORIZED SITE & USERS LIST
Licensee: Contra Costa County Real Property Location ID: 307548
Total Number of Authorized Users at Site 7
USERS AT ABOVE LISTED SITE
Contact Name: Margaret Eychner Phone: (925) 313-2000
Email: Margaret.Eychner@pw.cccounty.us Role: User
Contact Name: Angela Bell Phone: (925) 313-2000
Email: angela.bell@pw.cccounty.us Role: User
Contact Name: Julin Perez Phone: (925) 957-2460
Contact Name: Stacey Sinclair Phone: (925) 313-2000
Email: stacey.sinclair@pw.cccounty.us Role: User
Contact Name: Olivia Reynolds-Freeman Phone: (925) 313-2000
Email: olivia.reynolds-freeman@pw.cccounty.us Role: User
Contact Name: Jessica Castro Phone: (925) 313-2000
Email: jessica.castro@pw.cccounty.us Role: User
Contact Name: Tasha Thaxton Phone: (925) 957-2457
Email: tasha.thaxton@pw.cccounty.us Role: User
1025 ESCOBAR STREET
MARTINEZ, CA 94553CONTRA COSTA COUNTY
Legislation Details (With Text)
File #: Version:124-3453 Name:
Status:Type:Consent Item Passed
File created:In control:10/3/2024 BOARD OF SUPERVISORS
On agenda:Final action:10/22/2024 10/22/2024
Title:APPROVE and AUTHORIZE the Public Works Director, or designee, to execute a contract
amendment with ATI Restoration, LLC, to extend the term through August 31, 2025, with no change to
the payment limit, for on-call restoration services at various County sites and facilities, Countywide.
(No fiscal impact)
Attachments:
Action ByDate Action ResultVer.Tally
approvedBOARD OF SUPERVISORS10/22/2024 1 Pass
To:Board of Supervisors
From:Warren Lai, Public Works Director/Chief Engineer
Report Title:Amendment No.1 with ATI Restoration,LLC,a Delaware Limited Liability Company,
Countywide.
☒Recommendation of the County Administrator ☐ Recommendation of Board Committee
RECOMMENDATIONS:
APPROVE and AUTHORIZE the Public Works Director,or designee,to execute a contract amendment with
ATI Restoration,LLC,effective August 31,2024,to extend the term through August 31,2025,with no change
to the payment limit, for on-call restoration services at various County sites and facilities, Countywide.
FISCAL IMPACT:
Facilities Maintenance Budget. (No fiscal impact)
BACKGROUND:
The Public Works Department,Facilities Services is responsible for the maintenance of all County sites and
facilities.On-call restoration contracts are used for emergency restoration services at County buildings which
include but are not limited to water damage,fire damage,smoke damage,mold,and asbestos remediation.
Government Code Section 25358 authorizes the County to contract for maintenance and upkeep of County
facilities.
The Public Works Department conducted a formal solicitation for on-call restoration services.The Request for
Proposal was originally bid on BidSync #2101-451.The Public Works Department conducted a thorough
evaluation and ATI Restoration,LLC was one of three vendors awarded for this contract.The Board approved a
contract with ATI Restoration,LLC for the term September 1,2021,through August 31,2024,in the amount of
CONTRA COSTA COUNTY Printed on 12/11/2024Page 1 of 2
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File #:24-3453,Version:1
$2,000,000.
Facilities Services is requesting Amendment No.1 with ATI Restoration,LLC to be approved,extending the
term from August 31, 2024, to August 31, 2025, for on-call restoration services.
CONSEQUENCE OF NEGATIVE ACTION:
Without the approval of this Contract Amendment No.1,restoration services with ATI Restoration,LLC will
discontinue, and future emergency restoration projects will not be completed.
CONTRA COSTA COUNTY Printed on 12/11/2024Page 2 of 2
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1025 ESCOBAR STREET
MARTINEZ, CA 94553CONTRA COSTA COUNTY
Legislation Details (With Text)
File #: Version:124-3454 Name:
Status:Type:Consent Item Passed
File created:In control:10/1/2024 BOARD OF SUPERVISORS
On agenda:Final action:10/22/2024 10/22/2024
Title:APPROVE and AUTHORIZE the Public Works Director, or designee, to execute a License Agreement
with Cratus Inc., to store construction materials and equipment on a portion of the Iron Horse Corridor
near Danville Boulevard, for the period of November 1, 2024, through October 31, 2026, in the
amount of $4,000 per month, San Ramon area. (100% Licensee Funds)
Attachments:1. Exhibit A - Cratus Inc, 2. IHC License Agreement
Action ByDate Action ResultVer.Tally
approvedBOARD OF SUPERVISORS10/22/2024 1 Pass
To:Board of Supervisors
From:Warren Lai, Public Works Director/Chief Engineer
Report Title:APPROVE and AUTHORIZE a License Agreement between Contra Costa County and Cratus
Inc.
☒Recommendation of the County Administrator ☐ Recommendation of Board Committee
RECOMMENDATIONS:
APPROVE and AUTHORIZE the Public Works Director,or designee,to execute a License Agreement with
Cratus Inc.,to store construction materials and equipment on a portion of the Iron Horse Corridor (IHC)near
Danville Boulevard,identified as Assessor’s Parcel Number 183-093-031,from November 1,2024,through
October 31, 2026, for payment to the County of $4,000 per month. Project No.: WO5573.
DETERMINE that this conveyance is in the public interest and that the License will not substantially conflict
or interfere with the use of the property by the County for transportation and other purposes.
DETERMINE that it can be seen with certainty that that there is no possibility that this activity will have a
significant effect on the environment,and,therefore,is not subject to the California Environmental Quality Act
(CEQA) pursuant Section 15061(b)(3) of the CEQA Guidelines; and
DIRECT the Real Estate Division to cause the fully executed License Agreement to be delivered to Licensee.
FISCAL IMPACT:
100%Licensee funds.Licensee will pay County $4,000 monthly (totaling $96,000 for the duration of the term)
for use of the parcel during the two-year term.
BACKGROUND:
The IHC that runs from Mayette Avenue in the City of Concord to the County line in the City of San Ramon.
Cratus Inc.desires to obtain approval from the County to use a portion of the corridor near Danville Boulevard,
identified as APN 183-093-031,for staging and storing steel containers,underground materials,operable
CONTRA COSTA COUNTY Printed on 12/11/2024Page 1 of 2
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File #:24-3454,Version:1
identified as APN 183-093-031,for staging and storing steel containers,underground materials,operable
construction equipment,pipe trailers,and vehicles during the period from November 1,2024,through October
31, 2026. Cratus will pay the County $4,000 per month for this use.
County Public Works Real Estate staff have determined that granting the License will not substantially conflict
or interfere with the County’s use of the IHC for transportation and other purposes.County Public Works
Environmental staff have determined that the issuance of a License Agreement for the temporary storage of
construction materials and equipment on disturbed land will not have a significant effect on the environment.
Public Works staff recommend that the Board approve granting a License on these terms.
CONSEQUENCE OF NEGATIVE ACTION:
The County would not license the use of the Iron Horse Corridor to Cratus, Inc.
CONTRA COSTA COUNTY Printed on 12/11/2024Page 2 of 2
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1
License Agreement
Between
Contra Costa County
And
Cratus, Inc.
APN: 183-093-031
This License Agreement (“Agreement”) is made and entered into on this 1st day of November
2024, by and between Contra Costa County, a political subdivision of the State of California,
("County") and Cratus Inc., a California corporation (“Licensee”). The County and the Licensee are
sometimes referred to together in this Agreement as the “parties” and each as a “party.”
Recitals
A. County is the owner of real property known and designated as the Iron Horse Corridor (“IHC”)
that runs from Mayette Avenue in the City of Concord to the County Line in the City of San
Ramon. The IHC is used for recreational, transportation, and other public purposes, and the
County licenses the use of the IHC to other entities.
B. The Licensee desires to obtain a license from the County to use a portion of the IHC, identified
as Assessor’s Parcel Number 183-093-031, identified on Exhibit “A”, attached hereto (the
“Licensed Premises”). The County is willing to license the use of the Licensed Premises to the
Licensee under the terms and conditions contained in this Agreement. The County has
determined that granting a license under these terms and condition will not unreasonably
interfere with the County’s use of the IHC.
Agreement
1. Grant of License: Subject to the terms and conditions of this Agreement, the County, for good
and valuable consideration, hereby grants to the Licensee, and Licensee hereby accepts from
the County, a nonexclusive, revocable license to enter onto and use the Licensed Premises
subject to the terms of this Agreement.
2. Use: Licensee may use the Licensed Premises for the storage of steel containers, underground
materials such as PVC, HDPE, and VCP pipes, precast concrete manholes, crushed rock, class II
aggregate base, pipe fittings, couplings, concrete boxes, small tools, portable toilets, operable
construction equipment, pipe trailer, and vehicles, in the Licensed Premises (the “Personal
Property”). Licensee shall not store office trailer, underground materials, trench backfill material,
trench excavated material, operable construction equipment, or vehicles within the 10-foot-wide
pipeline easement as marked by Kinder Morgan. Licensee shall not use, or permit others to use,
the Licensed Premises for any purposes other than those set forth in this Section without first
obtaining the written approval of County’s Public Works Director, or designee, which shall be
within its sole discretion to provide. Licensee shall not construct any improvements, including but
not limited to new fencing, replacement fencing, landscaping, or fixtures, within the Licenses
Premises without first obtaining the written approval of County’s Public Works Director, or
designee, which shall be within its sole discretion to provide. Any use of the Licensed Premises
for purposes other than those set forth in this Section or otherwise approved in writing by the
2
Public Works Director, or designee, shall be cause for the immediate termination of this
Agreement.
3. Primary Use of the Licensed Premises: The Licensed Premises is within the IHC, which
consists of a corridor that the County is in the process of developing for transportation, utility, and
other purposes. Underground utility facilities are already in place, and it is anticipated that, in the
future, a mass transportation system and additional utility facilities will be constructed or installed
within the IHC or Licensed Premises. Any and all rights granted or implied by this Agreement
shall be subordinated to the uses just mentioned, as well as to other uses of the Licensed
Premises made or permitted by the County.
The Licensee acknowledges that the uses just described constitute the primary use of the IHC
and the Licensed Premises and that the Licensee's use of the Licensed Premises pursuant to this
Agreement is secondary and subordinate to said primary uses. The Licensee shall not, at any
time, use or permit the public to use the Licensed Premises in any manner that will interfere with
or impair said primary uses of the Licensed Premises or the use of the Licensed Premises by Co-
users (defined below). All rights granted to the Licensee hereunder are subject and subordinate
to all existing and future rights, rights of way, reservations, franchises, easements, and licenses
in the Licensed Premises, regardless of who holds the same (collectively referred to herein as
“Co-users”), including the County's right to use the Licensed Premises for emergency or any
other purpose.
4. County’s Title: Licensee hereby acknowledges County’s fee title in and to the Licensed
Premises and agrees never to assail or to resist said title. Licensee agrees that it has not
acquired, nor will it hereafter acquire, any rights or interest in the Licensed Premises, nor does
Licensee have, nor will it obtain, any right or claim to the use of the Licensed Premises beyond
any specifically authorized by this Agreement or later approved in writing by the County.
Construction of any improvements by Licensee on or about the Licensed Premises shall not give
rise to a license coupled with an interest. To the contrary, the license granted hereunder shall
remain revocable by County throughout the entire term of this Agreement.
5. Term: The term of this Agreement will commence on the Effective Date following approval by the
County’s Board of Supervisors. This Agreement expires on October 31, 2026, unless this
Agreement is terminated earlier.
6. Fee: As consideration for this Agreement, for each month or portion thereof during the term of
this Agreement Licensee shall pay County a nonrefundable fee of FOUR THOUSAND DOLLARS
($4,000.00) per month, payable on the 1st of the month for which payment is made. Payments
shall be made payable and mailed to:
Contra Costa County
Real Estate Division
255 Glacier Drive
Martinez, CA 94553
7. Revocation of License and Termination of Agreement: County may revoke the license
granted hereunder and terminate this Agreement at any time, for any reason or no reason, with
or without cause, upon thirty (30) days’ advance written notice to Licensee. In the event of
revocation, Licensee shall have no right and shall not seek any reimbursement for expenses of
Licensee, or for any other purpose.
3
Upon the expiration or termination of this Agreement, Licensee shall surrender the Licensed
Premises and any Improvements (except as otherwise provided herein) in good condition,
ordinary wear and tear accepted. Notwithstanding the foregoing, if County does not desire any
Improvements to remain on the Licensed Premises, County will provide written notice to Licensee
identifying the Improvements that Licensee must remove. Licensee shall, within thirty (30) days
following receipt of County’s notice, and at Licensee’s sole cost and expense, remove all of the
Improvements identified in County’s notice, and surrender the Licensed Premises to County in
good condition and clear of any and all Improvements, above or below ground level, identified in
the notice from County.
If Licensee fails to remove the Improvements identified in County’s notice within thirty (30) days
following receipt of County’s notice, County may remove the Improvements and restore the
Licensed Premises at Licensee’s expense, which expense Licensee agrees to pay to County
promptly upon demand. Licensee’s obligations in this Section shall survive the termination or
expiration of this Agreement.
8. Security: Licensee shall be solely responsible for the safety and security of the Licensed
Premises and County shall have no responsibility for the safety and security of the Licensed
Premises. Licensee shall prevent unauthorized use of the Licensed Premises.
9. Suspension or Limitation of Use: County and its Co-users shall have the right, in the County’s
sole discretion, to suspend or to limit the use of the Licensed Premises by the Licensee and the
general public, without compensation to Licensee, for a reasonable amount of time, as solely
determined by County, for protection of public safety, or for the construction, installation,
operation, maintenance, or repair of other facilities on, within, or near the Licensed Premises, or
in the event of Licensee’s breach of any term or condition of this Agreement, including without
limitation failure to carry proper insurance or properly maintain the Licensed Premises. Should
such suspension or limitation be necessary, the County shall provide Licensee fifteen (15) days
prior notice in writing, except prior written notice will not be required in cases of emergency
maintenance or repairs.
The County shall not be held responsible or liable for damage or removal of any Personal
Property or any improvements on the Licensed Premises when the County finds it necessary to
accomplish work for the maintenance, construction, repair, reconstruction, or alteration of the
County’s property, and where the Licensee has failed to remove the Personal Property or
improvements. However, the County will exercise reasonable care to minimize adverse impacts
of such work upon the Licensed Premises.
10. Permits and Approvals: Licensee shall be responsible for obtaining any permits or approvals
from any agency having jurisdiction over the Licensed Premises before Licensee begins any
work. This Agreement does not constitute governmental approval by Contra Costa County of any
existing or future Improvements or use of the Licensed Premises, or release Licensee from any
applicable governmental application, review, or requirement. Licensee shall obtain prior written
approval from County for replacement or repair of improvements.
11. Existing Facilities: Licensee understands and agrees that the County has leases, licenses,
easements and/or rights with other Co-users, and may give similar or other rights to other entities
in the future, for all or a portion of the Licensed Premises. Such arrangements include an
underground petroleum products pipeline right-of-way, a telecommunication conduit system, and
may also include other uses such as underground natural gas, sewer, water, and electrical lines,
overhead electric and communication lines, or similar uses. Licensee is responsible for locating
4
all facilities and improvements in the Licensed Premises and agrees to take all precautions
required to avoid damage to the facilities and improvements of the Co-users, or the Licensed
Premises. Licensee agrees that it will be solely responsible for any damage to said facilities and
improvements resulting from or in connection with its operations under this Agreement. Licensee
further agrees that no new alteration(s) of ground elevation or the placement of new block walls,
retaining walls, fencing, trees, paving or any other improvements or structures shall be made
within the Licensed Premises without prior written approval from the County and Co-users,
whose addresses are as follows:
Central Contra Costa Sanitary District East Bay Regional Park District
5019 Imhoff Place 2950 Peralta Oaks Court
Martinez, CA 94553 Oakland, CA 94605
Kinder Morgan Energy Partner, L.P. PG&E
SFPP, L.P. 1850 Gateway Blvd.
1100 Town & Country Road Concord, CA 94520
Orange, CA 92868
EBMUD Contra Costa Water District
P.O. Box 94623 P.O. Box H2O
Oakland, CA 94623 Concord, CA 94524
Time Warner
1340 Treat Boulevard, Suite 100
Walnut Creek, CA 94597
The Licensee understands and acknowledges that the absence of markers, monuments, or maps
indicating the presence of subterranean facilities, whether belonging to the County or the Co-
users, does not constitute a warranty or representation that none exists. The Licensee accepts
the license granted hereunder with full cognizance of the potential presence of such facilities and
agrees that 48-hours prior to any subsurface work, the Licensee will contact Underground
Service Alert at (800) 624-2444 to determine whether there are any subterranean facilities within
the proposed excavation area.
The Co-users described above have the right to enter onto the Licensed Premises to maintain
their facilities, and the Licensee shall not be compensated for damage resulting from such
maintenance.
12. Maintenance: During the term of this Agreement, the Licensee shall maintain the Licensed
Premises and any improvements in a clean, safe, and presentable condition, free from waste,
litter and other items incidental to the use of the Licensed Premises. As used in this section, the
term "litter" shall include, but not be limited to, paper, garbage, refuse, trimmings, and other
items, including graffiti, that detract from the neat and tidy appearance of the Licensed Premises.
The Licensee agrees to keep the Licensed Premises free from weeds and to abate weeds to
local fire district standards. If the Licensee fails to so keep the Licensed Premises and any
improvements then, after thirty (30) days’ prior written notice specifying the needed work, the
County may perform or arrange for the work to be performed at the expense of the Licensee,
which expense the Licensee agrees to pay to the County upon demand.
5
13. Compliance With The Law: The Licensee, at is sole cost and expense, shall comply with all
applicable laws, regulations, rules, and other requirements, with respect to the use of the
Licensed Premises, regardless of when they become or became effective, and shall not use, or
permit the use of, the Licensed Premises for any illegal purpose, or in a manner that is against
public policy or County policy.
14. Indemnification: To the maximum extent permitted by law, Licensee shall indemnify, defend
save, protect, and hold harmless the County, its governing body, officers, employees,
representatives, agents, successors and assigns (collectively, “Indemnitees”) from any and all
demands, losses, claims, costs, suits, liabilities and expenses for any damage, injury or death
(collectively “Liability”) arising directly or indirectly from or connected with this Agreement,
Licensee’s use or occupancy of the Licensed Premises (including but not limited to the
maintenance, construction, repair, reconstruction, alteration, replacement, removal or use of any
or all of the Improvements), or any other activity taken pursuant to this Agreement, and Licensee
shall reimburse the County for any expenditures, including costs and attorneys’ fees, the County
may make by reason of such matters, and, if requested by the County, will defend any such suits
at the sole cost and expense of Licensee. Licensee’s obligations under this section shall exist
regardless of concurrent negligence or willful misconduct on the part of the County or any other
person; provided, however, that Licensee shall not be required to indemnify Indemnitees for the
proportion of Liability a court determines is attributable to the sole negligence or sole willful
misconduct of the Indemnitees. This indemnification clause shall survive the termination or
expiration of this Agreement.
15. Insurance: The Licensee shall, at no cost to the County, obtain and maintain during the entire
duration of this Agreement, the following insurance coverages:
A. General Liability: General Liability insurance including coverage with minimum combined
single-limit coverage of One Million and No/One Hundredths Dollars ($1,000,000.00) for all
claims and losses due to bodily injury or death to any person, or damage to property,
including loss of use thereof arising out of each accident or occurrence.
B. Certificates: The Licensee shall name the County and its officers, agents, and employees
as additional insureds under all policies held for the Licensed Premises. All coverage shall
provide for thirty (30) days written notice to the County of cancellation or lapse in coverage.
A Certificate of Insurance for each of the policies hereunder required, indicating the name
and telephone number of the insurance agent most responsible for the insurance policy and
evidencing such coverage, shall be furnished to the County prior to the effective date of this
Agreement.
16. County’s Use of Herbicides: The Licensee hereby acknowledges and understands that the
County may, at any time, use chemical herbicides within the IHC. The Licensee agrees to allow
such use, without disruption or challenge, on and around the Licensed Premises or Licensee’s
Improvements thereon. The Licensee hereby waives any claim for liability against the County for
any damage resulting from such use.
17. Assignment and Transfer: No rights of Licensee hereunder shall be transferred or assigned
without the prior written consent of County, which may be withheld in County’s sole discretion.
Subject to this restriction, this Agreement and each and all of the covenants herein contained
shall inure to the benefit of and be binding upon the successors and assigns of the respective
parties hereto. Licensee shall not, and hereby agrees not to, enter into any agreements with third
parties, including, but not limited to, utility companies, for use of the Licensed Premises beyond
6
the term of this Agreement as stated in Section 5 Term, herein.
18. No Third-Party Beneficiaries: Nothing in this Agreement, expressed or implied, is intended to
confer on any person, other than County and Licensee, and their respective successors-in-
interest, any rights or remedies under or by reason of this Agreement.
19. Notices: All notices (including requests, demands, approvals or other communication) under this
Agreement shall be in writing.
A. Notice shall be sufficiently given for all purposes as follows:
(1) When delivered by first class mail, postage paid, notice shall be deemed delivered
three (3) business days after deposit in the United States Mail.
(2) When mailed by certified mail with return receipt requested, notice is effective on
receipt if delivery is confirmed by a return receipt.
(3) When delivered by overnight delivery by a nationally recognized overnight courier,
notice shall be deemed delivered one (1) business day after deposit with that courier.
(4) When personally delivered to the recipient, notice shall be deemed delivered on the
date personally served.
B. The place for delivery of all notices given under this Agreement shall be as follows:
County: Contra Costa County Public Works
Real Estate Division
255 Glacier Drive
Martinez, CA 94553
Attn: Iron Horse Corridor Property Manager
(925) 957-2456
Licensee: Cratus Inc.
945 Taraval Street, Suite 302
San Francisco, CA 94116
Attn: Liam Finnegan
Phone: (415) 559-1325
Either party may, at any time, designate different addresses to which such notices shall be
given in the manner set forth above.
20. Waste, Hazardous Materials: Licensee, at its sole cost and expense, shall comply with all
applicable laws, regulations, rules, and other requirements, with respect to the use of the
Licensed Premises, regardless of when they become or became effective, including, without
limitation, those relating to health, safety, noise, environmental protection, waste disposal, and
water and air quality, and furnish satisfactory evidence of such compliance upon request of
County.
Licensee shall not commit or suffer or permit the commission of any waste upon the Licensed
Premises, or any nuisance or other act or thing that may disturb the quiet enjoyment of the use of
the IHC or surrounding property. Licensee shall not and shall ensure that no others shall store or
7
dispose of any Hazardous Materials on the Licensed Premises. The term “Hazardous Materials”
shall mean any hazardous or toxic substance, hazardous or radioactive material, hazardous
waste, pollutant, or contaminant at any concentration that is, or during the term of this Agreement
becomes, regulated by any local or regional government authority having jurisdiction over the
Licensed Premises, by the State of California, or by the United States.
Licensee shall not permit any activity on the Licensed Premises that directly or indirectly
produces unlawful amounts or levels of air pollution (gases, particulate matter, odors, fumes,
smoke, or dust), water pollution, noise, glare, heat emissions, radioactivity, or trash or refuse
accumulations, or vibration that is hazardous or dangerous by reason of risk of explosion, fire, or
harmful emissions.
To the maximum extent permitted by law, Licensee shall indemnify, defend, save, protect and
hold the Indemnitees harmless from and against all Liability, as well as all fines, penalties,
consequential damages and losses, and any other costs or expenses of any kind (including but
not limited to consulting and engineering fees, the costs of any required or necessary testing,
remediation, repair, removal, cleanup or detoxification of the Licensed Premises and surrounding
and affected properties, and all costs for preparation of any cleanup, remediation, closure or
other required plans whether such action is required or necessary prior to or following the
expiration or termination of this Agreement) (collectively also included in “Liability”) to the extent
caused or contributed to by Licensee’s use of the Licensed Premises, or Licensee’s use, release
or disposal of any Hazardous Material, including all costs, claims and damages (including
property and personal injury) caused by the uncovering, release or excavation of Hazardous
Materials (including petroleum) as a result of Licensee’s use. The obligations contained in this
section shall survive the expiration or other termination of this Agreement.
21. Non-Waiver of Breaches: County’s failure to insist, in any one or more instances, upon strict
performance of any of the terms or conditions of this Agreement shall not be considered as a
waiver of any subsequent breach as to the same or any other term or condition, but the same
shall continue and remain in full force and effect. No waiver of any of the provisions of this
Agreement shall be effective unless in writing and executed by County.
22. Non-Discrimination: Licensee for itself, its personal representatives, successors in interest, and
assigns, as a part of the consideration hereof, does hereby covenant and agree that no person
on the grounds including, but not limited to, race, color, sex, or national origin shall be excluded
from using, denied the benefits of, or be otherwise subjected to discrimination in the use of the
Licensed Premises or the construction or use of the Improvements thereon. Licensee shall
furnish use of the Improvements on a fair, equal, and not unjustly discriminatory basis to all users
thereof.
In the event of breach of any of the above non-discrimination covenants, County shall have the
right to terminate this Agreement without compensation to Licensee.
23. Modification: This Agreement shall not be modified or amended without the mutual written
consent of both parties.
24. No Warranties: County does not warrant or represent that the Licensed Premises are safe,
healthful, or suitable for the purposes for which they are permitted to be used under the terms of
this Agreement. Some areas within the Iron Horse Corridor are known to contain soils with
arsenic levels that exceed environmental screening levels established by the California Regional
Water Quality Control Board, San Francisco Bay Region (the “ESLs”). These areas contain a
8
chemical (arsenic) known to the State of California to cause cancer. (Cal. Code Regs., tit. 27,
sec. 25604.2.) County does not know whether the Licensed Premises contain soils with arsenic
levels that exceed the ESLs. If, at any time during the term of this Agreement or any extension
thereof, County becomes aware that the Licensed Premises contain soils with arsenic levels that
exceed the ESLs, County shall promptly notify Licensee.
25. Severability: If any term, covenant, or provision of this Agreement, which does not materially
affect the consideration for this Agreement, is held to be invalid, illegal, or unenforceable in any
respect, the validity of the remainder of this Agreement shall not be affected thereby.
26. Controlling Law: This Agreement shall be construed in accordance with the laws of the State of
California. In the event of any dispute arising under this Agreement, venue shall be set in Contra
Costa County.
27. Entire Agreement; Counterparts: It is understood that this document contains the entire
agreement between the parties hereto and all prior understandings or agreements, oral or
written, of whatsoever nature regarding the rights hereby granted are superseded by this
Agreement and are hereby abrogated and nullified. This Agreement may be executed in
counterparts that, together, constitute one and the same instrument.
28. Entry and Inspection: Licensee agrees that County, its agents and employees, may enter upon
the Licensed Premises at any time to inspect, test or survey, make any changes or alterations or
repairs which County considers necessary for the protection, improvement or preservation
thereof, or to post any notice provided for by law, or otherwise to protect any and all rights of
County. Nothing herein contained shall be construed to obligate County to make any changes,
alterations or repairs to the Licensed Premises.
[Remainder of page intentionally left blank. Signatures on next page.]
9
IN WITNESS WHEREOF, the parties hereto have executed this Agreement as of the day and year
first above written.
CONTRA COSTA COUNTY LICENSEE
By: By:
Warren Lai Liam Finnegan
Public Works Director President
Date: _____________________ Date: _____________________
By:
RECOMMENDED FOR APPROVAL: Fernando Reyes
Secretary
Date: ______________________
By:
Jessica L. Dillingham
Principal Real Property Agent
By: _______________________
Tasha Thaxton
Senior Real Property Technical Assistant
TT\\PW-DATA\grpdata\realprop\License Agreements\Cratus Inc\2024\AG.43a IHC License Agreement-9-30-24 sms (1).doc
Revised 12-10-20)
1025 ESCOBAR STREET
MARTINEZ, CA 94553CONTRA COSTA COUNTY
Legislation Details (With Text)
File #: Version:124-3455 Name:
Status:Type:Consent Item Passed
File created:In control:10/1/2024 BOARD OF SUPERVISORS
On agenda:Final action:10/22/2024 10/22/2024
Title:APPROVE and AUTHORIZE the Public Works Director, or designee, to execute a license agreement
with The Watershed Project, to allow it to use a portion of a County-owned parcel located on Kirker
Pass Road for the purpose of conducting water quality monitoring from October 22, 2024 through
October 31, 2025, Concord area. (No fiscal impact)
Attachments:1. Temporary License to Use County Property, 2. CP#24-20 NOE Temporary License to Use County
Property WQ Monitoring
Action ByDate Action ResultVer.Tally
approvedBOARD OF SUPERVISORS10/22/2024 1 Pass
To:Board of Supervisors
From:Warren Lai, Public Works Director/Chief Engineer
Report Title:APPROVE and AUTHORIZE a License Agreement between Contra Costa County and The
Watershed Project, Concord Area.
☒Recommendation of the County Administrator ☐ Recommendation of Board Committee
RECOMMENDATIONS:
APPROVE and AUTHORIZE the Public Works Director,or designee,to execute a License Agreement with
The Watershed Project,to allow it to use a portion of a County-owned parcel located on Kirker Pass Road and
identified as Assessor’s Parcel Number:117-320-001 for the purpose of conducting water quality monitoring
from October 22, 2024, through October 31, 2025. Project Number: WO7233.
DETERMINE that the granting of this License is in the public interest and will not substantially conflict or
interfere with the County’s use of its property.
DETERMINE that the activity will not have a significant effect on the environment and is exempt from the
California Environmental Quality Act (CEQA),pursuant to Article 5,Section 15061(b)(3)and Article 19,
Section 15306 of the CEQA Guidelines.
DIRECT the Director of Department of Conservation and Development (DCD)to file a CEQA Notice of
Exemption (NOE) with the County Clerk.
AUTHORIZE the Public Works Director or designee to arrange for payment of a $25 fee to DCD for
processing, and a $50 fee to the County Clerk for filing the NOE.
FISCAL IMPACT:
No fiscal impact.
CONTRA COSTA COUNTY Printed on 12/11/2024Page 1 of 2
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File #:24-3455,Version:1
BACKGROUND:
The Watershed Project would like to conduct monthly water quality monitoring as part of a larger water quality
monitoring project for a year on a portion of an unnamed tributary to Mount Diablo Creek that flows through
the County owned parcel located on Kirker Pass Road,identified as Assessor’s Parcel Number:117-320-001,in
Concord (Licensed Premises).The monitoring consists of probes and visual observation.The data collected is
part of a larger water quality monitoring project conducted by the Watershed Project.Nothing will remain on
the property following each entry.
By entering into a License Agreement,the Watershed Project will have access to Licensed Premises to perform
survey work. The Licensee will indemnify the County from any liabilities that arise from its activities.
County staff have determined that granting the License will not substantially conflict or interfere with the
County’s use of the property.
CONSEQUENCE OF NEGATIVE ACTION:
If License is not approved, the Watershed Project will not be able to conduct its water quality monitoring.
CONTRA COSTA COUNTY Printed on 12/11/2024Page 2 of 2
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\\pw-data\grpdata\engsvc\ENVIRO\Client Divisions\Real Estate\License Agreement-Watershed Project-Water Quality Monitoring (APN 117-320-001)
(WO7233)\CEQA\NOE\To DCD\CP#24-20 NOE Temporary License to Use County Property.docx Revised 2018
CALIFORNIA ENVIRONMENTAL QUALITY ACT
Notice of Exemption
To: Office of Planning and Research
P.O. Box 3044, Room 113
Sacramento, CA 95812-3044
From: Contra Costa County
Department of Conservation and
Development
30 Muir Road
Martinez, CA 94553
County Clerk, County of Contra Costa
Project Title: Temporary License Agreement to Use County Property for Water Quality Monitoring,
Project #: WO7233, CP#: 24-20
Project Applicant: Contra Costa County Public Works Dept., 255 Glacier Drive, Martinez CA 94553
Main: (925) 313-2000, Contact: Shravan Sundaram, (925) 313-2366
Project Location: Old Kirker Pass Road, Concord, CA 94521; APN 117-320-001
Lead Agency: Department of Conservation and Development, 30 Muir Road, Martinez, CA 94553
Main: (925) 655-2705, Contact: Syd Sotoodeh (925) 655-2877
Project Description:
The County will enter into a Temporary License Agreement (Agreement) with the Watershed Project
(Licensee) and its officers, employees, contractors, consultants, agents, and volunteers (Licensee
Parties) to allow access to Licensee Parties to conduct water quality monitoring on a portion of the
tributary to Mt. Diablo Creek that flows through the County-owned parcel identified above. Water quality
monitoring will be conducted using handheld monitoring probes and making visual observations. Access
will be by foot; no heavy equipment will be used.
It is anticipated that monitoring will occur monthly and take approximately an hour per visit. The
Agreement will be active for one year from the effective date of the Agreement.
Exempt Status:
Ministerial Project (Sec. 21080[b][1]; 15268) Categorical Exemption (Sec. 15306)
Declared Emergency (Sec. 21080[b][3]; 15269[a]) General Rule of Applicability (Sec. 15061[b][3])
Emergency Project (Sec. 21080[b][4]; 15269[b][c]) Other Statutory Exemption (Sec. )
Reasons why project is exempt: The issuance of the Agreement is not subject to CEQA as it can be
seen with certainty that there is no possibility that the activity may have a significant effect on the
environment, pursuant to Article 5, Section 15061 (b)(3) of the CEQA Guidelines. The water quality
monitoring is an informational collection activity that will not result in a major disturbance to an
environmental resource pursuant to Article 19, Section 15306 of the CEQA guidelines.
If filed by applicant:
1. Attach certified document of exemption finding.
2. Has a Notice of Exemption been filed by the public agency approving the
project?
Yes No
Signature: Date: _____________ Title:
Contra Costa County Department of Conservation and Development
Signed by Lead Agency Signed by Applicant
October 1, 2024 Senior Planner
\\pw-data\grpdata\engsvc\ENVIRO\Client Divisions\Real Estate\License Agreement-Watershed Project-Water Quality Monitoring (APN 117-320-001)
(WO7233)\CEQA\NOE\To DCD\CP#24-20 NOE Temporary License to Use County Property.docx Revised 2018
AFFIDAVIT OF FILING AND POSTING
I declare that on I received and posted this notice as required by
California Public Resources Code Section 21152(c). Said notice will remain posted for 30
days from the filing date.
Signature Title
Applicant Department of Fish and Wildlife Fees Due
Public Works Department De Minimis Finding - $0
255 Glacier Drive County Clerk - $50
Martinez, CA 94553 Conservation and Development - $25
Attn: Shravan Sundaram
Environmental Services Division
Phone: (925) 313-2366
Total Due: $75 Receipt #:
Vicinity Map Figure 2
APN 117-320-001
1025 ESCOBAR STREET
MARTINEZ, CA 94553CONTRA COSTA COUNTY
Legislation Details (With Text)
File #: Version:124-3456 Name:
Status:Type:Consent Item Passed
File created:In control:10/3/2024 BOARD OF SUPERVISORS
On agenda:Final action:10/22/2024 10/22/2024
Title:APPROVE and AUTHORIZE the Public Works Director, or designee, to execute a contract
amendment with Valley Air Conditioning & Repair, Inc., to extend the term through September 30,
2025, with no change to the payment limit, for cogeneration plant maintenance and repair services at
various County sites and facilities, Countywide. (No fiscal impact)
Attachments:
Action ByDate Action ResultVer.Tally
approvedBOARD OF SUPERVISORS10/22/2024 1 Pass
To:Board of Supervisors
From:Warren Lai, Public Works Director/Chief Engineer
Report Title:Amendment No.2 with Valley Air Conditioning &Repair,Inc.,a California Corporation,
Countywide.
☒Recommendation of the County Administrator ☐ Recommendation of Board Committee
RECOMMENDATIONS:
APPROVE and AUTHORIZE the Public Works Director,or designee,to execute a contract amendment with
Valley Air Conditioning &Repair,Inc.,effective September 30,2024,to extend the term through September
30,2025,with no change to the payment limit,for cogeneration plant maintenance and repair services at
various County sites and facilities, Countywide.
FISCAL IMPACT:
Facilities Maintenance Budget. (No fiscal impact)
BACKGROUND:
The Public Works Department,Facilities Services is responsible for the maintenance of all County sites and
facilities.Cogeneration plants offer combined heat and power in one system.Valley Air Conditioning &Repair,
Inc.,provides routine maintenance,as well as repair and rebuilds associated with this equipment.Government
Code Section 25358 authorizes the County to contract for the maintenance and upkeep of County facilities.
The Public Works Department conducted a formal solicitation for cogeneration plant maintenance and repair
services.Originally bid on BidSync #2006-413,Valley Air Conditioning &Repair,Inc.was the lowest,
responsive,and responsible vendor awarded for the contract.The Board approved a contract with Valley Air
Conditioning &Repair,Inc.for the term October 1,2020,through September 30,2023,in the amount of
CONTRA COSTA COUNTY Printed on 12/11/2024Page 1 of 2
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File #:24-3456,Version:1
$1,000,000.
Amendment No.1 was also approved by the Board,effective February 28,2023,and extended the term from
September 30, 2023 to September 30, 2024.
Facilities Services is requesting Amendment No.2 with Valley Air Conditioning &Repair,Inc.to be approved,
extending the term from September 30,2024,to September 30,2025,for cogeneration plant maintenance and
repair services.
CONSEQUENCE OF NEGATIVE ACTION:
Without the approval of this Contract Amendment No.2,cogeneration plant services with Valley Air
Conditioning & Repair, Inc. will be discontinued, and the County will not be able to maintain this equipment.
CONTRA COSTA COUNTY Printed on 12/11/2024Page 2 of 2
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1025 ESCOBAR STREET
MARTINEZ, CA 94553CONTRA COSTA COUNTY
Legislation Details (With Text)
File #: Version:124-3457 Name:
Status:Type:Consent Item Passed
File created:In control:10/4/2024 BOARD OF SUPERVISORS
On agenda:Final action:10/22/2024 10/22/2024
Title:APPROVE and AUTHORIZE the Public Works director, or designee, to execute a contract with Vanir
Construction Management, Inc., in an amount not to exceed $5,000,000 to provide on-call project
management and construction management services for various County mental and behavioral
healthcare facilities projects, for the period October 1, 2024 through September 30, 2029,
Countywide. (20% MHSA, 80% State Grant Funds)
Attachments:1. Vanir Contract.pdf
Action ByDate Action ResultVer.Tally
approvedBOARD OF SUPERVISORS10/22/2024 1 Pass
To:Board of Supervisors
From:Warren Lai, Public Works Director/Chief Engineer
Report Title:Consultant Services Agreement for On-Call Project and Construction Management Services with Vanir
Construction Management, Inc. for Mental and Behavioral Health Projects
☒Recommendation of the County Administrator ☐ Recommendation of Board Committee
RECOMMENDATIONS:
APPROVE and AUTHORIZE the Public Works director, or designee, to execute a contract with Vanir Construction
Management, Inc. (Vanir), in an amount not to exceed $5,000,000 to provide on-call project management and
construction management services for various County mental and behavioral healthcare facilities projects, countywide,
for the period October 1, 2024 through September 30, 2029.
FISCAL IMPACT:
Pre-application and non-reimbursable expenses under the project will be funded using Mental Health Service Act
(MHSA) funds anticipated not to exceed $1,000,000. Awarded projects become reimbursable by the grant programs. This
includes construction management services for Brookside Mental Health Rehabilitation Center project awarded under the
Behavioral Health Continuum Infrastructure Program Round 5. It is anticipated that the remainder of the costs associated
with this contract will be funded under the Behavioral Health Continuum Infrastructure Program grants. (20% MHSA,
80% State Grant Funds)
BACKGROUND:
The County intends to engage a consultant to provide project management and construction management (PM/CM)
services for various proposed mental and behavioral healthcare projects at various locations in the County. One such
project will be the Brookside Mental Health Rehabilitation Center in Richmond. In addition to standard PM/CM services,
the consultant will provide grant funding application support services to the Health Services Department. Proposed
projects include social rehabilitation facilities, substance use treatment facilities, residential and other outpatient treatment
facilities and may develop into other projects depending on funding that becomes available and other factors. The
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selected consultant would stay involved through design, pre-construction, construction and project close-out phases.
The County Public Works Department solicited Statements of Qualifications ("SOQ") for CM/PM services. The Public
Works Department received four SOQs from interested firms and two firms were shortlisted. A selection committee
comprised of County staff conducted interviews and ranked Vanir as the top-ranking firm. It is recommended that Vanir
be awarded the agreement to provide CM/PM services for various mental and behavioral healthcare projects.
CONSEQUENCE OF NEGATIVE ACTION:
If the agreement is not approved, the County will not be able to take advantage of the time and cost savings and flexibility
possible through utilization of an on-call CM/PM services agreement, will not have sufficient resources to pursue
development of badly needed mental and behavioral healthcare facilities as aggressively as the County would like, and
may be unable to take full advantage of grant funding opportunities that will soon becoming available.
CONTRA COSTA COUNTY Printed on 12/11/2024Page 2 of 2
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Basic Terms
(Page 1 of 3)
Contra Costa County Project Name: VANIR CM
Standard Form CSA (Basic Terms) Project Number: BH/MH Projects
Revised 2011
CONSULTING SERVICES AGREEMENT
(To be used only for Architectura l, Engineering or Land Surveying Services.)
This consulting services agreement (“Agreement”) is dated October 22, 2024, and is between the agency and the consultant identified
below. The parties agree to each of the terms set forth below (the “Basic Terms”) and to each of the terms set forth in the Attachments (as
defined below).
1.Parties.
(a) Agency: (check one)
Contra Costa County for its Department named below
Contra Costa County Flood Control and Water Conservation District
Contra Costa County Fire Protection District
Housing Authority of the County of Contra Costa
Contra Costa County Redevelopment Agency
(i)Department (if applicable): Public Works Department
(ii)Department Head means the individual named below or his or her designee (check one):
Director of General Services
Public Works Director/Chief Engineer
Fire Chief
Housing Authority Executive Director
Director of Department of Conservation and Development
(iii)Agency Mailing Address: Capital Projects Management
255 Glacier Drive
Martinez, CA 94553
Attn: Jeffrey K. Acuff
(b)Consultant's Name & Address:Vanir Construction Management, Inc.
4540 Duckhord Drive, Suite 300
Sacramento, CA 95834
Attn: Jerry Avalos
(i)Type of Business Entity:Corporation
(e.g., individual, corporation, sole proprietorship, partnership, limited liability company)
If corporation, add State of incorporation: California
(ii)Federal Taxpayer I.D. or SSN:95-3614238
(iii)License Number:459092
2.Project Name, Number, & Location:Project Management and Construction Management Services
for various Behavioral and Mental Health related projects around Contra Costa
County
3.Term. The effective date of this Agreement is October 1, 2024. It terminates on September 30, 2029 unless sooner
terminated as provided herein.
4.Payment Limit. Payments under this Agreement cannot exceed: $ 5,000,000.
Basic Terms
(Page 2 of 3)
5. Legal Authority. This Agreement is entered into under and subject to Government Code Section 4525 or Section 31000, or:
Health and Safety Code Section 13861 (Fire Protection District)
Health and Safety Code Section 34314 (Housing Authority)
Health and Safety Code Section 33125 (Redevelopment Agency)
Other (Specify)
6. Attachments. The following documents are attached to this Agreement (the “Attachments”) and are incorporated herein by
reference. This Agreement includes the Basic Terms, the signature pages, and all of the Attachments.
General Conditions (always attached)
Special Conditions (optional)
Appendix A: Scope of Services (always attached)
Appendix B: Payment Provisions, Project Personnel and Billing Rates (always attached)
7. Signatures. The signatures set forth below attest the parties’ agreement hereto:
CONSULTANT
Consultant’s Name:
Vanir Construction Management, Inc. , a California Corporation
By __________________________________________
(Signature of individual or officer)
Jerry Avalos, President,
SIGNATURE B
Consultant’s Name:
Vanir Construction Management, Inc., a Califronia Corporation
By __________________________________________
(Signature of individual or officer)
Sam Lee, Assistant Treasurer
Note to Consultant: If Consultant is a corporation, two officers must sign the Agreement. The first signature (Signature A) must be
that of the chairman of the board, president, or vice-president; the second signature (Signature B) must be that of the secretary,
assistant secretary, chief financial officer, or assistant treasurer. (Civil Code Section 1190 and Corporations Code Section 313.) The
acknowledgment below must be signed by a Notary Public.
ACKNOWLEDGMENT
STATE OF CALIFORNIA )
)
COUNTY OF )
On (Date),
before me, (Name and Title of Officer),
personally appeared, ,
who proved to me on the basis of satisfactory evidence to be the person(s) whose name(s) is/are subscribed to the within instrument and
acknowledged to me that he/she/they executed the same in his/her/their authorized capacity(ies), and that by his/her/their signature(s) on the
instrument the person(s), or the entity upon behalf of which the person(s) acted, executed the instrument.
I certify under PENALTY OF PERJURY under the laws of the State of California that the foregoing paragraph is true and correct.
WITNESS MY HAND AND OFFICIAL SEAL
___________________________________
Signature of Notary Public
Basic Terms
(Page 3 of 3)
AGENCY
(a) If Agreement is approved by Agency governing body (required if Payment Limit exceeds $100,000):
By ___________________________________
Board Chair/Designee
By ________________________________
Deputy
(b) If Agreement is approved by County Purchasing Agent:
By __________________________________
County Purchasing Agent or Designee
COUNTY APPROVALS
RECOMMENDED BY DEPARTMENT FORM APPROVED BY COUNTY COUNSEL
By ___________________________ By _________________________________
Designee Deputy County Counsel
APPROVED: COUNTY ADMINISTRATOR
By _______________________________
Designee
Contra Costa County GENERAL CONDITIONS
Standard Form (Consulting Services Agreement)
Revised 2011
8. Employment/Scope of Service. Agency hereby employs Consultant, and Consultant accepts such employment, to perform the
professional services as described in Appendix A (Scope of Services), upon the terms and in consideration of the payments stated
herein.
9. Report Disclosure Section. Pursuant to Government Code Section 7550, Consultant shall include in all documents or written
reports completed and submitted to Agency in accordance with this Agreement, a separate section listing the numbers and dollar
amounts of all contracts and subcontracts relating to the preparation of each such document or written report. This section only
applies if the Payment Limit of this Agreement exceeds $5,000. If multiple documents or written reports are the subject or product
of this Agreement, the disclosure section may also contain a statement indicating that the total Agreement amount represents
compensation for multiple documents or written reports.
10. Insurance. Consultant may not commence work under this Agreement until it has furnished evidence of the insurance required
herein to the Department Head, and the Department Head has approved it, and may not continue to perform any work under this
Agreement if the insurance required herein is no longer in effect.
(a) Types and Amount of Insurance: Consultant, at no cost to Agency, shall obtain and maintain during the term hereof: (i)
Workers' Compensation Insurance pursuant to state law, including, without limitation, California Labor Code section 3700; (ii)
Professional Liability Insurance with a minimum coverage limit of $1,000,000 for claims made in the aggregate annually and a
maximum self-insured retention or self-insured retained limit of liability of $25,000, for all damages or losses because of errors,
omissions or malpractice arising out of the provision of professional services by Consultant and Consultant’s subconsultants under
this Agreement; and (iii) liability insurance with a minimum coverage limit of $5,000,000 for claims made in the aggregate
annually for all personal injury and property damage, to include liability assumed under this Agreement, the use of any licensed
motor vehicle by Consultant or subconsultants, and naming Agency, its governing body, officers and employees as additional
insureds. The policies will constitute primary insurance as to Agency and its governing body, officers and employees such that
other insurance policies held by them or their self-insurance program(s) are not required to contribute to any loss covered under
Consultant’s insurance policy or policies.
(b) Certificate of Insurance: Prior to the effective date of this Agreement, Consultant shall furnish to the Department Head
certificates of insurance evidencing the coverage required herein and requiring 30 days' written notice to Agency of policy lapse,
cancellation or material change in coverage. If Consultant renews the insurance policy(ies) or acquires a new insurance policy(ies)
or amends the coverage through an endorsement to the policy(ies) at any time during the term of this Agreement, then Consultant
shall provide current certificate(s) to the Department Head.
(c) Warranty: Consultant represents and warrants that, as of the effective date of this Agreement, Consultant is not aware
f any situation that has occurred that could reduce the limits of liability set forth above for claims made under this Agreement.
o
(d) Labor Code Section 1861 Certification: In executing this Agreement, Consultant certifies as follows: “I am aware
of the provisions of Section 3700 of the Labor Code which require every employer to be insured against liability for workers’
compensation or to undertake self-insurance in accordance with the provisions of that code, and I will comply with such provisions
efore commencing the performance of the work of this contract.” b
11. Payment. Agency shall pay Consultant for professional services performed as described in Appendix A at the rates shown in
Appendix B, which include all overhead and incidental expenses, for which no additional compensation will be allowed.
Notwithstanding the foregoing, Agency shall reimburse those incidental expenses specifically itemized in Appendix B, provided
that Consultant submits copies of receipts and, if applicable, a detailed mileage log to the Department Head. In no event may the
total amount paid to Consultant exceed the Payment Limit specified in Section 4, Payment Limit, without Agency’s prior written
approval.
(a) Billing Statements: Consultant shall submit billing statements in the manner and form prescribed by the Department Head
detailing the work performed and listing, for each item of services, the employee categories, hours and rates. Except as otherwise
provided in the Scope of Services, Consultant shall submit the billing statements no later than 30 days from the end of the month
in which the services described in the billing statement were actually rendered. Except as provided in subsections (b) – (d) below,
gency will endeavor to pay Consultant within 30 days after receipt of each statement. A
General Conditions
(Page 1 of 7)
Contra Costa County GENERAL CONDITIONS
Standard Form (Consulting Services Agreement)
Revised 2011
(b) Documentation: Consultant shall furnish progress reports with each billing statement at no additional charge. Consultant
shall include sufficient detail in each progress report, and shall furnish to the Department Head whatever additional information is
necessary, to enable the Department Head to determine whether Consultant is performing all tasks described in the Scope of
ervices pursuant to the schedule set forth in the Scope of Services. S
(c) Penalty for Late Submission: If Agency is unable to obtain reimbursement from the state or federal government as a result
of Consultant’s failure to submit to Agency a timely billing statement as set forth above, Agency will not be obligated to pay
onsultant for the services included in the late billing statement. C
(d) Right to Withhold: Agency may withhold payment to Consultant following written notice to Consultant that: (i)
Consultant has failed to fully perform its obligations under this Agreement (including, without limitation, any failure to submit
required deliverable items according to the schedule set forth in the Scope of Services); (ii) Consultant has neglected, failed, or
refused to furnish information or cooperate with any inspection, review, or audit of its work or records; or (iii) Consultant has
iled to sufficiently itemize or document its billing statement. fa
(e) Audit Exceptions: Consultant accepts responsibility for receiving, replying to, and/or complying with any audit
exceptions by appropriate county, state or federal audit agencies resulting from its performance of this Agreement. Within 30 days
of demand, Consultant shall pay Agency the full amount of Agency’s obligation to the state and/or federal government resulting
from any audit exceptions that are attributable to Consultant’s failure to properly perform any of its obligations under this
greement. A
(f) Payment Retention: Agency may retain 10% of each billing statement as security for the fulfillment of this Agreement.
After Consultant has completed all services as required under this Agreement, submitted final billing, and if the Department Head
has determined that the services have been completed in accordance with this Agreement, Agency will release all withheld funds.
(g) Penalties for False Claims: Any person who commits any of the following acts shall be liable to Agency for three times
the amount of damages which Agency sustains because of the act of that person. A person who commits any of the following acts
shall also be liable to Agency for the costs of a civil action brought to recover any of those penalties or damages, and may be liable
to Agency for a civil penalty of not less than $5,000 and not more than $10,000 for each false claim: (a) Knowingly presents or
causes to be presented to an officer or employee of Agency a false claim for payment or approval. (b) Knowingly makes, uses, or
causes to be made or used a false record or statement to get a false claim paid or approved by Agency. (c) Conspires to defraud
Agency by getting a false claim allowed or paid by Agency. (d) Knowingly makes, uses, or causes to be made or used a false
record or statement to conceal, avoid, or decrease an obligation to pay or transmit money or property to Agency. (e) Is a
beneficiary of an inadvertent submission of a false claim to Agency, subsequently discovers the falsity of the claim, and fails to
disclose the false claim to Agency within a reasonable time after discovery of the false claim. Liability under this section shall be
joint and several for any act committed by two or more persons.
12. Extra Work. Any work or services in addition to the work or services described in the Scope of Services that Agency deems
necessary to properly complete the work or services described in Scope of Services shall be performed by Consultant at the
direction of Agency according to the rates or charges listed in Appendix B. In the event that no rate or charge is listed for a
particular type of extra work, Consultant will be paid for the extra work at a rate to be mutually agreed on prior to the
commencement of the extra work. In no event will Consultant be entitled to compensation for extra work unless, prior to
commencement of the extra work, Agency has executed a written amendment describing the extra work and payment terms in
accordance with Section 32, Amendments.
13. Time for Completion. Consultant shall complete all services covered by this Agreement no later than the end of the term as set
forth above. Notwithstanding the foregoing, to the extent the Scope of Services provides for the phasing of services, Consultant
shall complete all services for each phase of the project by the deadlines stated in the Scope of Services.
14.
Termination by Agency. At its option, Agency may terminate this Agreement at any time by written notice to Consultant, whether
or not Consultant is then in default. Upon such termination, Consultant shall, without delay, deliver to Agency all materials and
records prepared or obtained in the performance of this Agreement, and Agency shall pay Consultant, without duplication, all
amounts due for the services rendered up to the date of termination.
General Conditions
(Page 2 of 7)
Contra Costa County GENERAL CONDITIONS
Standard Form (Consulting Services Agreement)
Revised 2011
15. Abandonment by Consultant. If Consultant ceases performing services under this Agreement or otherwise abandons the project
prior to completing all of the services described in this Agreement, Consultant shall deliver to Agency, without delay, all materials
and records prepared or obtained in the performance of this Agreement. Agency shall pay Consultant the amount it determines to
be the reasonable value of the services performed up to the time of cessation or abandonment, less a deduction for any damages or
additional expenses which Agency incurs as a result of such cessation or abandonment.
16.
Ownership of Documents. All materials and records of a finished nature, such as final plans, specifications, reports, and maps,
prepared or obtained in the performance of this Agreement, shall be delivered to and become the property of Agency. Consultant
shall retain, and make available to Agency in accordance with Section 17, Record Retention and Auditing, all materials of a
preliminary nature, such as survey notes, sketches, preliminary plans, computations and other data, prepared or obtained in the
performance of this Agreement.
17.
Record Retention and Auditing. Except for materials and records delivered to Agency, Consultant shall retain all materials and
records prepared or obtained in the performance of this Agreement, including financial records, for a period of at least five years
after Consultant's receipt of the final payment under this Agreement. Upon request by Agency, Consultant shall promptly make
such materials and records available to Agency, or to authorized representatives of the state and federal governments, at a
convenient location within Contra Costa County designated by the Department Head, at no additional charge and without
striction or limitation on their use.
18.
re
Independent Contractor Status. The parties intend that Consultant, in performing the services specified herein, is acting as an
independent contractor and that Consultant will control the work and the manner in which it is performed. This Agreement is not
intended and may not be construed to create the relationship between the parties of agent, servant, employee, partnership, joint
venture or association. Additionally, Consultant is not entitled to participate in any pension plan, workers’ compensation plan,
health plan, insurance, bonus or similar benefits Agency provides to its employees. In the event that Agency exercises its right to
terminate the Agreement, Consultant expressly agrees that it will have no recourse or right of appeal under any rules, regulations,
s or laws applicable to employees.
19.
ordinance
Breach. If Consultant fails to perform any of the services described in this Agreement in the manner and timeframe set forth in the
Scope of Services or otherwise breaches this Agreement, Agency may pursue all remedies provided by law or equity. Disputes
relating to the performance of this Agreement are not subject to non-judicial arbitration.
20.
Compliance with Laws. In performing this Agreement, Consultant shall comply with all applicable laws, statutes, ordinances,
rules and regulations, whether federal, state, or local in origin, including, but not limited to, licensing and purchasing practices, and
wages, hours and conditions of employment, including nondiscrimination and prevailing wage rates and their payment in
accordance with California Labor Code Section 1775. If any federal or state regulations or laws touching upon the subject of this
Agreement are adopted or revised during the term hereof, this Agreement will be deemed amended and Consultant will comply
21.
with such federal or state requirements.
Assignment. Consultant may not assign or transfer this Agreement, in whole or in part, whether voluntarily, by operation of law or
otherwise; provided, however, Consultant may, subject to any required state or federal approval, enter into subcontracts for the
portion of the services for which Consultant does not have the facilities to perform so long as Consultant obtains the Department
Head’s written consent to such subcontracting prior to execution of this Agreement. The Department Head may withhold consent
to any proposed subcontract in his or her sole and absolute discretion. Any purported assignment, transfer or subcontract that does
2. Endorsement on Plans
not comply with the terms hereof is void.
2 . Consultant shall endorse all plans, specifications, estimates, reports and other items described in Scope of
23.
Services prior to delivering them to Agency, and, where appropriate, indicate his or her registration number.
Works Made for Hire; Confidentiality. All reports, original drawings, graphics, plans, studies, and other data and documents, in
whatever form or format, assembled or prepared by Consultant or Consultant’s subcontractors, consultants, and other agents in
connection with this Agreement are “works made for hire” (as defined in the Copyright Act, 17 U.S.C.A., Sections 101 et seq., as
amended) for Agency, and Consultant unconditionally and irrevocably transfers and assigns to Agency all right, title, and interest,
including all copyrights and other intellectual property rights, in or to the works made for hire. If any of the works made for hire is
subject to copyright protection, Agency reserves the right to copyright such works and Consultant agrees not to copyright such
works. If any works made for hire are copyrighted, Agency reserves a royalty-free, irrevocable license to reproduce, publish, and
General Conditions
(Page 3 of 7)
Contra Costa County GENERAL CONDITIONS
Standard Form (Consulting Services Agreement)
Revised 2011
rated in any way through this Agreement, without Agency’s prior express written
consent. Permission to disclose information on one occasion or public hearing does not constitute authorization to further disclose
24.
use the works made for hire, in whole or in part, without restriction or limitation, and to authorize others to do so. Unless required
by law, Consultant shall not publish, transfer, discuss, or disclose any of the above-described works made for hire, or any
financial, statistical, personal, technical, or other data or information relative to Agency’s operations, which are designated
confidential by Agency and made available to Consultant in order to carry out Consultant’s work under this Agreement, or any
information gathered, discovered, or gene
such information on any other occasion.
Indemnification. Consistent with California Civil Code section 2782.8, Consultant shall, to the fullest extent permitted by law,
indemnify, protect, defend and hold harmless Agency, and its employees, officials, and agents, from any and all demands, losses,
claims, costs, liabilities, and expenses for any damage, injury, or death, including any and all administrative fines, penalties or
costs imposed as a result of an administrative proceeding, that arise out of, pertain to, or relate to the negligence, recklessness, or
willful misconduct of Consultant, its officers, employees, agents, contractors, subconsultants, or any persons under its direction or
control. If requested by Agency, Consultant shall defend any such suits at its sole cost and expense. If Agency elects to provide
its own defense, Consultant shall reimburse Agency for any expenditures, including reasonable attorneys’ fees and costs.
Consultant’s obligations under this section exist regardless of concurrent negligence or willful misconduct on the part of Agency
or any other person; provided, however, that Consultant will not be required to indemnify, including the cost to defend, Agency for
the proportion of liability a court determines does not arise out of, pertain to, or relate to the negligence, recklessness, or willful
misconduct of Consultant, its officers, employees, agents, contractors, subconsultants, or any persons under its direction or control.
25.
This indemnification clause will survive the termination or expiration of this Agreement.
Endorsements. Consultant may not, in its capacity as a Consultant with Agency, (a) publicly endorse or oppose the use of any
particular brand name or commercial product without the prior approval of Agency’s governing body, (b) publicly attribute
qualities or lack of qualities to a particular brand name or commercial product in the absence of a well-established and widely
accepted scientific basis for such claims or without the prior approval of Agency’s governing body or (c) participate or appear in
any commercially-produced advertisements designed to promote a particular brand name or commercial product, even if
Consultant is not publicly endorsing a product, as long as Consultant's presence in the advertisement can reasonably be interpreted
as an endorsement of the product by or on behalf of Agency. Notwithstanding the foregoing, Consultant may express its views on
products to other consultants, to Agency’s governing body or its officers, or to others who may be authorized by Agency’s
26.
governing body or by law to receive such views.
Project Personnel. In performing the services authorized under this Agreement, Consultant shall use the personnel listed in
Appendix B. Consultant may only make changes in project personnel and authorized subconsultants with the Department Head’s
prior written consent, and Consultant shall notify the Department Head in writing at least thirty (30) days in advance of any
proposed change. Any person proposed as a replacement shall possess training, experience, and credentials comparable to those of
7.
the person being replaced.
Inspection. Authorized representatives of Agency, t2he State of California and the United States Government may monitor, inspect,
28.
review and audit Consultant’s performance, place of business and records pertaining to this Agreement. Consultant shall make
these items available for inspection upon request.
Conflicts of Interest. Consultant covenants that it presently has no interest and that it will not acquire any interest, direct or
indirect, that represents a financial conflict of interest under state law or that would otherwise conflict in any manner or degree
with the performance of its services hereunder. Consultant further covenants that in the performance of this Agreement,
Consultant will employ no person having any such interest. If requested to do so by Agency, Consultant shall complete a
“Statement of Economic Interest” form and deliver it to the Department Head and shall require any other person doing work under
this Agreement to complete a “Statement of Economic Interest” form and deliver it to the Department Head. Consultant covenants
that Consultant, its employees and officials, are not now employed by Agency and have not been so employed by Agency within
12 months immediately preceding this Agreement; or, if so employed, did not then and do not now occupy a position that would
create a conflict of interest under Government Code Section 1090. In addition to any indemnity provided by Consultant in this
29.
Agreement, Consultant shall indemnify, defend and hold Agency harmless from any and all claims, investigations, liabilities or
damages resulting from or related to any and all alleged conflicts interest.
Nonrenewal. Consultant understands and agrees that there is no representation, implication, or understanding that the services
provided by Consultant under this Agreement will be purchased by Agency under a new contract following expiration or
General Conditions
(Page 4 of 7)
Contra Costa County GENERAL CONDITIONS
Standard Form (Consulting Services Agreement)
Revised 2011
30.
termination of this Agreement, and Consultant waives all rights or claims to notice or hearing respecting any failure to continue
purchasing all or any such services from Consultant.
Professional Competence; Licensure. Consultant represents and warrants that it is (i) professionally competent and able to provide
the professional services described in this Agreement by reason of Consultant’s personal knowledge and skill, and (ii) currently
licensed by the State of California, and will remain licensed in good standing at all times during the term of this Agreement, as one
or more of the following: (a) an architect pursuant to Chapter 3 (commencing with Section 5500) of Division 3 of the California
Business and Professions Code; (b) a landscape architect pursuant to Chapter 3.5 (commencing with Section 5615) of Division 3
f the California Business and Professions Code; (c) a professional engineer pursuant to Chapter 7 (commencing with Section
31.
o
6700) of Division 3 of the California Business and Professions Code; or (d) a professional land surveyor pursuant to Chapter 15
(commencing with Section 8700) of Division 3 of the California Business and Professions Code.
Notices. All notices under this Agreement must be in writing, and, except as otherwise provided in the Scope of Services, sent by
personal delivery (including overnight courier service) or by certified United States Mail, postage prepaid, to the parties at the
designated above, unless changed by written notice to the other party. Consultant shall address all notices to Agency to
ery, except that the
ffective date of notice to Agency is the date of receipt by the Department Head.
32.
addresses
the Department Head. The effective date of the notice is the date of deposit in the mail or of other deliv
e
Amendments. This Agreement may be amended only by written agreement signed by both of the parties.
33. Disputes. Disagreements between Agency and Consultant concerning the meaning, requirements or performance of this
34.
Agreement are subject to final written determination of the Department Head or in accordance with the applicable procedures (if
any) required by state or federal government.
Choice of Law and Personal Jurisdiction. This Agreement is made in Contra Costa County and is governed by, and will be
construed in accordance with, the laws of the State of California. The parties, to the fullest extent permitted by law, knowingly,
35.
intentionally, and voluntarily, with and upon the advice of competent counsel, submit to personal jurisdiction in the State of
California over any suit, action or proceeding arising from or relating to the terms of this Agreement.
No Implied Waiver. No waiver of any provision of this Agreement by Agency is valid unless it is in writing and signed by
Agency. Waiver by Agency at any time of any breach of this Agreement may not be deemed a waiver of or consent to a
subsequent breach of the same or any other provision of this Agreement. If Consultant’s action requires the consent or approval of
Agency, that consent or approval on one occasion may not be deemed a consent to or approval of that action on any later occasion
or a consent to or approval of any other action. Subject to Section 33, Disputes, inspections, approvals or statements by any
officer, agent or employee of Agency indicating Consultant’s performance or any part thereof complies with the requirements of
this Agreement, or acceptance of the whole or any part of Consultant’s performance, or payments therefor, or any combination of
these acts, does not relieve Consultant of its obligation to fulfill this Agreement as prescribed or prevent Agency from bringing an
action for damages or enforcement arising from any failure to comply with any of the terms and conditions of this Agreement.
36. Successors and Assigns. Subject to Section 21, Assignment, this Agreement binds Consultant’s successors, assigns, heirs,
executors and personal representatives.
37. No Third-Party Beneficiaries. This Agreement is intended solely for the benefit of the parties hereto, and no third party has any
right or interest in any provision of this Agreement or as a result of any action or inaction of any party in connection therewith.
Construction
38. . The section headings and captions of this Agreement are, and the arrangement of this instrument is, for the sole
convenience of the parties to this Agreement. The section headings, captions and arrangement of this instrument do not in any way
affect, limit, amplify or modify the terms and provisions of this Agreement. This Agreement may not be construed as if it had been
ree that any rule of construction to the effect that ambiguities are to be resolved against
the drafting party does not apply to the interpretation of this Agreement.
39.
prepared by one of the parties, but rather as if both parties have prepared it. The parties to this Agreement and their counsel have
read and reviewed this Agreement and ag
Severability. If any term or provision of this Agreement is, to any extent, held invalid or unenforceable, the remainder of this
Agreement will not be affected thereby.
General Conditions
(Page 5 of 7)
Contra Costa County GENERAL CONDITIONS
Standard Form (Consulting Services Agreement)
Revised 2011
0. Entire Agreement4. This Agreement, together with all of the attachments listed in Section 6, Attachments, contains all of the terms
s
e
41. Authorization
and conditions agreed upon by the parties regarding the subject matter of this Agreement, and supercedes all previou
communications, representations, understandings and agreements, whether verbal, written, express or implied, between th
parties.
. Consultant, or the representative(s) signing this Agreement on behalf of Consultant, represents and warrants
that Consult rein, and
that the representatives signing this Agreement have the authority to execute this Agreement on behalf of Consultant and to
ant has full power and authority to enter into this Agreement and to perform the obligations set forth he
bind Consultant to its contractual obligations hereunder.
The following provisions apply only to projects using US Department of Transportation funds.
Disadvantaged Business Enterprise (DBE) Requirements (Federal aid projects only)42. . Consultant shall comply with all applicable
provisions of 49 CFR, Parts 23 and 26, and the Contra Costa County’s Disadvantaged Business Enterprise (DBE) Program, which
are incorporated into this Agreement by reference. In addition, in performing services under this Agreement, Consultant shall
utilize all DBEs listed in Consultant’s written response to Agency’s request for qualifications or request for proposal and shall pay
to the listed DBEs the estimated amounts listed in Appendix B attached to this Agreement. Consultant shall not substitute a listed
43.
DBE at any time or decrease the amount to be paid to a listed DBE without the advance, written consent of Agency. If a listed
DBE is proposed to be replaced, Consultant shall make a good faith effort to replace the original DBE with another DBE and shall
submit to Agency written documentation of such effort.
Federal Cost Principles and Procedures (Federal aid projects only). Consultant shall comply with the following provisions, which
are incorporated into this Agreement by reference: (a) the cost principles for allowability of individual items of costs set forth in 48
CFR, Chapter 1, Part 31: (b) the administrative procedures set forth in 49 CFR, Part 18; and (c) the administrative procedures for
non-profit organizations set forth in OMB Circular A-110, if applicable to Consultant. In the event that payment is made to
Consultant for any costs that are determined by subsequent audit to be unallowable under 48 CFR, Chapter 1, Part 31, Consultant
44. ibit ying (Federal aid in excess of $100,000 only)
shall refund the payment to Agency within 30 days of written request from Agency. Should Consultant fail to do so, and should
Agency file legal action to recover the refund, Consultant shall reimburse Agency for all attorneys’ fees, costs, and other expenses
incurred by Agency in connection with such action.
P
e
roh ion of Expending Local Agency State or Federal Funds for Lobb . In
xecutin s Ag
relied up y Ag
(a) Certifica
g thi reement, Consultant makes the following certification, which certification is a material representation of fact
on b ency in entering into this Agreement:
tion. To the best of Consultant’s knowledge and belief:
No state, federal or local agency appropriated funds have been paid, or will be paid by or on behalf of
Consultant to any person for influencing or attempting to influence an officer or employee of any state or
federal agency, a member of the State Legislature or United States Congress, an officer or employe
(i)
e of the
(ii) If any funds other than federal appropriated funds have been paid, or will be paid to any person for influencing
“Disclosure of Lobbying
Activities,” in accordance with its instructions.
Legislature or Congress, or any employee of a member of the Legislature or Congress, in connection with the
awarding of any state or federal contract, the making of any state or federal grant, the making of any state or
federal loan, the entering into of any cooperative agreement, and the extension, continuation, renewal,
amendment, or modification of any state or federal contract, grant, loan, or cooperative agreement.
or attempting to influence an officer or employee of any federal agency, a member of Congress, an officer or
employee of Congress, or an employee of a member of Congress, in connection with this federal contract, grant,
loan, or cooperative agreement, Consultant shall complete and submit Form – LLL,
(b) Penalty for Failure to File Disclosure Form. Submission of the disclosure form is a prerequisite for making or entering
into this Agreement imposed by Title 31 U.S.C. Section 1352. Any person who fails to file the required disclosure form shall be
bject to a civil penalty of not less than $10,000 and not more than $100,000 for each such failure. su
(c) Applicability to Subconsultants. In executing this Agreement, Consultant also agrees to require that the language of this
General Conditions
(Page 6 of 7)
Contra Costa County GENERAL CONDITIONS
Standard Form (Consulting Services Agreement)
Revised 2011
General Conditions
(Page 7 of 7)
5. Compliance with American Recovery and Reinvestment Act (“Recovery Act”)
Section 44 be included in all contracts with subconsultants that exceed $100,000, and that all such subconsultants shall certify and
disclose accordingly.
4 . Consultant shall comply with the following
provisions, which are incorporated into this Agreement by reference: (a) the statutory provisions contained in Chapter 1 of Title
23 of the United States Code; and (b) the reporting requirements, terms and conditions set forth in Sections 1201 and 1512 of the
Recovery Act, and as designated by the State of California. Consultant’s failure to comply with these provisions will result in
retentions from progress payments due and/or other sanctions.
Appendix B
(Page 1 of 3)
Contra Costa County Project Name: VANIR
Standard Form (Appendix B to CSA)
Revised 2011 Project No.: BH/MH Projects
Appendix B to Consulting Services Agreement
Payment Provisions, Project Personnel and Billing Rates
I. PAYMENT PROVISIONS
A. Payment for services will not exceed the billing rates set forth in this Appendix B
and will be based on the actual hours worked (by Consultant and authorized
subconsultants) and actual approved Other Direct Costs (described below) subject to
the Payment Limit specified in Section 4 of this Agreement, Payment Limit. In
addition, payments for services (including payments to Consultant for authorized
subconsultants) and Other Direct Costs will not exceed the following amounts for
each phase or period indicated below unless approved in advance in writing by the
Department Head:
1. : $ ( % of Payment Limit)
2. : $ ( % of Payment Limit)
3. : $ ( % of Payment Limit)
4. : $ ( % of Payment Limit)
B. Payment to Consultant for subconsultants authorized in advance by Agency in
accordance with Section 21 of this Agreement, Assignment, will be the amount equal
to Consultant’s direct costs, without handling mark ups. Consultant shall submit
Subconsultant invoices as part of Consultant’s bill for services.
C. Payments for the extra work specified in Section 12 of this Agreement, Extra Work,
shall be computed separately and shall not exceed any limits specified in Agency’s
written amendment describing the extra work and payment terms for the extra work.
D. Subject to the Payment Limit in Section 4 of this Agreement, Payment Limit,
Agency will reimburse the actual cost (without mark up) of documented
expenditures by Consultant and its employees and authorized subconsultants for the
Other Direct Costs listed below to the extent such Other Direct Costs were incurred
to perform the services described in this Agreement:
Reproduction, copies, printing delivery, postage, mailing, any other reimbursable
items as agreed upon in each task order, including subconsultants.Travel/
transportation outside of the nine Bay Area Counties if necessary and authorized by
the County. Costs associated with travel, travel time, and transportation to County
jobsites and offices are not charge-able or reimbursable; such costs are deemed
covered by the overhead portion of hourly billing rates.
Notwithstanding the foregoing, travel expenses by Vanir's subconsultant BCRA for
travel to County jobsites and offices from locations outside of the nine Bay Area
Counties of Alameda County, Contra Costa County, Marin County, Napa County,
San Francisco County, San Mateo County, Santa Clara County, Solano County, and
Sonoma County, if necessary and authorized by the County, shall be reimbursable.
E. All other expenses (i.e., those not listed under Paragraph D above) are not
reimbursable and are deemed covered by the hourly billing rates set forth in Section
II of this Appendix B. When any of the items listed under Paragraph D above are
Appendix B
(Page 2 of 3)
provided for Consultant’s own use and not at Agency’s request, expenses therefor
are not reimbursable and are deemed covered by the hourly billing rates set forth in
Section II of this Appendix B. Agency will not pay for Consultant’s and its
subconsultants’ time and expenses for transportation between Consultant’s and its
subconsultants’ various offices. Costs for such transportation are deemed covered by
the hourly billing rates set forth in Section II of this Appendix B.
Appendix B
(Page 3 of 3)
Contra Costa County Project Name: VANIR
Standard Form (Appendix B to CSA)
Revised 2011 Project No.: BH/MH Projects
F. Notwithstanding anything to the contrary in Section 11 of this Agreement, Payment,
these Payment Provisions, including billing rates, are subject to a post award audit by
the state and/or federal government. After any post award audit cost adjustments are
ordered by the state and/or federal government, these Payment Provisions and the
billing rates shall be adjusted by Consultant and approved by Agency’s Department
Head to conform to the audit cost adjustments. Consultant agrees that the individual
items of cost identified in the audit report may be incorporated into the Agreement at
Agency’s sole discretion. Refusal by Consultant to incorporate the post award audit
cost adjustments will be considered a breach of the Agreement terms and cause for
termination of the Agreement by Agency. Consultant agrees that all invoices after
the post award audit will be based on the adjusted Payment Provisions. Any invoices
paid prior to the post award audit will be recalculated by Agency in accordance with
the post award audit. Any difference in moneys due Consultant as a result of the
post award audit cost adjustments will be added to, or deducted from, moneys due
the Consultant on subsequent invoices.
II. PROJECT PERSONNEL AND BILLING RATES
In accordance with Section 26 of this Agreement, Project Personnel, Consultant’s
personnel assigned to this project and their roles and billing rates are as follows:
See attachment 1 to Appendix B for Consultant's roles and billing rates.
To the extent this Contract is extended beyond the initial Termination Date, Contractor may
request an increase in the billing rates set forth in Attachment 2 to Appendix B on an annual basis,
beginning at the five-year anniversary date of the Effective Date of this Agreement. Any request
for an increase in rates shall be made no more than 60 days prior to the anniversary of the
Effective Date of this Agreement. To the extent the request is made prior to the anniversary of the
Effective Date, the rate change shall be effective on January 1 following the anniversary of the
Effective Date. To the extent the request is made after the anniversary of the Effective Date but
prior to January 1 following the anniversary of the Effective Date, the rate change shall also be
effective on January 1 following the anniversary of the Effective Date. If the rate increase request
is made on or after January 1 following the anniversary of the Effective Date, the rate increase
shall become effective on the first day of the calendar month after the request was made (e.g., if
the anniversary date is December 1 and the request is made December 5, the rate increase shall
become effective on January 1. However, if the request is made January 1, the rate increase shall
become effective on February 1.). Rates may be increased by no more than three-percent (3%) per
year. Only one (1) request may be granted per calendar year. Any increase in the rates set forth in
Attachment 2 to Appendix B shall be made by an Administrative Amendment to be signed by all
parties. An increase in rates shall not result in any increase in the Payment Limit specified in
Section 4 (Payment Limit) of this Agreement.
ATTACHMENT 2 TO APPENDIX B
Vanir Construction Management, Inc.
Personnel and Hourly Rates
Personnel 2024 2025 2026 2027 2028 2029
Vanir Construction Management, Inc.Principal-in-Charge $270.00 $278.00 $286.00 $295.00 $303.85 $312.97Project Director $255.00 $263.00 $271.00 $279.00 $287.37 $295.99Deputy Project Director/Program $240.00 $247.00 $254.00 $262.00 $269.86 $277.96Sr. Project Manager - Grant Support $220.00 $227.00 $234.00 $241.00 $248.23 $255.68$220.00 $227.00 $234.00 $241.00 $248.23 $255.68Project Manager $200.00 $206.00 $212.00 $218.00 $224.54 $231.28Assistant Project Manager $180.00 $185.00 $191.00 $197.00 $202.91 $209.00Senior Construction Manager $210.00 $216.00 $222.00 $229.00 $235.87 $242.95Construction Manager $190.00 $196.00 $202.00 $208.00 $214.24 $220.67Assistant Construction Manager $165.00 $170.00 $175.00 $180.00 $185.40 $190.96Field Engineer $140.00 $144.00 $148.00 $152.00 $156.56 $161.26Project Coordinator $130.00 $134.00 $138.00 $142.00 $146.26 $150.65Senior Project Controls Manager $210.00 $216.00 $222.00 $229.00 $235.87 $242.95Senior Cost Manager $200.00 $206.00 $212.00 $218.00 $224.54 $231.28Cost Manager $185.00 $191.00 $197.00 $203.00 $209.09 $215.36Scheduler$200.00 $206.00 $212.00 $218.00 $224.54 $231.28Estimating$205.00 $211.00 $217.00 $224.00 $230.72 $237.64$200.00 $206.00 $212.00 $218.00 $224.54 $231.28Office Manager $130.00 $134.00 $138.00 $142.00 $146.26 $150.65Document Controls $115.00 $118.00 $122.00 $126.00 $129.78 $133.67
Administrative Assistant $105.00 $108.00 $111.00 $114.00 $117.42 $120.94Intern$80.00 $82.00 $84.00 $87.00 $89.61 $92.30
BRCA Principal-in-Charge $250.00 $258.00 $266.00 $274.00 $282.22 $290.69Principal/Project Manager $225.00 $232.00 $239.00 $246.00 $253.38 $260.98Design Lead 4 $170.00 $175.00 $180.00 $185.00 $190.55 $196.27Project Architect 4 $185.00 $191.00 $197.00 $203.00 $209.09 $215.36Project Architect 3 $175.00 $180.00 $185.00 $191.00 $196.73 $202.63Interior Designer 3 $160.00 $165.00 $170.00 $175.00 $180.25 $185.66Biller 3 $120.00 $124.00 $128.00 $132.00 $135.96 $140.04Admin Assistant 3 $120.00 $124.00 $128.00 $132.00 $135.96 $140.04Project Architect 1 $110.00 $113.00 $116.00 $119.00 $122.57 $126.25
3QC, Inc. Principal $245.00 $252.00 $260.00 $268.00 $276.04 $284.32Commissioning Authority / PM $235.00 $242.00 $249.00 $256.00 $263.68 $271.59Commissioning Agent $233.00 $240.00 $247.00 $254.00 $261.62 $269.47Commissioning Provider $223.00 $230.00 $237.00 $244.00 $251.32 $258.86Sr. Project Manager $217.00 $224.00 $231.00 $238.00 $245.14 $252.49Staff Engineer $200.00 $206.00 $212.00 $218.00 $224.54 $231.28Commissioning Technician II $165.00 $170.00 $175.00 $180.00 $185.40 $190.96Commissioning Technician I $152.00 $157.00 $162.00 $167.00 $172.01 $177.17Low Voltage Cx Provider $213.00 $219.00 $226.00 $233.00 $239.99 $247.19
Fire Protection Cx Provider $239.00 $246.00 $253.00 $261.00 $268.83 $276.89LEED Consultant $213.00 $219.00 $226.00 $233.00 $239.99 $247.19Sr. Administrator $100.00 $103.00 $106.00 $109.00 $112.27 $115.64Administrative Support $81.00 $83.00 $85.00 $88.00 $90.64 $93.36
Leland Saylor & Associates Principal Estimator $325.00 $335.00 $345.00 $355.00 $365.65 $376.62Project Manager/Senior Estimator $216.00 $222.00 $229.00 $236.00 $243.08 $250.37Senior A/S/C Estimator II $200.00 $206.00 $212.00 $218.00 $224.54 $231.28Senior A/S/C Estimator I $178.00 $183.00 $188.00 $194.00 $199.82 $205.81Senior Mechanical Estimator $220.00 $227.00 $234.00 $241.00 $248.23 $255.68Senior Electrical Estimator $220.00 $227.00 $234.00 $241.00 $248.23 $255.68Senior Civil Estimator $191.00 $197.00 $203.00 $209.00 $215.27 $221.73Estimator II $176.00 $181.00 $186.00 $192.00 $197.76 $203.69Estimator I $105.00 $108.00 $111.00 $114.00 $117.42 $120.94Estimates Coordinator $85.00 $88.00 $91.00 $94.00 $96.82 $99.72
1025 ESCOBAR STREET
MARTINEZ, CA 94553CONTRA COSTA COUNTY
Legislation Details (With Text)
File #: Version:124-3458 Name:
Status:Type:Consent Item Passed
File created:In control:10/1/2024 BOARD OF SUPERVISORS
On agenda:Final action:10/22/2024 10/22/2024
Title:APPROVE and AUTHORIZE the Purchasing Agent, or designee, to execute, on behalf of the County,
an amendment to the Participating Addendum and blanket purchase order with Bob J. Barker
Company, Inc., to increase the payment limit to $700,000 and extend the term through April 4, 2025,
for detention related goods and supplies for use by the Sheriff’s Office, the Probation Department, and
Health Services, under the terms of the Master Agreement awarded by the County of Sacramento,
Countywide. (100% User Departments)
Attachments:1. Contract_WA34777_Bob_Inmate_Supplies, 2. Amend 1 to Participating Addendum - Bob Barker
100124, 3. WA00034777_VENDOR_BOB_BARKER_CO - valid thru 4 4 25
Action ByDate Action ResultVer.Tally
approvedBOARD OF SUPERVISORS10/22/2024 1 Pass
To:Board of Supervisors
From:Warren Lai, Public Works Director/Chief Engineer
Report Title:Participating Addendum with Bob J. Barker Company, Inc.
☒Recommendation of the County Administrator ☐ Recommendation of Board Committee
RECOMMENDATIONS:
APPROVE and AUTHORIZE the Purchasing Agent,or designee,to execute,on behalf of the County,an
amendment to the Participating Addendum and blanket purchase order with Bob J.Barker Company,Inc.,to
increase the payment limit to $700,000 and extend the term through April 4,2025,for detention related goods
and supplies for use by the Sheriff’s Office,the Probation Department,and Health Services,under the terms of
the Master Agreement awarded by the County of Sacramento, Countywide.
FISCAL IMPACT:
Product costs paid by County Departments (100% User Departments).
BACKGROUND:
The Board authorized the Purchasing Agent to execute a participating addendum and blanket purchase order
with Bob J.Barker on February 28,2023,for the period from February 28,2023 through October 4,2024.
Contra Costa Purchasing Services is requesting approval of an amendment to the Participating Addendum to
extend the effective term and increase the payment limit on the blanket purchase order for detention-related
goods and supplies to support the needs of multiple County Departments.Categories include but are not limited
to:Clothing,Footwear.Bedding and Linen,Mattresses,and Personal Hygiene Products.Products are
guaranteed through the master contract awarded by the County of Sacramento,CA.,Omnia Partner Purchasing
Cooperative Program.Approval of this agreement provides the County with discounted products and no
minimum purchase requirements.
CONTRA COSTA COUNTY Printed on 12/11/2024Page 1 of 2
powered by Legistar™
File #:24-3458,Version:1
CONSEQUENCE OF NEGATIVE ACTION:
Without approval of this amendment, the County would pay full price on the detention supplies.
CONTRA COSTA COUNTY Printed on 12/11/2024Page 2 of 2
powered by Legistar™
AMENDMENT NO. 1 TO PARTICIPATING ADDENDUM
for
Detention Goods, Supplies, and Equipment, OMNIA Purchasing Cooperative Program
Page 1 of 2
Participating Entity:
CONTRA COSTA COUNTY
Contractor: Bob J. Barker Company, Inc.
This Amendment No. 1 (“Amendment”) to the Participating Agreement, dated February 28, 2023
(“Agreement”), is made and entered into as of October 1, 2024 (“Effective Date”), by and between
Contra Costa County, a political subdivision of the State of California (“County”), and Bob J. Barker
Company, Inc., a North Carolina corporation (hereinafter referred to as “Contractor”), whose principal
place of business is 725 Purfoy Road, Fuquay Varina, NC 27576. The County and Contractor are
sometimes referred to herein together as the “Parties,” and each as a “Party.”
Recitals
A. Whereas, the County and the Contractor entered into the Agreement to allow the County to
purchase detention goods, supplies, and equipment pursuant to the terms of Contract No.
WA00034777, effective October 5, 2016, awarded after a competitive process by the County of
Sacramento, as subsequently extended through a term expiring October 4, 2024 (the “Master
Contract”).
B. Whereas, the termination date of the Master Contract has since been extended, from October 4,
2024, through April 4, 2025. The Parties desire to extend the term of the Agreement through
April 4, 2025, to allow the County to continue to make purchase from the Contractor under the
terms of the Master Contract.
Amendment
Now therefore, for good and valuable consideration, the receipt and adequacy of which is hereby
acknowledged, the Contractor and the County agree to amend the Agreement, as follows:
1. Term. Section 1 (Term) of the Agreement is hereby amended to extend the termination date of
the Agreement, from October 4, 2024, to a new termination date of April 4, 2025. The
Agreement will expire on April 4, 2025, unless sooner terminated.
2. Remainder Unchanged. Except to the extent that this Amendment expressly provides otherwise,
the Agreement remains unchanged and in full force and effect through April 4, 2025.
[Remainder of page left blank. Signatures on next page(s).]
AMENDMENT NO. 1 TO PARTICIPATING ADDENDUM
for
Detention Goods, Supplies, and Equipment, OMNIA Purchasing Cooperative Program
Page 2 of 2
IN WITNESS, WHEREOF, the parties have executed this Amendment as of the Effective Date.
Participating Entity:
Contra Costa County
Contractor:
Bob J. Barker Company, Inc.
Signature:
Signature:
Name:
Cynthia Shehorn
Name:
Title:
Procurement Services Manager
Title:
Signature:
Name:
Title:
Approved as to form:
Thomas L. Geiger, County Counsel
By: __________________________
Assistant County Counsel
Attachments:
1. Master Contract Extension
2. Agreement
F.O.B. Dest., Freight Prepaid
Payment Terms:Due in 30 Days
Contractual maximum value: 4,218,752.50_______________________________________________________________________
You are hereby notified that the goods and/or services listed have been awarded to you subject to
terms and conditions referenced and to the general conditions listed on the last page of contract.
Before supplying any goods or services to the County, the vendor must obtain one of the following 2
options (1) a CSO (Contract Shipping Order) number or (2) Procurement Card authorization from the
ordering department. A CSO is an authorized release (Purchase Order) against the contract and shall
be provided in written form. "Verbal" orders are not acceptable unless it is being processed on a
Procurement Card. For either a CSO or a Procurement Card authorization to be considered valid, it
must be within the scope of this contract and be consistent with its pricing, terms and conditions.
The CSO number or Procurement Card authorization number must be referenced on all documents
related to the order (packing slips, invoices, etc.) For Procurement Card authorizations, only
reference the last 4 digits (for Security confidentially). Failure to obtain a CSO or Procurement Card
authorization and reference its number may result in the delay or non-payment of the invoice._______________________________________________________________________
****************************************************************
Amendment No 6. issued on 08/16/2024 by Maria Cojocari, Contract Service Officer II on behalf of
Gary Wong, Senior Contract Service Officer
1. Per authority SCC § 2.56.220, contract extended for an additional six months from 10/04/2024 to
04/04/2025;
2. All pricing, terms and conditions on this contract will remain the same.
****************************************************************
20221007 Contract Change vp
Reso #2022-00809
Board of Supervisors' authorization to extend Contract No. WA00034777 with Bob Barker Co. for the
period of October 5, 2022 through October 4, 2024
BOB BARKER CO
PO BOX 429
FUQUAY VARINA NC 27526-0429
Contract Period
Valid from: 10/05/2016
Valid to: 04/04/2025
Page: 1 of 6 Open Item Contract number/print date: WA00034777 / 08/16/2024
Contract and Purchasing
Services Division
9660 Ecology Ln.
Sacramento, CA 95827
(916) 876-6360
County of Sacramento
Open Item Contract
Reprint of
Open Item Contract WA00034777 /
09/01/2016
This number must appear on all correspondence to the
Purchasing Division.
Contract number/date
WA00034777 / 09/01/2016
Issuing Officer/Telephone
Wong, Gary/916-876-6380
Signature:___________________________________________
Vendors Contact Person: Ruchal Smith
Vendors Phone Number: 919-346-2189
Your Vendor number with us
608629
Docusign Envelope ID: B14A9D5C-D195-4B54-B750-8A8285A9C55B
on behalf of
Gary Wong
****************************************************************
20220307 Contract Change vp
Changed Mattress #PJM30754 $88.43 to $63.03
Updated the pricing for the 6th year term
Listed the updated pricing on the column "Unit Price Yr 6 FINAL"
Enclosed Price List update to the contract
As per email dated March 7, 2022 from Ruchal Smith
****************************************************************
20211012 Contract Change vp
Updated the pricing for the 6th year term
Listed the updated pricing on the column "Unit Price Yr 6 FINAL"
Enclosed Price List update to the contract
***************************************************************
20210614 Contract Change vp
Reso #2021-0263
Board of Supervisors' authorization to extend Contract No. WA00034777 with Bob Barker Co. for the
period of October 5, 2021 through October 4, 2022
****************************************************************
20191218 Contract Change vp
Reso #2019-0795
Board of Supervisors' authorization to extend Contract No. WA00034777 with Bob Barker Co. for the
period of April 5, 2020 through October 4, 2021
**************************************************************
Contractor Contact:
Ordering:
Debbie Sargent
Customer Service Representative
customerservicewest@bobbarker.com
800-334-9880 (Customer Service Line)
Crissa Rhead
Customer Service Representative
customerservicewest@bobbarker.com
800-334-9880 (Customer Service Line)
Lauretta Smuck
Customer Service Representative
customerservicewest@bobbarker.com
800-334-9880 (Customer Service Line
Contract Administration Updated on 6/14/2021:
Ruchal Smith
Contract Specialist
ruchalsmith@bobbarker.com
919-346-2189 (Direct)
800.334.9880 (Office)
800.322.7537 (Fax)
Erika Flynn
Bids Manager
erikaflynn@bobbarker.com
919-753-1657 (Direct)
****************************************************************
Page: 2 of 6 Open Item Contract number/print date: WA00034777 / 08/16/2024
Docusign Envelope ID: B14A9D5C-D195-4B54-B750-8A8285A9C55B
IMPORTANT:
1.Price List Effective October 5, 2016 enclosed.
2.Miscellaneous Inmate and Detention Supplies - 10% discount off the current product catalog price,
with the exclusion of furniture and metal product lines.
****************************************************************
This contract is established as a purchasing agreement between Bob Barker Co (Contractor) and the
County of Sacramento (County) for the provision of Inmate and Detention Supplies, Solutions and
Services as per the terms and conditions under the Request for Proposal (RFP), RFP8259, which is
hereby incorporated by reference and made a part of this contract.
Price: As per the Price List Effective October 5, 2016 enclosed. Price shall be the lowest, current and
most favorable with all applicable volume, special, promotional and governmental discounts during
the contract period.
FOB Point: Pricing must be FOB destination to include inside delivery.
Deliveries: Deliveries shall be made on an "as required" basis by means of a CSO issued against the
Contract.
Packing Slip: All deliveries must be accompanied by a legible Packing Slip that includes Item
Description and Part Number of all items and CSO Number.
Invoicing:
A. The vendor will be expected to adhere to invoicing procedures as required by the County
auditor-controller's office. Failure to comply with established procedures will be grounds for the
County to terminate the contract.
B. Each invoice shall contain the following minimum information; "bill to" and "ship to" addresses;
Contract Number; CSO Number; quantities; item descriptions; unit prices and extensions and invoice
total.
C. A separate invoice shall be prepared for each order CSO received.
D. Invoicing to the County shall be done in arrears.
E. Invoice discrepancies shall be handled in a professional, courteous, and expeditious manner.
F. Invoice shall be submitted in duplicate each order entity.
G. In the state of California, government agencies are not allowed to pay excess interest and late
charges. Per government code, section 926.10, interest shall be entitled commencing the 61st day
and shall be 6% per annum.
Contract Term: In order to promote efficiency and economy, the County reserves the right to extend
this contract for two additional twelve-month periods. Such extensions will be at the County's option,
under the same terms and conditions, and will be subject to agreement between the Contractor and
the County.
Quality: All materials and workmanship must be subject to inspection, examination and testing by
County staff at any time. The County reserves the right to reject defective materials and
workmanship and require correction.
Estimated Quantities: The quantity listed is an estimated requirement. The County does not
Page: 3 of 6 Open Item Contract number/print date: WA00034777 / 08/16/2024
Docusign Envelope ID: B14A9D5C-D195-4B54-B750-8A8285A9C55B
guarantee to purchase a minimum quantity or does not guarantee to purchase Contractor's remaining
stock.
Unrestricted Quantities: The County is not limited to purchase all of its requirements from this
contract.
Changes: The County shall retain the right to implement changes as necessary to uphold the original
intent of the contract. This includes adding or deleting line items, as well as adjusting unit prices on
the contract. Such changes shall not void the contract, but shall be added to or be deducted from the
contract, as the case may be, by a fair and reasonable valuation, and subject to the mutual
agreement of the parties.
Continuation: Continuation of the contract for the full term specified shall be contingent upon
satisfactory performance by the contractor and products. Continuing un-rectifiable performance
deficiencies may result in cancellation of the contract without penalty to the County.
Sales Report: Upon request from the County, Contractor is required to provide annual sales report
including details of all the purchases made under the contract.
Termination:
A. County may terminate any resulting agreement without cause upon thirty (30) days written notice
to the other party. Notice shall be deemed served on the date of mailing. If notice of termination for
cause is given by County to contractor and it is later determined that contractor was not in default or
the default was excusable, then the notice of termination shall be deemed to have been given without
cause pursuant to this paragraph (A).
B. County may terminate any resulting agreement for cause immediately upon giving written notice
to contractor, should contractor materially fail to perform any of the covenants contained in this
agreement in the time and/or manner specified. In the event of such termination, County may
proceed with the work in any manner deemed proper by County. If notice of termination for cause is
given by County to contractor and it is later determined that contractor was not in default or the
default was excusable, then the notice of termination shall be deemed to have been given without
cause pursuant to paragraph (A) above.
C. County may terminate or amend any resulting agreement immediately upon giving written notice
to contractor, 1) if advised that funds are not available from external sources for this agreement or
any portion thereof, including if distribution of such funds to the County is suspended or delayed; 2) if
funds for the services and/or programs provided pursuant to this Agreement are not appropriated by
the State; 3) if funds in County's yearly proposed and/or final budget are not appropriated by County
for this agreement or any portion thereof; or 4) if funds that were previously appropriated for this
agreement are reduced, eliminated, and/or re-allocated by the County as a result of mid-year budget
reductions.
D. If any resulting agreement is terminated under paragraph A or (C) above, contractor shall only be
paid for any services completed and provided prior to notice of termination. In the event of
termination under paragraph a or c above, contractor shall be paid an amount which bears the same
ratio to the total compensation authorized by the agreement as the services actually performed bear
to the total services of contractor covered by this agreement, less payments of compensation
previously made. In no event, however, shall County pay contractor an amount which exceeds a pro
rata portion of the agreement total based on the portion of the agreement term that has elapsed on
the effective date of the termination.
E. Contractor shall not incur any expenses under any resulting agreement after notice of termination
and shall cancel any outstanding expenses obligations to a third party that contractor can legally
cancel.
Page: 4 of 6 Open Item Contract number/print date: WA00034777 / 08/16/2024
Docusign Envelope ID: B14A9D5C-D195-4B54-B750-8A8285A9C55B
****************************************************************
IMPORTANT:
1.Price List Effective October 5, 2016 enclosed.
2.Miscellaneous Inmate and Detention Supplies - 10% discount off the current product catalog price,
with the exclusion of furniture and metal product lines.
****************************************************************_______________________________________________________________________
Item Tgt. qty.Unit Price Unit of Extended
Mat Num Description / Unit Measure Value_______________________________________________________________________
00010 2,700,000 Each
All Contract Items - Inmate Supplies
1.00 / 1 EA 2,700,000.00
Price List Effective October 5, 2016.
00020 204,000 Each
Main Non Contract Items-Inmate Supplies
1.00 / 1 EA 204,000.00
10% discount off current product catalog.
00030 310,000 Each
RCCC Non Contract Items-Inmate Supplies
1.00 / 1 EA 310,000.00
10% discount off current product catalog
00040 900,000 Each
Youth Non Contract Items-Inmate Supplies
1.00 / 1 EA 900,000.00
10% discount off current product catalog
00050 20,000 Each
DHS&DHA NonContractItems-InmateSupplies
1.00 / 1 EA 20,000.00
10% discount off current product catalog
00060 65,286 Each
Orange, stenciled inmate sweatshirts
1.00 / 1 EA 65,286.00
00070 19,466.500 Each
White, stenciled inmate sweatshirts
1.00 / 1 EA 19,466.50
Page: 5 of 6 Open Item Contract number/print date: WA00034777 / 08/16/2024
Docusign Envelope ID: B14A9D5C-D195-4B54-B750-8A8285A9C55B
1.BID/QUOTE/PROPOSAL/GENERAL CONDITIONS: All of the
terms and conditions of the bid, quote, or proposal against which this
purchase document is applied, are hereby incorporated.
2.SALES TAX NOT INCLUDED: Unless otherwise definitely specified,
the unit prices do not include California sales and use tax or
Sacramento County sales and use tax.
3.CASH DISCOUNTS: In connection with any cash discount specified
on this quote, time will be computed from the date of complete
delivery of the supplies or equipment as specified, or from date correct
invoices are received in the County Auditor's Office if the latter date is
later than the date of delivery. For the purpose of earning the
discount, payment is deemed to be made on the date of mailing of the
County warrant or check.
4.AMERICANS WITH DISABILITIES ACT: As a condition of accepting
a purchase order from the County of Sacramento, the contractor
certifies that their business entity is in compliance with the Americans
With Disabilities Act of 1990, as amended. Failure to certify shall
prohibitthe award of a purchase order to the contractor.
5.HOLD HARMLESS: The contractor shall hold the County of
Sacramento, its officers, agents, servants and employees harmless
from liability of any nature or kind because of use of any copyrighted,
or uncopyrighted composition, secret process, patented or unpatented
invention, articles or appliances furnished or used under this order,
and agrees to defend, at his own expense, any and all actions brought
against the County of Sacramento or himself because of the
unauthorized use of such articles.
6.DEFAULT BY CONTRACTOR: In case of default by contractor, the
County of Sacramento may procure the articles or services from other
sources and may deduct from any monies due, or that may thereafter
become due to the contractor, the difference between the price named
in the contract or purchase order and actual cost thereof to the County
of Sacramento. Prices paid by the County shall be considered the
prevailingmarket price at the time such purchase is made. Periods of
performance may be extended if the facts as to the cause of delay
justify such extension in the opinion of the Purchasing Agent.
7.RIGHT TO AUDIT: The County of Sacramento reserves the right to
verify, by examination of contractor's records, all invoiced amounts
when firm prices are not set forth in the purchase agreement.
8.ASSIGNMENT: (a) This award is not assignable by contractor either
in whole or in part, without the prior written approval of the
Purchasing Agent of the County of Sacramento. (b) In submitting a
quote to a public purchasing body, the quoter offers and agrees that if
the quote is accepted, it will assign to the purchasing body all rights,
title, and interest in and to all causes of action it may have under
Section 4 of the Clayton Act (15 U.S.C. Sec.15) & the Cartwright Act
(Chapter 2 [commencing with Section 16700] of part 2 of Division 7 of
the Business and Professions Code), arising from the purchases of
goods, materials, or services by the quoter for sale to the purchasing
body pursuant to the quote. Such assignment shall be made and
become effective at the time the purchasing body tenders final
payment.
9.APPLICABILITY TO HEIRS: Time is of the essence of each and all
the provisions of this agreement, and, subject to the limitations of
Paragraph 8, the provisions of this agreement shall extend to and be
binding upon and inure to the benefits of the heirs, executors,
administrators, successors, and assigns of the respective parties
hereto.
10.F.E.T. EXEMPTION: Sacramento County is exempted from payment
of Federal Excise Tax. No Federal tax shall be included in price.
11.CHARGES NOT INCLUDED ON FACE NOT ACCEPTABLE: No
charge will be accepted for packing, boxing, or cartage, except as
specified in the Notice of Award. Freight collect shipments will not be
accepted. Merchandise will not be accepted if payment is to be made
at the time ofdelivery.
12.TITLE: Except as otherwise expressly provided herein, title to and
risk of loss on all items shipped by seller to buyer shall pass to the
buyer upon buyer's inspection and acceptance of such items at buyer's
building.
13.CHANGES WITHOUT NOTICE PROHIBITED: No changes in price,
quantity or merchandise will be recognized by the County of
Sacramento without written notice of acceptance thereof prior to
shipment.
14.ALL UNDERSTANDINGS IN WRITING: It is mutually understood and
agreed that no alteration or variation of terms of this award shall be
valid unless made in writing and signed by the parties hereto, and that
no oral understandings or agreements not incorporated herein, and no
alterations or variations of the terms hereof unless made in writing
between the parties hereto shall be binding on any of the parties hereto.
15.FORCE MAJEURE: The contractor will not be held liable for failure or
delay in the fulfillment of conditions of purchase order/contract if
hindered or prevented by fire, strikes, or Acts of God.
16.INVOICING: Upon submission of itemized invoices, in duplicate,
payment shall be made of the prices stipulated herein for supplies
delivered and accepted or services rendered and accepted, less
deductions, if any, as herein provided. Payment on partial deliveries
may be made whenever amounts due so warrant or when requested by
the vendor and approved by the Purchasing Agent.
17.SPECIAL CONDITIONS: Buyer's standard terms and conditions shall
govern any contract awarded. If, after award of contract, contractor
provides additional terms or conditions, they shall be considered void.
To the extent not otherwise stated in the contract, the California
Commercial code shall apply.
18.INFORMATION TECHNOLOGY ASSURANCES: Contractor shall take
all reasonable precautions to ensure that any hardware, software,
and/or embedded chip devices used by contractor in the performance of
services under this agreement, other than those owned or provided by
County, shall be free from viruses. Nothing in this provision shall be
construedto limit any rights or remedies otherwise available to County
under thisagreement.
19.CHILD, FAMILY, AND SPOUSAL SUPPORT: Contractor hereby
certifies that either: (a) The Contractor is a government or non-profit
entity; or (b) the Contractor has no Principal Owners (25% or more);
or (c) each Principal Owner (25% or more) does not have any existing
child support orders; or (d) Contractor's Principal Owners are currently
in substantial compliance with any court-ordered child, family and
spousal support order, including orders to provide current residence
address, employment information, and whether dependenthealth
insurance coverage is available. If not in compliance, PrincipalOwner
has become current or has arranged a payment schedule with the
Department of Child Support Services or the court. New Contractor shall
certify that each of the following statements is true: (a) Contractor has
fully complied with all applicable state and federal reporting
requirements relating to employment reporting for its employees; and
(b) Contractor has fully complied with all lawfully served wage and
earnings assignment orders and notices of assignment and will continue
to maintain compliance. NOTE: Failure to comply with state and federal
reporting requirements regarding Contractor's employees or failure to
implement lawfully served wage and earnings assignment orders or
notices of assignment constitutes a default under any contract with the
County. Failure to cure such default within 90 days of notice by the
County shall be grounds for termination of contract.
20.COMPLIANCE WITH ALL LAWS, LICENSES AND PERMITS: In the
performance of their duties, Contractor shall comply with all applicable
federal, state, and county statutes, ordinances, regulations,directives,
and lawsand this contract shall be deemed to be executed within the
State of California and construed with and governed by the laws of the
State of California. Contractor shall possess and maintain necessary
licenses, permits, certificates and credentials required by the laws of the
UnitedStates, the State of California, County of Sacramento and all
other credentials required by County. Failure to comply with all laws,
licenses and permits shall be deemed a breach of this Agreement and
constitutes grounds for the termination of this Contract.
Page: 6 of 6 Open Item Contract number/print date: WA00034777 / 08/16/2024
PURCHASE ORDER/CONTRACT
GENERAL CONDITIONS
Docusign Envelope ID: B14A9D5C-D195-4B54-B750-8A8285A9C55B
WA00034777 - Bob Barker Co
Price List Effective October 5, 2016
Page 1 of 4
Item Description U/M Catalog
Number Price Price Price Price Remark
Clothing
Medium Each NPOS-M $4.39 $4.57 $5.64 $5.87
Catalog Number updated on
8/13/2019
Large Each NPOS-L $4.39 $4.57 $5.64 $5.87
XL Each NPOS-XL $4.39 $4.57 $5.64 $5.87
2XL Each NPOS-2XL $4.39 $4.57 $5.64 $5.87
3XL Each NPOS-3XL $4.39 $4.57 $5.64 $5.87
4XL Each NPOS-4XL $4.39 $4.57 $5.64 $5.87
5XL Each NPOS-5XL $4.69 $4.88 $5.64 $5.87
6XL Each NPOS-6XL $4.69 $4.88 $5.64 $5.87
White Striped Shirt in
Medium Each JTOWSNP-M $4.39 $4.57 $5.64 $5.87
Large Each JTOWSNP-L $4.39 $4.57 $5.64 $5.87
XL Each $4.39 $4.57 $5.64 $5.87
2XL Each $4.39 $4.57 $5.64 $5.87
3XL Each $4.39 $4.57 $5.64 $5.87
4XL Each $4.39 $4.57 $5.64 $5.87
Small - XL Pair M, TOT-L, $5.67 $5.90 $6.79 $7.06
2XL Pair TOT-2XL $5.67 $5.90 $6.79 $7.06
162.5 Pair TOT-3XL $5.67 $5.90 $6.79 $7.06
4XL Pair TOT-4XL $5.67 $5.90 $6.79 $7.06
5XL Pair TOT-5XL $5.67 $5.90 $6.79 $7.06
Docusign Envelope ID: B14A9D5C-D195-4B54-B750-8A8285A9C55B
WA00034777 - Bob Barker Co
Price List Effective October 5, 2016
Page 2 of 4
Item Description U/M Catalog
Number Price Price Price Price Remark
Small - XL Pair M, TNT-L, $5.67 $5.90 $6.79 $7.06
2XL Pair TNT-2XL $5.67 $5.90 $6.79 $7.06
3XL Pair TNT-3XL $5.67 $5.90 $6.79 $7.06
4XL - 5XL Pair $5.67 $5.90 $6.79 $7.06
Kitted Short-Sleeve Polo
Small - XL Each $5.40 $5.40 $6.94 $7.22
2XL Each $6.99 $6.99 $8.12 $8.44
3XL Each $6.99 $6.99 $8.12 $8.44
4XL Each $6.99 $6.99 $8.12 $8.44
XL Dozen 63-XL $32.40 $32.40 $41.42 $43.08 Sold in dozen
2XL Dozen 63-2XL $33.84 $33.84 $41.42 $43.08
3XL Dozen 63-3XL $34.56 $34.56 $41.42 $43.08
4XL Dozen 63-4XL $36.84 $36.84 $41.42 $43.08
White Tube Sock Dozen 1700-W $4.16 $4.16 $5.23 $5.44 Tube Sock 21”
Dark Colors Paper
Jumpsuit in Sizes 3XL Each 3575-3XL $1.19 $1.19 NA NA Item removed due to market
instability on 10/12/2021.
Small Pair J618-S $3.60 $3.74 $4.89 $5.09
Medium Pair 618-M $3.60 $3.74 $4.89 $5.09
Large Pair 618-L $3.60 $3.74 $4.89 $5.09
XL Pair 618-XL $3.66 $3.81 $4.89 $5.09
2XL Pair 618-2XL $4.55 $4.73 $5.75 $5.98
3XL Pair 618-3XL $4.55 $4.73 $5.75 $5.98
4XL Pair 618-4XL $4.60 $4.78 $5.75 $5.98
Docusign Envelope ID: B14A9D5C-D195-4B54-B750-8A8285A9C55B
WA00034777 - Bob Barker Co
Price List Effective October 5, 2016
Page 3 of 4
Item Description U/M Catalog
Number Price Price Price Price Remark
5XL Pair J618-5XL $4.60 $4.78 $5.75 $5.98
Footwear
Pair 155NV-SIZE $3.21 $3.26 $3.99 $4.15
V-Strap Thongs Pair 1800-SIZE $0.49 $0.49 $0.69 $0.72 Sold in dozen
Pair $2.18 $2.18 $3.33 $3.46
Pair BB888-SIZE $1.39 $1.39 NA NA
Bedding and Linen
Mattress Cover Each VMC30724 $9.77 $10.75 $12.36 $12.85 Mattress 75"x30"x4"
Isolation/Suicide Cell Each 505 $66.00 $66.00 $75.90 $78.94
Isolation/Suicide Cell Each SB5480 $60.25 $60.25 $71.72 $74.59
Mattress 1. Size 75"x30"x4"
2. Add $11 each for recycle
Mattress
(mattress recycle fee not
included)
Each PJM30754 $34.50 $37.95 $63.03 $65.60
$63.03 effect March 7, 2022
Price updated from $63.03 to
th
(mattress recycle fee not Each SSCM30754P $57.50 $63.25 $103.38 $107.52
Personal Hygiene
Product
Hair & Scalp
Conditioner, Bergamot, Case 024 $20.64 $20.64 $22.72 $23.63
14.8 Oz Each, 12 per Case LB92151 $13.98 $13.98 $18.67 $19.51 Catalog Number updated on
6/14/2021
Absorbency, Cardboard Case SBTPX500 $45.08 $45.08 $54.45 $56.63
Clear Handle, Nylon
Bristle Brush, 30-Tuft,
Medium, 144 per Pack,
Case BB28 $56.60 $56.60 $65.10 $67.70
Docusign Envelope ID: B14A9D5C-D195-4B54-B750-8A8285A9C55B
WA00034777 - Bob Barker Co
Price List Effective October 5, 2016
Page 4 of 4
Item Description U/M Catalog
Number Price Price Price Price Remark
Toothbrush Cover, Ivory
Color, 1,440 per Case Case NTBC $67.50 $67.50 $77.60 $80.70
Case RD7990 $26.62 $26.62 $33.61 $34.95
Case AG467 $38.60 $38.60 $72.33 $75.22
Case JZ-1155 $109.80 $109.80 $126.27 $131.32
Notes:
1. Delivery Time: 3 to 30 days
2. Miscellaneous Inmate and Detention Supplies - 10% discount off the current product catalog price, with the
exclusion of furniture and metal product lines.
Docusign Envelope ID: B14A9D5C-D195-4B54-B750-8A8285A9C55B
COUNTY OF SACRAMENTO
Contract #WA00034777
for
Inmate and Detention Supplies, Solutions and Services
with
Bob Barker Co.
Effective: 10/5/2016
The following documents comprise the executed contract between the County of Sacramento
and Bob Barker, effective 10/05/2016:
I. Contract No. WA00034777
II. Technical Response
III. Supplier’s Response to the RFP, incorporated by reference
1025 ESCOBAR STREET
MARTINEZ, CA 94553CONTRA COSTA COUNTY
Legislation Details (With Text)
File #: Version:124-3459 Name:
Status:Type:Consent Item Passed
File created:In control:10/2/2024 BOARD OF SUPERVISORS
On agenda:Final action:10/22/2024 10/22/2024
Title:APPROVE and AUTHORIZE the Purchasing Agent, or designee, to execute on behalf of the Public
Works Director, a lease agreement with Canon Solutions America in an amount not to exceed
$5,000,000, to lease Canon printers for the period November 1, 2024 through October 31, 2031,
Countywide. (100% User Departments)
Attachments:1. 2024-10 All Addendums Exhibit Z PPS MasterAgreement for Contra Costa - CORRECTED, 2.
Contra Costa CFS 1534 Schedue to Master 494282-1, 3. County of Contra Costa California - Master
Lease, 4. Muni Fiscal Funding Addendum - County of Contra Costa California, 5. 2024- 05 County of
Contra Costa - Print & Mail - Complete Proposal, 6. No Contract number - sole source signed 6 12 24
Action ByDate Action ResultVer.Tally
approvedBOARD OF SUPERVISORS10/22/2024 1 Pass
To:Board of Supervisors
From:Warren Lai, Public Works Director/Chief Engineer
Report Title:APPROVE a Lease Agreement with Canon Solutions America
☒Recommendation of the County Administrator ☐ Recommendation of Board Committee
RECOMMENDATIONS:
APPROVE and AUTHORIZE the Purchasing Agent, or designee, to execute on behalf of the Public Works
Director, a lease agreement with Canon Solutions America, effective November 1, 2024 through October 31,
2031, in an amount not to exceed $5,000,000, to lease Canon printers varioPRINT iX3200 Inkjet, imagePRESS
V1000, and varioPRINT 6180 TPxp.
FISCAL IMPACT:
The cost is initially charged to the General Fund but recovered through charges to the County Departments.
(100% User Departments)
BACKGROUND:
Due to the corporate restructuring of Xerox Corporation, they will no longer be producing or servicing their
line of Nuvera and Baltora printers, leaving Print& Mail Services without comparable replacements within their
diminishing product line. In response to this, Canon Solutions American was the only vendor to propose a
replacement inkjet and two toner machines for a shop-wide solution for our printing needs.
The Canon varioPRINT iX3200 Inkjet, imagePRESS V1000, and varioPRINT 6180 TPxp printers will serve as
replacements for several Print & Mail Services current equipment leases, greatly expanding our printing
CONTRA COSTA COUNTY Printed on 12/11/2024Page 1 of 2
powered by Legistar™
File #:24-3459,Version:1
capabilities and efficiency while also reducing our operating costs. Canon is the only authorized seller and
servicer of the iX3200 inkjet; Having all machines leased and serviced from the manufacturer ensures that our
machines are serviced in a timely manner by qualified technicians. With these printers’ lower click-rate and
monthly maintenance charges, Print & Mail will save an estimated $31,000 per year in comparison our current
lease agreement with Xerox.
This lease agreement covers the purchase of the above equipment and applicable software, the buyout of the
Xerox Baltoro contract, on-site machinery removal, needed building improvements, and CSA maintenance
services for the duration of the contract. In the case of conflict within the terms of this contract, either party has
a 2-year time limit to act as per section 16 of Exhibit Z.
CONSEQUENCE OF NEGATIVE ACTION:
If this lease agreement is not approved, Print & Mail will have to maintain its current leases on the outdated
equipment, leading to decreased product reliability and the possible rise in expenses for repair and replacement.
CONTRA COSTA COUNTY Printed on 12/11/2024Page 2 of 2
powered by Legistar™
CSAPPS 100722 Page1 of 9
Exhibit Z PPS MASTER AGREEMENT INCLUDING ADDENDUM
CSA’s Production Print Solutions (“PPS”) Division is located at:
4560 Communications Avenue, Suite 100.
Boca Raton, FL 33431
1. Terms of Master Agreement
CSA and Customer agree that this Exhibit Z Master Agreement (“Agreement”) and any related Equipment Purchase, Maintenance and
Software License Schedule and Addendums (“Exhibit Z”) govern, as applicable, Customer’s purchase of Equipment, license of Software
and/or purchase of Professional Services or maintenance support services identified on the applicable Schedule or PPS-approved
Purchase Order. This Agreement shall become effective and legally binding as soon as (a) it is signed by Customer and (b) it is
countersigned by CSA; or (c) upon CSA’s delivery and Customer’s acceptance of the Equipment/Software set forth on an applicable
Schedule or PPS-approved Purchase Order or performance of any maintenance set forth on an applicable Schedule or PPS-approved
Purchase Order, whichever occurs first. All acquisitions are subject to credit approval.
“Equipment” means hardware that is New/Newly Manufactured, Factory Produced New Model, Like New, Remanufactured, Refurbished
or Used. “New/Newly Manufactured” shall mean equipment that has been newly assembled and which may contain a limited number o f
used components that have been thoroughly inspected and tested to assure product performance and reliability specifications. “Fac tory
Produced New Model” shall mean equipment that has been subject to a process of disassembly, cleaning, refinishing, replacemen t of
defective components with new or used components and has been converted to new -model status. Such equipment is newly serialized
equipment. Customer is the first user of this equipment, which is fully tested to assure product performance and reliability specifications.
“Like New” means equipment previously on trial, used as a demo unit, shown at a trade show or equipment with nominal foot/cop y count.
All Like New equipment has been maintained by CSA, has not been pre-owned by any other party and has a nominal foot/copy count
from a controlled pre-production environment. “Remanufactured” shall mean equipment that has been subject to a process of
disassembly, cleaning, refinishing, and replacement of defective components with new or used components and is fully tested to assure
product performance and reliability specifications. Meters have been reset to zero. “Refurbished” means equipment that has b een under
CSA maintenance and has been tested to ensure full functionality and reliability to specifications. “Used” means equipment that has been
maintained under CSA’s authorized technical standards. Used equipment is offered without warranty.
If other than New/Newly Manufactured, the equipment type shall be set forth on the Schedule or PPS-approved Purchase Order.
“Software” means each software program, provided with the Equipment and/or listed in a Schedule or PPS-approved Purchase Order,
and any Software revisions or updates related thereto. “Documentation” means documents and other materials CSA provides to
Customer to support Customer’s use of Equipment or Software.
“NOLI Products” means non-CSA listed items, which may include hardware, software (and specifically third party software), equipment,
supplies, service, warranty, network equipment and other items not listed in CSA’s price list and which are designated as such on the
Schedule or PPS-approved Purchase Order. NOLI Products are provided as a convenience to Customers and are not eligible for CSA
warranty or maintenance and accordingly Customer waives any claim it might have against CSA for any loss, damages or expenses
caused by NOLI Product(s).
2. Delivery; Risk of Loss; Insurance
Customer is responsible for freight, delivery and rigging charges. Risk of loss shall pass to Customer upon delivery to Customer’s loading
dock. From the time of delivery until Customer’s payment obligations have been satisfied, Customer agrees (a) to give CSA prompt written
notice of any damage to or loss of the Equipment or any occurrence arising from the possession, use, or operation of the Equi pment
resulting in death, bodily injury or damage to property; and (b) to maintain, at its expense, comprehensive g eneral liability including
property insurance covering the Equipment in an amount at least equal to the Equipment purchase price. Delivery dates are es timates
only, and CSA shall not be liable for delays in delivery due to causes beyond CSA’s reasonable control.
3. Installation and Site Preparation
(a) CSA shall install the Equipment at the location identified on the applicable Schedule or PPS-approved Purchase Order ("Equipment
Location"). Installation shall be deemed complete when the Equipment has been installed and is ready for commercial operation.
Customer shall furnish a suitable installation site in accordance with CSA’s power, environmental, and other requirements. All site
preparation, including appropriate space requirements, electrical wiring, air conditioning, required venting or special duct work and
necessary permits or approvals, is Customer’s responsibility.
(b) For Software installed at a Customer location, installation shall be deemed complete when the Software has been installed and is
ready for commercial operation. For all other Software, installation shall be deemed complete when Customer is provided ins tructions on
how to access and/or download the Software.
(c) Additional Customer operator training is available from CSA at its training rate in effect at the time of such training pursuant to Section
13, Educational Services.
4. Payment and Taxes
(a) Payments are due thirty (30) days from the date invoiced. Invoicing will occur after completion of Equipment or Software installation
(as applicable). Should Customer request a third party act as its agent for receiving or paying invoices, CSA may approve such request
in its sole discretion, and CSA’s approval is conditioned on: (i) Customer’s payment of an administrative charge (including reimbursement
of any costs or charges CSA incurs associated therewith), which shall be considered charges under this Agreement; (ii) no modifications
(other than addresses) to the terms and conditions of this Agreement; and (iii) Customer remaining liable for all of its obligations under
this Agreement. Unless otherwise agreed to in writing in a Schedule or PPS-approved Purchase Order, Service Charges shall start billing
and Customer shall start payment upon such completion of installation. Monthly maintenance charge(s) (“Monthly Maintenance
Charge(s)”) and monthly usage charge(s) (“Monthly Usage Charge(s)”) (collectively “Service Charges”) are billed for full peri ods (monthly,
CSAPPS 100722 Page2 of 9
quarterly, semi annual or annual). Monthly Maintenance Charges are billed in advance and Monthly Usage Charges are billed in arrears.
If Equipment is installed on other than the first of the month, then the period from the install date to the end of the month shall be the
“Interim Period”. Customer shall pay CSA an amount equal to the Monthly Maintenance Charges divided by thirty (30) days and multiplied
by the number of days in this “Interim Period”. Monthly Usage Charges shall also be charged according to the meter reading for this
Interim Period. If applicable, CSA shall be entitled to acquire meter readings using Remote Software or if it does not communicate with
CSA for any reason, Customer shall provide meter readings by the last calendar day of each month by a CSA approved method. Should
such meter reading not be provided in a timely fashion, Monthly Usage Charges will be reasonably estimated and billed by CSA, and
payment will be made based upon such estimation . Upon receipt of the actual meter reading, CSA shall adjust Customer’s account as
applicable. Notwithstanding any other provision herein and in addition to Service Charges, CSA may, upon thirty (30) days notice to
Customer, assess a fuel surcharge to offset increases in fuel expenses. Once per twelve-month period following the effective date of this
Agreement (regardless of the initial maintenance term set forth in a Schedule or PPS-approved Purchase Order), upon thirty (30) days
prior written notice, CSA may adjust pricing for Service Charges and/or Software support fees by a maximum of fifteen percent (15%).
Customer agrees to pay on demand, as a late charge, 1.5% per month limited by the maximum rate permitted by law, on all overd ue
payments whether such payments are due prior to or after a Default. CSA may withhold service under this Agreement in whole or in part
until any overdue payment is received by CSA. All payments shall be made at the office of CSA set forth in an invoice, or at any other
place designated by CSA.
(b) Customer agrees to pay or reimburse CSA for all fees, duties, privilege, sales, use, excise, stamp, and other similar taxes and charges
now or hereafter imposed upon this transaction or relating to the ownership, sale, use or operation of Equipment (exclusive o f franchise
taxes or taxes based upon CSA’s net income).
5. Warranty; Limitation of Liability
Sections 5.1 – 5.3 do not apply to NOLI Products.
5.1 Equipment Warranty
CSA warrants that on completion of installation Equipment will be (1) in material conformance with the manufacturer's published
specifications, (2) qualified for CSA's standard maintenance services and (3) free from material defects in workmanship and materials.
All parts found to be defective during installation shall be repaired or replaced at the option of CSA. All parts replaced under this warranty
shall become the property of CSA. Customer's sole and exclusive remedy for breach of the foregoing warranty shall be to reject the
Equipment and cancel the affected Equipment Schedule or PPS-approved Purchase Order at the time installation is completed. In no
event shall a breach of this warranty give rise to a claim for damages against CSA. The warranty set forth herein does not apply to Used
Equipment and is conditioned upon Customer giving prompt written notice to CSA of any discovered defects at the time installation is
complete. Unless otherwise agreed to in writing, CSA will not perform repairs or parts replacement for defects or damage resulting from
(i) alteration, relocation, repairs, or use of parts, software or services not provided by CSA or its authorized representative, (ii) accident,
(iii) abuse, willful misconduct, or negligence.
5.2 Software Warranty
(a) CSA warrants that upon installation the Software will materially conform to CSA’s then current published specifications, provided the
Software is properly installed (if installed by Customer) and used. CSA does not warrant that (i) Software will meet Customer’s
requirements or that operation of the Software will be uninterrupted or error -free or (ii) that any Software-related services rendered
hereunder will result in improvements in Software or in the solution to any problems Customer may encounter in the use of Equipment or
Software.
(b) CSA warrants that prior to installation, CSA has tested the Software using commercially available virus detection programs and no
viruses were found.
(c) The entire liability of CSA, and the sole remedy of Customer, in the event of breach of any warranty in this Section 5.2 shall be CSA’s
use of commercially reasonable efforts to correct or replace the non-conforming Software within a reasonable period of time after receiving
written notice from Customer and if those efforts are unsuccessful, CSA shall refund the Software License Fee paid by Customer to CSA
(if any) less a reasonable fee for the period of use (based on depreciation deducted over a five year straight line basis), provided Customer
ceases all use of and returns the Software to CSA.
5.3 Service Warranty
CSA warrants that services will be provided in a good and workmanlike manner consistent with industry practices. CSA further warrants
that all material and parts furnished pursuant to this Agreement will be in good working order at the time of installation, and CSA’s
obligation is limited to the repair or replacement of any material or part which does not conform to this warranty. CSA shall have no
liability to the extent Customer’s acts or omissions contributed to a breach of this warranty.
5.4 Disclaimer
THE WARRANTIES SET FORTH IN THIS AGREEMENT ARE IN LIEU OF ALL OTHER WARRANTIES, EXPRESS, IMPLIED OR (TO
THE EXTENT ALLOWED BY LAW) STATUTORY, INCLUDING BUT NOT LIMITED TO THE IMPLIED WARRANTIES OF
MERCHANTABILITY, NON-INFRINGEMENT, AND FITNESS FOR A PARTICULAR PURPOSE.
5.5 Limitation of Liability
(a) NEITHER PARTY SHALL BE LIABLE, WHETHER IN CONTRACT, TORT (INCLUDING NEGLIGENCE), STRICT LIABILITY OR ANY
OTHER LEGAL THEORY, (I) FOR LOSS OF USE, OF DATA (INCLUDING HD DATA AS DEFINED IN SECTION 9.3), OR OF REVENUE
OR PROFIT (EXCEPT AS TO REVENUE OR PROFIT ARISING FROM THE TRANSACTIONS HEREUNDER), OR (II) FOR ANY
OTHER LOSS OR COST OF A SIMILAR TYPE, OR (III) FOR DAMAGES SUFFERED OR CLAIMED TO HAVE BEEN SUFFERED BY
ANY THIRD PARTY INCLUDING CUSTOMERS OF CUSTOMER, EVEN IF SUCH PARTY WAS ADVISED OF THE POSSIBILITY OF
THE OCCURRENCE OF SUCH DAMAGES.
(b) EACH PARTY’S MAXIMUM LIABILITY FOR ANY CLAIM FOR DAMAGES RELATING TO ITS PERFORMANCE OR NON-
PERFORMANCE UNDER THIS AGREEMENT SHALL BE LIMITED: (A) WITH REGARD TO EQUIPMENT, TO THE PURCHASE PRICE
CSAPPS 100722 Page3 of 9
OF THE EQUIPMENT; (B) WITH REGARD TO SOFTWARE, TO THE LICENSE FEE OF THE SOFTWARE; (C) WITH REGARD TO
MAINTENANCE SERVICES, TO AN AMOUNT EQUAL TO TWELVE (12) MONTHS OF MONTHLY MAINTENANCE CHARGES FOR
THE RELATED EQUIPMENT, SOFTWARE OR SERVICES GIVING RISE TO SUCH DAMAGES; AND (D) WITH REGARD TO
PROFESSIONAL SERVICES, TO THE AMOUNT PAID FOR THE PROFESSIONAL SERVICES GIVING RISE TO SUCH DAMAGES.
(c) THE LIMITATIONS SET FORTH IN SECTIONS 5.5 (a) AND 5.5(b) ABOVE SHALL NOT APPLY TO OR LIMIT THE LIABILITY OF A
PARTY FOR: (I) BODILY INJURY (INCLUDING DEATH) OR DAMAGE TO REAL OR TANGIBLE PERSONAL PROPERTY TO THE
EXTENT CAUSED BY A PARTY’S NEGLIGENCE OR WILLFUL MISCONDUCT OR (II) CLAIMS ARISING UNDER SECTION 8
(“INTELLECTUAL PROPERTY INFRINGEMENT CLAIMS”), OR (III) ANY VIOLATION BY CUSTOMER OF THE LICENSES GRANTED
IN SECTION 9.1 HEREIN; or (IV) ANY THIRD-PARTY CLAIMS.
(d) NEITHER PARTY SHALL BE LIABLE FOR INDIRECT, SPECIAL, PUNITIVE, EXEMPLARY, LIQUIDATED, INCIDENTAL OR
CONSEQUENTIAL DAMAGES.
6. Title; Security Interest; Trade-in
(a) Title to Equipment shall pass to Customer upon payment in full. CSA shall retain a first priority security interest in the Equipment (as
described more fully herein and in a Schedule or PPS-approved Purchase Order) and in all proceeds therefrom until all purchase
payments due CSA have been made. As security for the payment of all amounts due to CSA, Customer hereby grants to CSA a purc hase
money security interest in the Equipment including all accessories, attachments, replacements, substitutions, modifications and additions
thereto and in all proceeds thereof (including insurance proceeds). To the extent permitted by applicable law, Customer hereby authorizes
CSA to file with the appropriate governmental authorities any and all financing statements necessary to evidence or perfect CSA’s security
interest in the Equipment including attachments, replacements, substitutions, modifications and additions thereto. Prior to making full
payment, Customer shall not move the Equipment or Software from the Equipment Location without first obtaining prior written consent
from CSA.
(b) Customer represents and warrants that any trade-in equipment is free and clear of all liens and encumbrances of any kind and that
marketable title shall vest in CSA or its designee upon CSA's or its designee’s receipt of the trade-in equipment. Customer shall be
responsible for related freight charges, and trade-in equipment shall be packed in accordance with the manufacturer's specifications.
7. Default and Remedies
(a) Any of the following shall constitute a default by Customer ("Default"): (i) failure to pay any amounts when due; or (ii) fa ilure to
comply with any material provisions or perform any of its material obligations arising under this Agreement or under any other documents
or agreements relating to this Agreement. As to any such Default that is suitable for remedy, Customer shall cure such Default with all
due dispatch, and in any event within thirty (30) days thereof.
(b) As to any uncured Default, CSA may exercise any one or more of the following remedies (which remedies shall be cumulative): (i)
terminate this Agreement and/or any applicable Schedule or PPS-approved Purchase Order; (ii) declare all amounts due from Customer,
immediately due and payable in full; (iii) exercise any other right or remedy available to it under any applicable law or proceed by
appropriate court action to enforce this Agreement or recover damages for breach thereof. Further, if the Default is for unpa id Equipment
and/or unpaid Software license fees, CSA may exercise any one or more of these additional remedies: (i) secure peaceable repossession
and removal of the Equipment/Software by CSA or its agent without judicial process; (ii) suspend, limit or terminate access to and use of
any Software hosted by CSA or any of its third party hosting services providers; (iii) sell, lease or otherwise dispose of the
Equipment/Software at public or private sale without advertisement or notice except as required by law, upon such terms and at such
place as CSA may deem advisable and CSA may be the purchaser at any such sale; (iv) require Customer to pay all expenses, including
legal fees and costs, in connection with the Equipment/Software relating to its retaking, refurbishing, selling or the like. To the extent
permitted by applicable law, Customer waives all rights it may hav e to limit or modify any of CSA’s rights and remedies under this
Agreement, including but not limited to, any right to require CSA to dispose of the Equipment/Software or otherwise mitigate its damages.
8. Intellectual Property Infringement Claims
(a) CSA shall defend, indemnify and hold harmless Customer, its officers, employees, agents, and representatives against any third
party claim that the Equipment or Software (but specifically excluding NOLI Products) infringes a third party’s United States patent,
copyright or other intellectual property right and CSA shall pay resulting costs, damages and attorneys’ fees finally awarded, provided
that Customer promptly notifies CSA in writing of the claim and fully cooperates with CSA and CSA has sole control of the defense and
all related settlement negotiations. CSA’s obligation under this Section is conditioned on Customer’s agreement that if such
Equipment/Software, or the use thereof, becomes, or in CSA’s opinion is likely to become, the subject of such a claim, Customer shall
permit CSA, at CSA’s option and expense, either to procure the right for Customer to continue using the Equipment/Software or to replace
or modify the Equipment/Software so that it becomes non-infringing, and if neither of the foregoing alternatives is available on terms wh ich
are reasonable in CSA’s judgment, Customer shall return the Equipment/Software upon request by CSA, or CSA may terminate access
to and use of any Software hosted by CSA or a third party hosting services providers. Upon such return or termination, CSA shall refund:
(i) the applicable Equipment purchase price or (for Software licensed on a perpetual basis) the Software license fee, each to the extent
paid by Customer, less depreciation deducted on a five year straight -line basis or (ii) for Software licensed on a subscription basis, CSA
will return any prepaid but unused subscription license fees as of the date use of or access to the Software is terminated . CSA shall have
no liability for any claim based upon or any damages attributable to: (i) the combination, operation or use of the Equipment or Software
with equipment or software not supplied or authorized in writing by CSA; (ii) modification of the Equipment or Software; (iii) Equipment or
Software made, developed or modified pursuant to specifications or objectives furnished by Customer; or (iv) Customer’s throughput that
may infringe third party intellectual property rights. The foregoing states the entire obligation and liability of CSA with respect to
infringement of patents, copyrights or other intellectual property rights.
(b) Customer shall indemnify and hold CSA harmless from and against any liability and expense, including reasonable attorneys’ fees
incurred by CSA in connection with any claim that the Equipment or Software, or any part thereof, made, developed or modified pursuant
to specifications or objectives furnished by Customer (including Custom Software) infringes any third party’s patent, copyright or other
intellectual property right.
CSAPPS 100722 Page4 of 9
9. Grant of License; Confidentiality; Security
9.1 (a) CSA grants Customer a personal, non-exclusive, non-transferable, limited license to use the Software (in compiled object code
form) in the United States solely for its internal use and to use the Documentation in support of Customer’s authorized use of the Software
for the time period set forth in the Schedule or PPS-approved Purchase Order or, if no time period is set forth in the Schedule or PPS-
approved Purchase Order, until this Agreement is terminated in accordance with its terms or until Customer ceases using Software with
the Equipment. In addition to the Software, the Equipment identified in the Schedule or PPS-approved Purchase Order may contain other
software that is used in connection with the maintenance of the Equipment (the “Maintenance Software”). Customer hereby ackno wledges
and agrees that the Maintenance Software has been installed for the sole purpose of use by a field engin eer or technician authorized in
writing by CSA to maintain the Equipment. Customer is not granted, whether by license or otherwise, any right to access or use the
Maintenance Software for any purpose whatsoever, all rights to which are hereby expressly reserved by CSA. Any access or use of the
Maintenance Software or any part thereof by Customer or any other person, includi ng any person who purchases the Equipment from
the Customer, is strictly prohibited. The Software license granted hereunder may not be assigned by Customer without the written consent
of CSA and the payment of an additional license fee by the assignee (or subsequent licensee). No such additional license fee shall be
due for Software embedded in the Equipment in the form of firmware.
(b) Software, including all results, information, ideas, data and products of any services provided by CSA (excluding Customer’s data
throughput) shall be the sole property of CSA or its suppliers and shall be regarded by Customer as Confidential Information of CSA.
Customer shall not sell, transfer or otherwise make available the Software or Documentation to any third party and shall secu re and
protect them from disclosure and shall take such action as is necessary with its employees (including contractor s and temporary help)
and other persons permitted access to them to satisfy Customer’s obligations hereunder. Notwithstanding the foregoing, Customer is a
California public agency and is required to comply with the requirements of the California Public Records Act, Ralph M. Brown Act, and
Customer’s Better Government Ordinance, and other applicable laws. Notwithstanding anything to the contrar y in this Agreement, if
Customer receives a request for records under the Public Records Act or Better Government Ordinance, or a subpoena, discovery
request, or court order, that would require disclosure of the Software and/or Documents and/or any other written materials provided to
Customer or obtained by Customer from CSA: (a) Customer will notify CSA; (b) CSA shall have 10 days from receipt of that noti ce to
seek an order from the Contra Costa County Superior Court or Fede ral District Court for the Northern District of California preventing
disclosure of the Software and/or Documents; (c) if CSA fails to obtain a court order preventing disclosure of the Software a nd/or
Documents and/or any other written materials provided to Customer or obtained by Customer from CSA, Customer may disclose the
records to the extent required and such request for records, subpoena, discovery request, or court order without violating an y terms of
this Agreement or constitute a breach of confidentiality under this Agreement notwithstanding anything to the contrary in this Agreement.
Additionally, in the event of litigation, claims, negotiations, or mediation between CSA and Customer, Customer may disclose any records,
documents, deliverables, data, or other writings (as defined in the California Evidence Code) as determined by Customer to su pport its
claims or defenses, and, in any such action, CSA may seek a protective order. Customer may disclose the Software and Documentation
to its employees (including contractors and temporary help) only to the extent (a) such disclosure is necessary to enable Customer to use
the Software within the scope of the license granted herein and (b) any such parties agree that the Software is CSA’s confidential
information and agree to protect the Software pursuant to the terms set forth herein. Customer may make one copy of the Software in
machine readable form for backup and archival purposes as may be necessary to support Customer’s internal use of the Software with
the Equipment on which use is licensed. Customer shall not modify, use other than for purposes of this Agreement, reverse en gineer,
disassemble or decompile any Software in whole or in part. All Software is a “commercial component,” as this term is defined in 48 C.F.R.
§2.101, consisting of “commercial computer software” and “computer software documentation,” as such terms are defined in 48 C .F.R.
§252.227-7014(a)(1) and 48 C.F.R. §252.227-7014(a)(5), respectively, and used in 48 C.F.R. §12.212 and 48 C.F.R. §227.7202, as
applicable and all as amended from time to time. Consistent with 48 C.F.R. §12.212 and 48 C.F.R. §227.7202, and other releva nt
sections of the Code of Federal Regulations, as applicable, and all as amended from time to time, all U.S. Government entities acquire
Software only with those rights set forth in this Agreement.
(c) Upon expiration or termination of Customer’s license to use Software identified on any Schedule or PPS-approved Purchase Order,
Customer shall either (i) return the Software and Documentation, and all copies thereof, or (ii) certify to CSA in writing that the Software
and Documentation, and all copies thereof, have been destroyed. Upon expiration or termination of Customer’s license to use Software
hosted by CSA or a third party hosting services provider, customer’s right to access and use such Softwa re will be terminated. If
Customer requests that the Software be re-hosted (the installation of an existing software license onto a different hardware platform which
might be either a server or mainframe hardware platform) an additional Software license fee may be due from Customer. In order to
receive Software updates, fixes and enhancements (maintenance), Customer must continue to pay the license maintenance fee which is
identified in a Schedule or PPS-approved Purchase Order. If Customer discontinues paying the license maintenance fee, Customer will
not receive maintenance, however, Customer is permitted to use the Software "as is" with no obligation on the part of CSA with respect
to such use or maintenance. With respect to certain third party software, CSA is a reseller of such software. Customer's license for such
third party software is granted from the third party software provider.
9.2 Neither party will use for any purpose, other than performing this Agreement, or disclose to any third party except to the extent
Section 9.1(b) provides for such disclosure, any trade secrets or non-public information of the other party or its affiliates including, but not
limited to, marketing information and strategy, marketing models, product information, advertising and promotional copy, pric ing
information, financial information, customer lists, test results, and all other proprietary information, trade secrets and non -public
information (hereinafter referred to collectively as “Confidential Information”). If CSA believes any documentation is confidential, it shall
mark it as such. Each party agrees to restrict circulation of all Confidential Information within its own organization, except to the extent
necessary to perform its obligations, and in no case will any disclosure be made to any third party without the disclosing party’s prior
written consent, unless such disclosure is requested or required in any judicial or administrative proceeding or otherwise required by law.
Confidential Information shall not include information known to a party prior to disclosure hereunder; or wh ich is or becomes publicly
known through no wrongful act of the other party; or which is independently developed by a party as proven by its written records; or
which is disclosed to the other party by a third party without any breach of obligations of confidentiality . If there is any conflict between
this section and Section 9.1(b), Section 9.1(b) shall govern.
CSAPPS 100722 Page5 of 9
9.3 Hard Drive Security
Customer acknowledges that the hard drive (“HD”) on Equipment may retain images, content, or other data that you may store for
purposes of normal operation of the Equipment (“HD Data”), that CSA is not storing HD Data on Customer’s behalf, and that exposure or
access to the HD Data by CSA, if any, is purely incidental to the services performed by CSA. Neither CSA nor any of its affiliates has an
obligation to erase or overwrite HD Data prior to or upon Customer’s return of the Equipment to CSA or any leasing company or other
disposition of the Equipment. Customer is solely responsible for its HD Data. Various security features may be available for the Equipment
that Customer can utilize. Upon Customer’s request, CSA will provide information regarding related options (e.g. replacement HD) and
services, which might result in additional charges. The terms of this Section shall solely govern as to HD Data, notwithstanding that any
provisions of this Agreement or any separate confidentiality or data security or other agreement now or hereafter entered tha t could be
construed to apply to HD Data.
10. Professional Services
During the term of this Agreement, CSA may provide services to Customer as either “Implementation Services” or “Consulting Services”
(collectively, “Professional Services”).
(a) Implementation Services are rendered at or about the time of Equipment installation and may include (but shall not be limited to)
review of print applications, validation of hosts and network paths, validation of system configuration(s), and overview of p rinter/server
operation. The cost of Implementation Services shall be set forth on the applicable Schedule or PPS-approved Purchase Order and does
not typically require on-going maintenance.
(b) Consulting Services shall be provided as mutually agreed between CSA and Customer. Customer and CSA shall negotiate the
services to be provided and the cost to Customer, which shall be set forth in a Schedule or PPS-approved Purchase Order (or statement
of work attached thereto). The Schedule or PPS-approved Purchase Order shall include the completion date (if applicable), total cost, a
description of the work to be performed, acceptance criteria (if applicable) and maintenance charges (if applicable).
(c) If Consulting Services includes the creation or provision of custom software (defined for this section as “Custom Software”), these
terms also apply: (i) bug fixes are provided at no additional charge if maintenance support is included in the Schedule or PPS-approved
Purchase Order or statement of work for the Consulting Services and i f so, will be provided under the terms of Section 11.4(a); (ii)
examples of maintenance charges that may be charged for Custom Software would include software revisions under the same terms as
Section 11.4(b) and new software releases under the same terms as Section 11.4(c). Support for Custom Software does not include
moving the Custom Software to different equipment or operating system levels and does not include updates or upgrades of any third
party software or resolution of network errors not directly related to software. All support will be provided remotely. If on-site support for
Custom Software is required, CSA will charge its then published hourly service rates and minimum charges for service time, plus actual
travel expenses.
(d) Unless otherwise agreed to in writing, all ideas, improvements, know-how, discoveries, and techniques including without limitation,
computer programs, routines and code, developed in connection with Professional Services (“Deliverables” or Custom Software) shall be
owned by CSA, and upon creation thereof (and subject to Section 8(a)(iii) hereof), CSA grants to Customer a personal, non-exclusive,
non-transferable royalty-free limited license to use such Deliverables/Custom Software in the United States solely for internal use and
solely in conjunction with Equipment identified in a Schedule or PPS-approved Purchase Order. At Customer’s request, CSA will, under
the terms of such a license, make available to Customer information created as a result of Professional Services provided under this
Section 10, and affixed in a tangible medium of expression.
11. Maintenance
Should Customer purchase CSA maintenance support services for Equipment and/or Software, the following terms shall govern. CSA
services described herein may be rendered by CSA’s independent contractors.
11.1 Customer shall: (a) provide CSA reasonable and safe access, subject to Customer’s and governmental safety and security rules
and regulations, to the Equipment and/or Software for performance of maintenance as deemed necessary by CSA; (b) allow CSA to store
reasonable quantities of maintenance equipment and/or parts on Customer's premises; (c) provide a suitable environment for the
Equipment and/or Software in accordance with manufacturer’s environmental requirements; and (d) inform CSA promptly of an y operating
problems. Environmental conditions are critical to proper equipment operation and must be maintained per the product
specifications. Should Customer fail to maintain environmental conditions for the Equipment or if Customer fails to provide CSA access
to the Equipment as deemed necessary by CSA for preventive or remedial services , at its sole discretion, CSA may suspend service
coverage. Upon environmental remediation (or proper access to the Equipment), based on a CSA service evaluation, the Equipment
may require service due to the environmental conditions or lapse of service, which will be billed at current time and material rates pursuant
to Section 11.6 herein. Maintenance services on finishing equipment does not include replacement of or provision of parts that are
consumed during the operation of the finishing equipment. These parts include but are not limited to perf blades, cutter blades, dies,
punches, staples, stitch wire, and glue. Customer shall acquire such parts from the manufacturer/distributor directly.
11.2 Equipment Support
CSA shall provide Customer: (a) CSA's standard preventive maintenance services (“PM’s”), including labor and replacement parts to be
provided Monday – Friday during CSA’s standard business hours (the length and frequency of periods of time required for preventive
maintenance will be determined by CSA); (b) corrective maintenance coverage as indicated on the applicable Schedule or PPS-approved
Purchase Order, including labor and replacement parts (service on CSA holidays is available with advance notice to CSA and CSA shall
bill Customer at its then current hourly rates for holiday service); (c) firmware updates, including safety related updates, to Software
embedded in the Equipment as its operating system; and (d) engineering changes deemed necessary by CSA. Preventive maintenance
includes testing, adjusting, cleaning and replacement of components in accordance with the Equipment service specifications. PM’s
performed on weekends, holidays or between 5PM and 8:00AM (at Customer’s request) will be billed at CSA’s holiday rates in effect at
the time of such service. If by its act or failure to act Customer refuses or declines to permit installation of a safety change within thirty
(30) days of CSA’s request or if Customer removes or disables a safety change already installed, CSA may discontinue maintenance
support services for all Equipment until such unsafe condition has been corrected. All defective parts replaced during maintenance shall
become the property of CSA. Parts used for repair may be used or remanufactured in accordance with manufacturer’s specifications.
CSAPPS 100722 Page6 of 9
11.3
The Equipment may contain software that allows CSA to access the Equipment remotely (“Remote Software”). In such cases, Customer
authorizes CSA to use the Remote Software to (i) receive software updates and transmit use and service data accumulated by th e
Equipment over Customer’s network by means of an HTTPS (or other) protocol and (ii) store and analyze such data solely for CSA’s own
purposes related to servicing the Equipment and for product improvement. CSA does not have access to Customer data via Remote
Software. CSA only has access to internal printer data, which is Canon Confidential Information. Upon request, CSA can provide
Customer with a copy of a security white paper describing the Remote Software in more detail. It is Customer’s responsibility to protect
its network from all ingress and egress points, including the Remote Software network and CSA shall not be liable for any una uthorized
access by third parties (except to the extent such access is caused by CSA’s n egligence or willful misconduct. Failure to allow such
remote access may result in increased service fees and/or adversely affected repair times. Customer also authorizes CSA to accept on
Customer’s behalf, and Customer agrees to comply with, any licenses, terms of use and services, and privacy statements, which, unless
otherwise agreed in writing by CSA, shall solely control as to the matters contained therein, including those pertaining to a ny personal
data Customer may have shared in connection with the use of the Remote Software. For example, CSA utilizes the Canon Universal
Gateway 2 (“UGW2”) as a Remote Software through the UGW2 website, and the above authorization shall apply to the UGW2 Terms of
Use and Terms of Service, and the UGW2 Privacy Statement.
11.4 Software Support; Modifications
(a) CSA will use reasonable efforts to correct reproducible errors in any current, unaltered release of Software caused by a defect o r
malfunction which prevents Customer from operating the Software in a manner consistent with CSA’s then current published
specifications. CSA, in its sole discretion, shall choose the method to correct or replace the Software. These methods may include, but
are not limited to, telephone, remote and on-site support. Support of any Software modified by Customer or any third party not authorized
in writing by CSA, is not covered by this Agreement. If either Customer or a third party modifies the Software and, in CSA’s sole opinion,
such modification affects the performance of the Software, Customer shall pay CSA, at CSA’s then applicable rates, for all resulting
support services.
(b) CSA will make Software revisions available at no charge for Software deemed by CSA as “current” release versions to Customers
covered under an active CSA software maintenance contract. Software revisions shall be defined as enhancements, modifications,
updates, and improvements to the Software that CSA classifies as dot releases, meaning the Software revision code changes only in the
fractional portion of the program level (i.e. v1.20 >v1.25> v1.41, etc.) (“Dot Release”). Dot Releases may contain both product
improvements and new functionality. The improvements to the core product will be included at no charge. The new functionality portion
of Dot Releases is optional and such new functional portions will be offered to Customers at reasonable prices . Installation of Dot
Releases may, at CSA’s sole discretion, be chargeable at CSA's then published hourly Professional Services rates with minimum charges
for service time, including travel and on -site wait time. In addition, the cost of any server hardware modifications/upgrades required to
run the Dot Releases are the Customer’s sole responsibility.
(c) CSA will make “new” Software releases available to Customers covered under an active CSA software maintenance contract at
reasonable upgrade prices. New Software releases are defined as those enhancements, modifications, updates, new functionality and
improvements that CSA classifies as a “version release”, meaning the whole number portion of the Software version changes (i.e. v1.xx
>v2.xx>v3.xx etc.) (“Version Release”). Installation of Version Releases may, at CSA’s sole discretion, be chargeable at CSA's then
published hourly Professional Services rates with minimum charges for service time, including travel and on -site wait time. In addition,
the cost of any server hardware modifications/upgrades required to run the Version Release are the Customer’s sole responsibility.
(d) Support does not include: (i) administration of servers or database products; (ii) support of Software installed on equipment using
“beta” or operating systems not supported by CSA; (iii) resolution of network errors not directly related to Software; or (iv) installation,
setup or support of third party products not supported by CSA or software not acquired from CSA. Maintenance does not include updates,
upgrades and new releases or versions of third party products sold with or used in conjunction wit h CSA Software. CSA will provide
support services for: (a) the latest Software Version Release (e.g.v5) following the date it is made generally available and (b) for the
immediately prior Version Release (e.g. v4) during the twelve (12) month period following the date the latest Software Versio n Release
(v5) is generally available. Software support shall terminate if CSA declares end of life or end of development for such Software, and
then only with at least ninety (90) days prior written notice.
(e) It is the responsibility of Customer to make and maintain adequate backups of data and configuration of Software. CSA shall not
be liable for any losses (of data or productivity or of any other kind) resulting from rebuilding or reconfiguring Software t o the original,
factory configuration. Reloading, rebuilding and reconfiguring of server software may, at CSA’s sole discretion, be chargeable at CSA's
then published hourly Professional Services rates with minimum charges for service time, including t ravel and on-site wait time. Purchase
and administration of anti-virus software is Customer’s responsibility. Assistance for installing and maintaining anti-virus software is
outside the scope of standard support but is available from CSA as a billable service upon request.
11.5 Remote Help Desk Support (applicable to cut sheet printers and Software under 5x8 service coverage)
If Customer purchases “Remote Help Desk Support”, then the following terms are applicable:
(a) CSA provides Remote Help Desk Support via telephone, to access CSA Support Specialists for operator questions, installation
support, explanation of maintained software features and functionality, network connectivity questions, and other support issues (“Remote
Support”). Remote Support is available Monday – Friday 8:30AM to 8:00PM EST, excluding holidays.
(b) CSA will provide Remote Support to those Customer employees who have been issued an ID code providing email/telephone access
to the CSA Software Support Center. Customer shall be responsible for controlling ID code access and for any unauthorized use of ID
codes. ID codes are non-transferable.
11.6 Services for Additional Charge
(a) The services listed in this Section are not included as part of CSA’s remedial or preventive maintenance services: Services for repair
of Equipment (including but not limited to inkjet heads in CSA’s printers or the fuser rollers in CSA’s continuous feed printers) or
replacement of parts (including but not limited to inkjet heads in CSA’s printers or the fuser rollers in CSA’s continuous feed printers)
caused or made necessary, in CSA’s reasonable discretion, in whole or in part, by: (i) Customer’s failure to continually provide a suitable
CSAPPS 100722 Page7 of 9
ambient environment in accordance with CSA's requirements; (ii) neglect, misuse, or use of the Equipment for purposes other than for
which it was designed, or failure to operate the Equipment in accordance with CSA's or manufacturer’s operating instructions or within
manufacturer’s specifications; (iii) accident, disaster, including effects of water, wind, lightning, or transportation; terrorism, vandalism or
burglary; (iv) alterations of Equipment, including any deviation from Equipment design, unless prev iously authorized in writing by CSA;
(v) attachment(s) to the Equipment, including connection of devices not supplied by CSA, which cause the Equipment to malfunction,
unless previously authorized in writing by CSA; (vi) Customer’s failure to perform or its failure to correctly perform the normal duties of
Customer’s operators ; (vii) the use of any non-CSA parts, toner, developer or inks or the use of expired toner, developer or inks ; (viii)
the use of forms not in compliance with CSA’s paper specifications; (ix) Customer’s failure to provide CSA access to the Equipment as
deemed necessary by CSA for preventive or remedial repair; (x) maintenance or repair services performed by Customer or a third party
without written authorization from CSA; or (xi) pre or post processing Equipment disconnected from the printing system to which it was
originally installed unless previously authorized in writing by CSA. If in CSA’s reasonable discretion, Equipment has been rendered un-
repairable, then CSA may refuse to render services under this Agreement and may terminate the appropriate Schedule or PPS-approved
Purchase Order.
(b) If repairs or replacements as set forth above are needed due to the causes listed in (a) above, CSA’s prices to provide any such repair
or replacement will: (i) use the current published hourly service rates and minimum charges for the service time, which includes travel
and waiting time; (ii) use the current parts and material prices; and (iii) charge for shipping and travel expenses. All repairs will be
governed by the terms of this Agreement, however, CSA reserves the right to decline to perform such services.
12. Supplies
(a) Customer orders for supplies, staples, field replaceable units, Consumables, expendables or any other materials normally purchased
by Customers (a) must include a valid Customer purchase order number; (b) are shipped to Customer FOB destination (prepaid and
added to Customer’s invoice); and (c) are subject to a twenty percent (20%) restocking fee if accepted for return by CSA pursuant to its
material return authorization procedure. Toners, developers and inks (“Consumables”) are not returnable. If Customer requires a carrier
other than CSA’s preferred carrier(s), Customer shall provide CSA with the carrier’s name and Customer’s account number so that
delivery charges will be incurred directly by Customer. If Customer requests an emergency shipment of supplies (for example toners,
inks or staples), CSA will ship the supplies at the earliest feasible time. Emergency Orders are subject to the premium delivery charges.
Claims for defective items, item shortages and invoice discrepancies as well as notification of both lost shipments and in transit damage
to items (not otherwise accepted by Customer) must be provided to CSA within ten (10) days of the earlier of either (i) receipt of the item
or (ii) the invoice date.
(b) When Consumables are included in the minimum maintenance payment (or MMC/MUC as applicable), Customer is eligible to the
amount of Consumables which, on average, covers six percent (6%) of the letter size media unless another coverage rate is specified in
a Schedule or PPS-approved Purchase Order. For cutsheet color products, when Consumables are included in the minimum
maintenance payment (or MMC/MUC as applicable), Customer is eligible to the amount of Consumables which, on average, covers ten
percent (10%) of the letter size media per color (black counts as a color), unless another coverage rate is specified in a Schedule or PPS-
approved Purchase Order. CSA shall reconcile and invoice Customer for any overuse and/or excess delivery of Consumables at the rates
in effect at the time of such reconciliation, calculated based on coverage/use. Customer shall manage its Consumables by expiration
date, using the oldest Consumables first. As such, Customer must pay for all excess Consumables even if Customer has failed to use
them by their expiration date Unless specifically agreed to in a Schedule or PPS-approved Purchase Order, Consumables do not include
staples, stitch wire, glue, blades, trimmers, dies or punches or other items typically consumed during the operation of the equipment, and
these components will be paid for by Customer.
(c) Consumables have a shelf life which varies by product. Expiration dates are printed on the container. Customer is responsible for
ordering Consumables. CSA advises Customer to place a replenishment order for one (1) month of production quantity, when its on-
site stock goes below four (4) weeks of inventory. CSA’s fulfillment of Consumable orders will be based on maximum Customer
inventory levels. CSA may delay shipment of Consumables ordered by Customer in cases where the on-site Consumables inventory
exceeds the maximum level of eight (8) weeks of production quantity. To effectively manage Consumables shelf life and avoid
obsolescence, Customer shall manage Consumables by expiration date, using the oldest Consumables first.
13. Educational Services
(a) Educational Services are offered to Customer by CSA in the form of training sessions and are provided during CSA’s standard
business hours (Monday through Friday excluding CSA recognized holidays - 8:00 AM to 5:00 PM local time) unless Customer purchases
after hour on-site training at additional cost. Training may take place at a CSA central training facility or at Customer’s site as determined
by CSA and Customer. Each training session is a one-time event or a one-time visit. Customers are charged separately for each training
session. The composition and duration of each training session is determined solely at CSA’s discretion.
(b) Unless otherwise set forth in a writing signed by both parties, CSA rates in effect at the time of such training shall apply. CSA published
rates are subject to change without notice. Customer is responsible for Customer’s travel and lodging expenses. CSA will bill Customer,
and Customer agrees to pay, CSA’s reasonable travel, hotel and other reasonable expenses in connection with Customer on-site training
sessions.
(c) Training materials for each training session are provided to Customer and/or Customer’s registrants. Such training materials are CSA
Confidential Information.
(d) Unless otherwise agreed in writing, Educational Services must be completed within sixty (60) days after the date of Installat ion. In
the event Educational Services are not completed within this time period and provided the delay is not due to CSA, Customer’s
Educational Services shall automatically terminate with no further obligation on the part of CSA, in which case Customer shall not be
entitled to a refund. Monies paid towards a training session in connection with a specific model of Equipment or s oftware is not
transferrable to any other model of Equipment or software and may not be used by Customer to pay for any other Equipment,
Maintenance, Professional Services or training offering.
(e) Cancellation.
CSA may cancel an on-site training session by providing notice to Customer no less than five (5) business days prior to the scheduled
date of training. If a training session is cancelled by CSA and CSA and Customer do not agree to such session, upon request of Customer,
CSA will refund the purchase price for the cancelled training session. CSA is not responsible for any expenses incurred by Customer or
CSAPPS 100722 Page8 of 9
Customer’s registrant in connection with such cancellation. CSA may reschedule a training session by providing notice to Customer no
less than five (5) business days prior to the scheduled date of training. CSA is not responsible for any expenses incurred by Customer or
Customer’s registrant in connection with such rescheduling.
Upon written notice to CSA received no less than five business days prior to the date of a scheduled training session, Customer may
cancel such training session and receive a full refund of Customer’s purchase price for such training session; or, Customer m ay
reschedule such training session at a mutually agreeable time and place. If CSA and Customer do not agree on dates and location for a
rescheduled session, upon request of Customer, CSA will refund the purchase price for the cancelled training session. In the event that
CSA has incurred any non-refundable costs or expenses, such as travel, lodging and related expenses, in anticipation of such training
session, Customer shall reimburse CSA for such actual out of pocket costs and expenses. Monies received for a training session are
not refundable if the cancellation notice is received by CSA less than five business days of the Schedule or PPS-approved Purchase
Order date for such training session. However, CSA may, within its sole discretion, apply such monies to a rescheduled training session.
CSA is not obligated to refund any monies paid for registrants not attending any scheduled training session.
14. Renewal and Termination
Each Schedule or PPS-approved Purchase Order shall identify an initial maintenance term. The initial maintenance term shall begin
upon installation of the Equipment or Software or, if already installed, upon certification by CSA. If no term is identified on the Schedule
or PPS-approved Purchase Order, the initial maintenance term shall be twelve (12) months and Customer shall not terminate
maintenance services during the initial term.
During any renewal period Customer may terminate maintenance services with at least ninety (90) days prior written notice. Maintenance
shall be automatically renewed for successive one (1) year terms at CSA’s then-current charges and under the terms and conditions
herein, unless either party gives the other written notice of its intent not to renew at least thirty (30) days prior to the expirati on of any
initial or renewal term. If prices will change in the upcoming renewal period, CSA shall provide Customer with ninety (90) days prior
written notice of renewal of maintenance services.
CSA may withdraw any item of Equipment or Software from maintenance coverage (i) ) if CSA declares end of life for such Equipment or
Software, and then only with at least ninety (90) days prior written notice or (ii) if such Equipment or Software has been removed from
the Equipment Location and CSA does not offer maintenance services at the new Equipment location; . Customer shall pay monthly
service charges up to the date of termination. For any prepaid amounts, CSA shall refund or credit the pro rata am ount of the remaining
term from the effective date of termination.
15. Notices; Changes
Notices, requests or other communications shall be in writing and delivered by (a) United States first class mail, postage pr epaid, and
addressed to the other party at the address set forth on the face of this Agreement (or to such other address as such pa rty shall have
designated by written notice) to the other party’s appropriate billing and/or legal department contact , (b) personal delivery, or (c)
commercial overnight delivery service. Such notices will be deemed to have been given on the date when rece ived or acceptance refused,
or, absent evidence thereof, within four (4) business days of mailing. Each party consents to service of process by certified mail at its
address above (or such other address as described above in connection with any legal action brought by the other party. Customer
authorizes CSA to fill in descriptive material in the Schedule or PPS-approved Purchase Order (including serial numbers) and to correct
any errors under the Agreement or Schedule or PPS-approved Purchase Order. Provided there is no material adverse effect on
performance, CSA shall have the right to change design, colors, materials or specifications of Equipment when it deems necessary.
16. Miscellaneous
This Agreement and the applicable Schedule or PPS-approved Purchase Order(s), together with any amendments that are hereafter
entered into, constitute the complete and exclusive agreement between the parties with respect to the purchase of Equipment, license of
Software, and purchase of Professional Services or maintenance services, and any previous agreements relating thereto are hereby
superseded in their entirety. In case of a conflict between the terms of this Agreement and those of a Schedule or PPS-approved
Purchase Order, the terms in the Schedule or PPS-approved Purchase Order shall prevail and shall be effective only with respect to that
particular Schedule or PPS-approved Purchase Order. Any variance from or additions to the terms and conditions of this Agreement in
any purchase order or other written notification from Customer will be of no effect. This Agreement (including all rights and licenses
granted herein) may not be assigned or transferred by Customer to any party without the prior writt en consent of CSA. Any permitted
assignment or transfer shall be subject to compliance by assignee or transferee as applicable, with the terms and conditions that apply
to Customer under this Agreement. Subject to the foregoing, this Agreement shall be binding upon and inure to the benefit of the parties
hereto, their legal representatives, permitted successors and assigns.
A party may deliver the signed Agreement and any Schedule or PPS-approved Purchase Order(s) entered into hereunder to the other
party by any electronic means available. By delivering the signed Agreement and any Schedule or PPS-approved Purchase Order(s) by
electronic transmission, each party intends and agrees that such electronic transmission shall constitute an original of the Agreement and
any Schedule or PPS-approved Purchase Order(s), shall be legally binding on each party as if the Agreement or Schedule or PPS-
approved Purchase Order(s) were manually signed and personally delivered, shall be the best evidence of the Agreement , and shall be
admissible in any legal proceeding. Neither party shall have any duty or obligation whatsoever to verify or inquire as to the validity,
execution, signer’s authority, or any other matter concerning the propriety of the facsimile or electronic transmission. No amendment
hereunder shall be effective unless in writing, signed by the parties hereto and no waiver shall be effective unless in writing, signed by
the party to be charged. Any provision of this Agreement which is unenforceable in any jurisdiction shall, as to such jurisd iction, be
ineffective to the extent of such prohibition or unenforceability, without in validating the remaining provisions hereof. No action regardless
of form arising out of this Agreement or any Schedule or PPS-approved Purchase Order may be brought by either party more than one
(2) years after the cause of action has arisen. Except for obligations of payment, neither CSA nor Customer shall be liable for
nonperformance caused by circumstances beyond its control, during the time such circumstances exist including, but not limite d to, work
stoppages, accident, riots, war, terrorist act, epidemic, pandemic (including the COVID-19 pandemic), quarantine, civil commotion, natural
CSAPPS 100722 Page9 of 9
catastrophes, governmental acts or omissions, changes in laws or regulations, national strikes, fire, explosion, or a general ized lack of
availability of products and services or parts and supplies therefore, raw materials or energy (each of which is a “Fo rce Majeure
Event”). Once the causes for such Force Majeure Event is rectified and remedied, both parties agree to resume performance of this
Agreement. Each party shall comply with applicable federal, state and local laws, regulations and requirements, including but not limited
to the Contra Costa County Better Government Ordinance, California Public Records Act, and Ralph M. Brown Act . Customer agrees
that CSA may use Customer's name and/or logo in connection with press releases, marketing literature, advertising and other public
announcements or publicity materials concerning the Equipment, Services and Software acquired by Customer from CSA. CSA does not
acquire any ownership interest in any Customer trademarks. CSA shall properly attribute ownership of Customer's trademarks to
Customer. The captions in this Agreement are for convenience only and shall not define or limit any of the terms hereof. This Agreemen t
is the result of negotiation between the parties and, accordingly, shall not be construed for or against either party regardl ess of which
party drafted this Agreement or any portion thereof. THIS AGREEMENT SHALL BE GOVERNED AND CONSTRUED IN ACCORDANCE
WITH THE LAWS OF THE STATE OF CALIFORNIA WITHOUT REGARD TO ITS CHOICE OF LAW RULES. Each party expressly and
irrevocably agrees: (a) that any and all legal disputes whatsoever concerning this Agreement and any Schedule or PPS-approved
Purchase Orders entered into hereunder, must be brought in the State or Federal courts located in California and that such courts shall
have the exclusive jurisdiction and authority to resolve such disputes; (b) to submit to the jurisdiction of the State and Fe deral courts
located in California, for purposes of resolving legal disputes concerning this Agreement and any Schedule or PPS-approved Purchase
Orders entered into hereunder, and to waive any and all objections to personal jurisdiction and/or to venue; and (c) to the full extent
allowed by law, to waive any right to trial by jury in legal disputes concerning this Agreement and any Schedule or PPS-approved Purchase
Orders entered into hereunder.
By execution hereof, the signer certifies that (s)he has read the entire Agreement, that CSA including its representatives has
made no agreements or representations except as set forth herein or in the Equipment Schedule or PPS-approved Purchase
Order, and that (s)he is duly authorized to execute the Agreement on behalf of Customer .
Customer: CSA: Canon Solutions America, Inc.
State of Organization: FEIN:
CANON SOLUTIONS AMERICA, INC. (“Service Provider”)
Production Print Solutions
Master Lease Agreement
LEASE SCHEDULE
CFS-1534 (12/17)
CANON FINANCIAL SERVICES, INC. (“CFS”)
Remittance address: 14904 Collections Center Drive
Chicago, Illinois 60693 Phone: (800) 220-0200
CFS’ AGREEMENT
NUMBER:
THIS MASTER LEASE AGREEMENT LEASE SCHEDULE (this “Schedule”) incorporates all of the terms of the Master Lease Agreement,
between the Customer indicated below (“Customer”) and CFS, executed on ____________________ (the “Agreement”).
This Schedule and the Agreement (as it relates to this Schedule) constitutes a lease of the equipment described below (the “Equipment”).
In the event of any conflict between the terms hereof and the terms of the Agreement, the terms of this Schedule shall govern.
CUSTOMER INFORMATION
COMPANY LEGAL NAME DBA PHONE
BILLING ADDRESS CITY COUNTY STATE ZIP
EQUIPMENT ADDRESS CITY COUNTY STATE ZIP
EQUIPMENT INFORMATION NUMBER AND AMOUNT OF PAYMENTS
Quantity Serial Number Make/Model/Description Number Of Payments Payment Amount *
Term in months: Payment Frequency: Monthly Quarterly Other:
Number of Payments in Advance: End of Term Purchase Option:Fair Market Value $1.00 Other: ($ or %)
Total Amount Due at Signing *: * Plus Applicable Taxes
(estimated)
Maintenance and Supplies Included in Payment*: (Separate Service Provider Agreement required.)Maintenance Supplies Software Maintenance
COMMENTS
THIS SCHEDULE IS NON-CANCELABLE BY CUSTOMER AND IS SUBJECT TO AND CONDITIONED UPON
CREDIT APPROVAL BY CFS. CUSTOMER REPRESENTS THAT ALL ACTION REQUIRED TO AUTHORIZE
EXECUTION OF THIS SCHEDULE ON BEHALF OF CUSTOMER BY THE FOLLOWING SIGNATORIES HAS BEEN
TAKEN. THE UNDERSIGNED HAS READ, UNDERSTANDS AND HEREBY AGREES TO ALL OF THE TERMS
AND CONDITIONS SET FORTH IN THIS SCHEDULE.
ACCEPTED AUTHORIZED CUSTOMER SIGNATURE
CANON FINANCIAL SERVICES, INC. By: X Title:
By: Printed Name:
Title: Email Address: Date:
Date: By: X Title:
Printed Name:
CFS-1534 (12/17)
CFS-1533 (11/22) County of Contra Costa, California (06/24) Page 1 of 4 Initial:______
CANON SOLUTIONS AMERICA, INC.
Production Print Solutions
MASTER LEASE AGREEMENT
CFS-1533 (11/22)
CANON FINANCIAL SERVICES, INC.
14904 Collections Center Dr.
Chicago, Illinois 60693
(800) 220-0200
THIS MASTER AGREEMENT (this “Agreement”), is entered into by and between Canon Financial Services, Inc. (“CFS”) and its customer, Contra Costa
County, a political subdivision of the State of California (“Customer”). CFS may from time to time lease to Customer the Equipment (as defined below)
supplied by the Production Print Solutions division of Canon Solutions America, Inc. (“Service Provider”), and described in any schedule designated as a
“Lease Schedule.” CFS reserves the right to modify the forms of such schedules, and any such modified form referring to this Agreement signed b y
Customer and accepted by CFS shall be a Lease Schedule (a “Schedule”). Each Schedule referring to this Agreement will constitute a separate agreement
for the lease of the equipment described therein, shall incorporate the terms of this Agreement, and shall be subject to and conditioned upon credit approval
by CFS.
TERMS AND CONDITIONS
1. AGREEMENT: CFS leases to Customer, a political subdivision of the State of California organized under the laws of the State of California , with its
administrative office at __________________________________________________________________________________ and Customer leases from
CFS, with its place of business at 158 Gaither Drive, Mount Laurel, New Jersey 08054, all the equipment described in any Sche dule signed by Customer
and accepted by CFS, together with all replacement parts and substitutions for and additions to such equipment (the “Equipment”), upon the terms and
conditions set forth in this Agreement.
2. TERM OF SCHEDULE: Each Schedule under this Agreement shall be effective on the date the Equipment is delivered to Customer (“Commencement
Date”), provided Customer executes CFS’ form of acceptance (“Acceptance Certificate”) or otherwise accepts the Equipment as specified herein. The term
of each Schedule begins on the date accepted by CFS or any later date that CFS designates (“Agreement Date”) and shall consist of the payment periods
specified on such Schedule, any Interim Period, and any renewal periods. After acceptance of the Equipment covered by any Schedule, Customer shall
have no right to revoke such acceptance or cancel such Schedule during the term indicated thereon. The term of this Agreement or any Schedule shall end,
unless sooner terminated by CFS, when all amounts required to be paid by Customer under this Agreement or any Schedule have b een paid as provided
and either (a) Customer has purchased the Equipment in accordance with the terms hereof, or (b) the Equipment has been returned at the end of the
scheduled term or renewal term in accordance with the terms hereof. Customer has no right to return the Equipment to CFS p rior to the end of the
scheduled term of any Schedule for any reason whatsoever, including, without limitation, payment of all amounts due hereunder prior to the end of the
scheduled term.
3. PAYMENTS: Customer agrees to pay to CFS, as invoiced, during the term of each Schedule, (a) the payments specified on the respective Schedule
under “Number and Amount of Payments”, and (b) such other amounts permitted hereunder as invoiced by CFS (“Payments”). Customer also agrees to pay
to CFS an interim payment in an amount equal to 1/30th of the monthly amount of the Payment multiplied by the number of days between the
Commencement Date and the Agreement Date (“Interim Period”), as determined by CFS. The amount of each Payment and the End of Term Purchase
Option (“Purchase Option”) price specified on each Schedule are based on the supplier’s best estimate of the cost of the Equipment and any related
maintenance and supplies, including any sales and use tax. Customer authorizes CFS to adjust such Payments and Purchase Option prices downward by
any amount, or upward by up to fifteen percent (15%), only to the extent the actual total cost of the Equipment and any related maintenance and supplies,
including any sales or use tax, is more or less than originally estimated. Customer shall remit all Payments hereunder directly to CFS at 14904 Collections
Center Drive, Chicago, Illinois 60693, unless otherwise directed by CFS. Customer’s obligation to pay all amounts due under this Agreement and all other
obligations hereunder is absolute and unconditional and is not subject to any abateme nt, set-off, defense, or counterclaim for any reason whatsoever .
4. APPLICATION OF PAYMENTS: All Payments received by CFS from Customer under this Agreement will be applied to amounts due and payable
hereunder chronologically, based on the date of the charge as shown on the invoice for each such amount, and among amounts having the same date in
such order as CFS, in its discretion, may determine.
5. ADVANCE PAYMENTS: Customer agrees that CFS may at its sole discretion apply, but shall not be obligated to apply any amount paid in advance to
any amount due or to become due hereunder, no event shall any amount paid in advance earn interest except where required by applicable law.
6. NO CFS WARRANTIES: CUSTOMER ACKNOWLEDGES THAT CFS IS NOT A MANUFACTURER, DEALER, OR SUPPLIER OF THE EQUIPMENT.
CUSTOMER AGREES THAT THE EQUIPMENT IS LEASED “AS IS” AND IS OF A SIZE, DESIGN, AND CAPACITY SELECTED BY CUSTOMER.
CUSTOMER ACKNOWLEDGES THAT CFS HAS MADE NO REPRESENTATION OR WARRANTY WITH RESPECT TO THE SUITABILITY OR
DURABILITY OF THE EQUIPMENT, THE ABSENCE OF ANY CLAIM OF INFRINGEMENT OR THE LIKE, OR ANY OTHER REPRESENTATION OR
WARRANTY, EXPRESS OR IMPLIED, WITH RESPECT TO THE EQUIPMENT INCLUDING, WITHOUT LIMITATION, THE IMPLIED WARRANTIES OF
MERCHANTABILITY AND FITNESS FOR A PARTICULAR PURPOSE. Any warranty with respect to the Equipment made by the manufacturer, supplier or
dealer is separate from, and is not a part of, this Agreement or any Schedule and shall be for the benefit of CFS, Customer, and CFS ’ successors and
assignees, if any. So long as Customer is not in breach or default of this Agreement, CFS assigns to Customer any warranties (including those ag reed to
between Customer and the manufacturer, dealer, or supplier) which CFS may have with respect to any item of Equipment ; provided that the scope and
limitations of any such warranty shall be solely as set out in any agreement between Customer and such manufacturer, dealer, or supplier or as otherwise
specified in warranty materials from such manufacturer, dealer, or supplier and shall not include any implied warranties arising solely from CFS’ acquisition
of the Equipment. CUSTOMER ACKNOWLEDGES AND AGREES THAT NEITHER THE SUPPLIER NOR ANY DEALER IS AUTHORIZED TO WAIVE OR
ALTER ANY TERM OF THIS AGREEMENT OR ANY SCHEDULE OR MAKE ANY REPRESENTATION OR WARRANTY WITH RESPECT TO THIS
AGREEMENT, ANY SCHEDULE, OR THE EQUIPMENT, ON BEHALF OF CFS.
7. ACCEPTANCE; DELIVERY: Customer’s execution of the Acceptance Certificate, or other confirmation of Customer’s acceptance of any Equipment,
shall conclusively establish that such Equipment has been delivered to and accepted by Customer for all purposes of this Agre ement and Customer may
not, for any reason, revoke that acceptance; however, if Customer has not, within ten (10) days after installation of such Equipment, delivered to CFS written
notice of any non-acceptance, specifying the reasons therefor and specifically referencing this Agreement, Customer shall be deemed to have irr evocably
accepted such Equipment. CFS is the lessor and Customer is the lessee of the Equipment described in any Schedule under this Agreement. As between
CFS and Customer only, this Agreement shall supersede any Customer purchase order in its entirety, notwithstanding anything to the contrary contained in
any such purchase order. Customer agrees to waive any right of specific performance of this Agreement or any Schedule and shall hold CFS harmless from
damages if for any reason the Equipment is not delivered as ordered, if the Equipment is unsatisfactor y, or if CFS does not execute this Agreement or any
Schedule. Customer agrees that any delay in delivery of the Equipment shall not affect the validity of the applicable Schedu le.
8. LOCATION; LIENS; NAMES; OFFICES: Customer shall not move the Equipment from the location specified on the applicable Schedule except with the
prior written consent of CFS. Customer shall keep the Equipment free and clear of all claims and liens other than those in favor of CFS. Customer’s legal
name (as set forth in its constituent documents filed with the appropriate governmental office or agency) is as set forth herein. The jurisdiction of
organization and chief executive office address of Customer are as set forth herein. Customer shall provide CFS with written notice at least thirty (30) days
prior to any change of its legal name, chief executive office address or its form of organization (including, without limitation, its jurisdiction of organization),
and shall execute and deliver to CFS such documents as required or appropriate.
CFS-1533 (11/22) County of Contra Costa, California (06/24) Page 2 of 4 Initial:______
9. WARRANTY OF BUSINESS PURPOSE; USE; PERSONAL PROPERTY; FINANCING STATEMENTS: Customer represents and warrants that the
Equipment will not be used for personal, family, or household purposes. Customer shall comply with all laws and regulations relating to the use and
maintenance of the Equipment. Customer shall put the Equipment only to the use contemplated by the manufacturer. The Equipment shall remain personal
property regardless of whether it becomes affixed to real property or permanently rests upon any real property or any improve ment to real property.
Customer authorizes CFS (and any third party filing service designated by CFS) to execute and file (a) financing statements evidencing the interest of CFS
in the Equipment (including forms containing broader desc ription of the Equipment than the description set forth in the respective Schedule), (b) continuation
statements in respect thereof, and (c) amendments thereto and Customer irrevocably waives any right to notice thereof.
10. INDEMNITY: Customer shall reimburse CFS for and defend CFS against any claim for losses or injury caused by the Equipment unless due to CFS'
gross negligence or willful misconduct. This Section shall survive termination of this Agreement and any Schedules.
11. MAINTENANCE; ALTERATIONS: Customer shall keep and maintain the Equipment in good working order and shall, at Customer’s expense, supply
and install all replacement parts and accessories when required to maintain the Equipment in good working condition. Custome r shall not, without the prior
written consent of CFS, make any changes or substitutions for and to the Equipment. Any and all replacement parts, accessories, authorized changes to
and/or substitutions for the Equipment shall become part of the Equipment and subject to the terms of this Agreement. Customer shall use reasonable care
in handling and operation of the Equipment. Service Provider shall have the right to substitute equivalent Equipment at any time during the term of this
Agreement in connection with any replacement of the Equipment by Service Provider. If indicated in the “Maintenance and Supplies Included in Payment”
box on any respective Schedule, the charges established on such Schedule include payments for the maintenance services related to the Equipment and/or
supplies (collectively, “Services”); such amounts are included in the Payment as an accommodation to Customer, and Service Provider is responsible for
providing the Services, which will be performed by Service Provider (or its authorized agent or designee) pursuant to a separate agreement (“Service
Provider Agreement”). Customer agrees that once in each twelve (12) month period following the anniversary of each Schedule, Service Provider has the
right to increase the portion of the Payments related to such Services on each anniversary of the commencement date of such S chedule, in an amount not
to exceed fifteen percent (9%) of such charges which were in effect immediately prior to such increase. Customer acknowledges that CFS is not responsibl e
for any Services, whether provided for in this Agreement, the applicable Schedule, or in any other agreement between Service Provider and Customer, and
that if Customer has a dispute regarding the Equipment or the Services, Customer shall continue to pay all charges due under the applicable Schedule
without deducting or withholding any amounts .
12. TAXES; OTHER FEES AND CHARGES: CUSTOMER SHALL PAY AND DISCHARGE WHEN DUE ALL LICENSE AND REGISTRATION FEES,
ASSESSMENTS, SALES, USE, PROPERTY AND OTHER TAXES, AND OTHER EXPENSES AND CHARGES, together with any applicable penalties,
interest, and administrative fees now or at any time imposed upon any Equipment, the Payments, or Customer ’s performance or non-performance of its
obligations hereunder, whether payable by or assessed to CFS or Customer. If Customer fails to pay any such fees, assessments, taxes, expenses, or
charges, as required hereunder, CFS shall have the right but not the obligation to pay those fees, assessments, taxes, expenses, and charges, and
Customer shall promptly reimburse CFS, upon demand, for all such payments made plus administrati ve fees and costs, if any. Customer acknowledges that
where required by law, CFS will file any notices and pay personal property taxes levied on the Equipment. Customer shall reimburse CFS for the expense o f
such personal property taxes as invoiced by CFS and pay CFS a processing fee not to exceed $50 per year per item of Equipment that is subject to such
tax. Customer agrees that CFS has not, and will not, render tax advice to Customer and that the payment of such taxes is an a dministrative act. ON THE
DATE OF THE FIRST SCHEDULED PAYMENT UNDER EACH SCHEDULE AND THE DATE OF THE FIRST SCHEDULED PAYMENT AFTER THE
ADDITION OF ANY EQUIPMENT TO ANY SCHEDU LE, CUSTOMER SHALL PAY TO CFS A DOCUMENTATION FEE, IN THE AMOUNT OF $85, TO
REIMBURSE CFS FOR ITS ADMINISTRATIVE AND RECORDING COSTS.
13. INSURANCE: (1) Customer, at its sole cost and expense, shall obtain, maintain and pay for comprehensive public liability insurance. (2) Customer
shall self-insure against the loss, theft or damage to the Equipment for the full replacement value thereof. The proceeds of such self-insurance, at the option
of CFS, shall be applied to (a) replace or repair the Equipment, or (b) pay CFS the “Remaining Lease Balance," which shall be the sum of: (i) all amounts
then owed by Customer to CFS under this Agreeme nt; plus (ii) the present value of all remaining Payments for the full term of this Agreement; plus (iii) the
“Asset Value,” which shall be: (A) for an Agreement with a $1.00 Purchase Option, $1.00; (B) for an Agreement with a Fair Mar ket Value Purchase Option or
no Purchase Option selected, the Fair Market Value of the Equipment (as defined herein); and (C) for an Agreement with an Oth er Purchase Option, the
respective dollar amount of such Purchase Option indicated on the face of this Agreement; plus (iv) any applicable taxes, expenses, charges and fees. For
purposes of determining present value under this Agreement, Payments shall be discounted at three percent (3%) per year.
14. LOSS; DAMAGE: Customer assumes and shall bear the entire risk of loss, theft of, or damage to the Equipment from any cause whatsoever, effe ctive
upon delivery to Customer. No such loss, theft, or damage shall relieve Customer of any obligation under this Agreement or any Schedule. In the event of
damage to any item of Equipment, Customer shall immediately repair such damage at Customer ’s expense. If any Equipment is lost, stolen, or damaged
beyond repair, Customer, at the option of CFS, will (a) replace the same wit h like equipment in a condition acceptable to CFS and convey clear title to such
equipment to CFS (and such equipment will become “Equipment” and be subject to the terms of this Agreement), or (b) pay CFS the Remaining Lease
Balance. Upon CFS’ receipt of the Remaining Lease Balance, CFS shall transfer the applicable Equipment to Customer “AS IS, WHERE IS” without any
representation or warranty whatsoever, except for title, and the applicable Schedule shall terminate with respect to such Equ ipment.
15. DEFAULT: Any of the following events or conditions shall constitute an Event of Default under this Agre ement and all Schedules: (a) Customer defaults
in the payment when due of any indebtedness of Customer to CFS, whether or not arising under this Agreement or any Schedule, without notice or demand
by CFS; (b) Customer or any guarantor of Customer’s obligations hereunder (“Guarantor”) ceases doing business as a going concern; (c) Customer or any
Guarantor becomes insolvent or makes an assignment for the benefit of creditors; (d) a petition or proceeding is filed by or against Customer or any
Guarantor under any bankruptcy or insolvency law; (e) a receiver, trustee, conservator, or liquidator is appointed for Customer, any Guarantor, or any of their
property; (f) any statement, representation or warranty made by Customer or any Guarantor to CFS is incorrect in any material respect; or (g) if Customer or
any Guarantor who is a natural person dies.
16. FINANCIAL AND OTHER REPORTS: Unless publicly available, Customer shall provide CFS such financial information as CFS may from time to time
request. Customer hereby warrants and represents that all financial statements previously delivered or to be delivered to CF S by or on behalf of Customer,
and any statements and data submitted in writing to CFS in connection with this Agreement or any Sc hedule, are or will be true and correct in all material
respects.
17. CUSTOMER WARRANTIES: Customer represents and warrants to CFS that as of the date of this Agreement as to this Agreement, and as of the date
of each Schedule as to that Schedule, and as of the date of each Acceptance Certificate as to the Acceptance Certificate: (a) Customer has the power and
capacity to enter into the respective Schedule, any documents relat ed to the purchase of the Equipment leased under such Schedule and any other
documents required to be delivered in connection with such Schedule (collectively, the “Documents”); the Documents have been duly authorized, executed
and delivered by Customer and constitute valid, legal and binding agreements, enforceable in accordance with their terms; there a re no proceedings
presently pending or threatened against Customer which may impair its ability to perform under the Agreement or any Schedule; and all information supplied
to CFS is accurate and complete; (b) Customer’s entering into the respective Schedule and the leasing of the Equipment does not and will not: (i) violate
any judgment, order, or law applicable to the Schedule, Customer or Customer’s certificate of incorporation or bylaws (if Customer is a corporation) or
Customer’s operating agreement or limited liability company agreement (if Customer is a limited liability company) or Customer’s partnership agreement (if
Customer is a partnership); or (ii) result in the creation of any lien, security interest or other encumbrance upon the Equip ment; (c) all financial data of
Customer or of any consolidated group of companies of which Customer is a member (the “Customer Group”), delivered to CFS have been prepared in
accordance with generally accepted accounting principles applied on a consistent basis with prior periods and fairly present the financial position and results
CFS-1533 (11/22) County of Contra Costa, California (06/24) Page 3 of 4 Initial:______
from operations of Customer, or of the Customer Group, as of the stated date and period(s); since the date of the most recent ly delivered financial data,
there has been no material adverse change in the financial or operating condition of Customer or of th e Customer Group; and (d) if Customer is a
corporation, limited liability company or partnership, it is and will be validly existing and in good standing under the laws of the state of its incorporation ,
formation or organization; the persons signing this Agreement or any Schedule are acting with the full authority of its board of directors (if Customer is a
corporation), or managers or members as appropriate (if Customer is a limited liability company), or partners (if Customer is a partnership) and hold the
offices indicated below their signatures, which are genuine.
18. REMEDIES: Upon the happening of any one or more Events of Default, CFS shall have the right to exercise any one or all of the following remedies
(which shall be cumulative), simultaneously, or serially, and in any order: (a) require Customer to immediately pay all unpaid Payments hereunder (whether
or not then due) and other amounts due under this Agreement and all Schedules, with CFS retaining title to the Equipment; (b) to terminate the Schedule
with Customer that is subject of the Event of Default; (c) with reasonable notice, demand or legal process, to enter upon the premises wherever the
Equipment may be found, to retake possession of any Equipment that is the subject of an Event of Default, and (i) retain such Equipment and all Payments
and other sums paid under the relevant Schedule, or (ii) sell the Equipment and recover from Customer the amount by which the Remaining Lease Balance
exceeds the net amount received by CFS from such sale; or (d) to pursue any other remedy permitted at law or in equity. CFS (A) may dispose of the
Equipment in its then present condition or following such preparation and processing as CFS deems commercially reasonable; (B) shall have no duty to
prepare or process the Equipment prior to sale; (C) may disclaim warranties of title, possession, quiet enjoyment and the like; and (D) may comply with any
applicable state or federal law requirements in connection with a disposition of the Equipment and none of the foregoing acti ons shall be deemed to
adversely affect the commercial reasonableness of the disposition of the Equipment. If the Equipment is not available for sale, Customer shall be liable for
the Remaining Lease Balance and any other amounts due under this Agreement. No waiver of any of Customer’s obligations, conditions or covenants shall
be effective unless contained in a writing signed by CFS. Failure to exercise any remedy that CFS may have shall not constitute a waiver of any obligation
with respect to which Customer is in default.
19. LATE CHARGES; EXPENSES OF ENFORCEMENT: If Customer fails to pay any sum to be paid by Customer to CFS under any Schedule on or
before the due date, Customer shall pay CFS, upon demand, an amount equal to the greater of ten percent (10%) of each such delayed Payment or twenty-
five dollars ($25) for each billing period or portion of a billing period such Payment is delayed, in each case to the extent permitted by applicable law. The
amounts specified above shall be paid as liquidated damages and as com pensation for CFS’ internal operating expenses incurred in connection with such
late payment. In addition, Customer shall reimburse CFS for all of its out-of-pocket costs and expenses incurred in exercising any of its rights or remedies
under this Agreement or any Schedule or in enforcing any of the terms of this Agreement or any Schedule, including without limitation reasonable fees and
expenses of attorneys and collection agencies, whether or not suit is brought. If CFS should bring court action, Customer and CFS agree that attorney's
fees equal to twenty-five percent (25%) of the total amount sought by CFS shall be deemed reasonable for purposes of this Agreement.
20. ASSIGNMENT: CUSTOMER SHALL NOT ASSIGN OR PLEDGE THIS AGREEMENT OR ANY SCHEDULE IN WHOLE OR IN PART, NOR SHALL
CUSTOMER SUBLET OR LEND ANY EQUIPMENT WITHOUT PRIOR WRITTEN CONSENT OF CFS. CFS may pledge or transfer this Agreement or any
Schedule. Customer agrees that if CFS transfers this Agreement or any Schedule, the assignee will have the same rights, and benefits that CFS has now
and will have to perform any of CFS’ obligations which CFS will continue to perform. CFS will not be relieved from any of its obligations under this
Agreement or any Schedule unless such obligations have been expressly assumed by the assignee. Customer agrees that the rights of the assignee will not
be subject to any claims, defenses, or set-offs that Customer may have against CFS. If Customer is given notice of any such transfer, Customer agrees if so
directed therein, to pay directly to the assignee all or any part of the amounts payable hereunder.
21. RENEWAL; RETURN: Except in the case of a Lease Schedule containing a $1.00 Purchase Option, each Schedule shall automatically renew on a
month-to-month basis at the same Payment amount and frequency unless Customer sends written notice to CFS at least ninety (90) days before the end of
the scheduled term or any renewal term that Customer either (i) shall exercise the Purchase Option in accordance with the terms hereof and at the end of
such term exercises such Purchase Option, or (ii) does not want to renew the Schedule and at the end of such term returns the respective Equipment as
provided herein. . Unless a Schedule automatically renews or Customer purchases the Equipment as provided herein, Customer shall, at the termination of
the respective Schedule, return the Equipment , at its sole cost and expense, in good operating condition, ordinary wear and tear resulting from proper use
excepted, to a location specified by CFS within the State of California. Customer must disassemble and pack the Equipment for shipment in a manner
authorized by Service Provider (or its authorized representative) and provide for its reassembly at the return location specified by CFS, at Customer’s sole
cost and expense. Customer may contact Service Provider, who may, at its sole discretion, assist Customer with such activities for an additional fee . CFS
may charge Customer a return fee of $2,500.00 for the processing of returned Equipment. If for any reason Customer shall fail to return to CFS any
Equipment subject to a Schedule as provided herein, Customer shall pay to CFS upon demand one billing period’s Payment (as specified in the applicable
Schedule) for each billing period or portion thereof that such return is delayed. Customer shall reimburse CFS for any costs incurred by CFS to place the
Equipment in good operating condition. Customer is responsible for any loss in value of the Equipment resulting from (a) Customer’s failure to maintain the
Equipment in accordance with this Agreement, the Service Provider Agreement or the Equipment’s operator manual, (b) any damage to the Equipment
during return or shipping and handling, and (c) any missing components, options, accessories, software, and/or user and technical documentation.
22. PURCHASE OPTION: (A) END OF TERM PURCHASE OPTION. To exercise this option, Customer shall give CFS ninety (90) days’ prior irrevocable
written notice (unless the Purchase Option is $1.00) that it will purchase all the Equipment at the end of the initial term o r any renewal term for the Purchase
Option price indicated on the face of the applicable Schedule plus any applicable taxes, expenses, charges, and fees. (B) PRIOR TO MATURITY
PURCHASE. Customer may, at any time, upon ninety (90) days’ prior irrevocable written notice purchase all (but not less than all) the Equipment on the
respective Schedule at a price equal to the su m of all remaining Payments, plus the Fair Market Value, (Unless the Purchase option is $1.00) plus any
applicable taxes, expenses, charges and fees. For purposes of this Agreement, “Fair Market Value” shall be CFS’ retail price at the time Customer notifies
CFS of its intent to purchase the Equipment. Upon proper notice and payment by Customer of the amounts specified above, CFS shall transfer the
Equipment to Customer “AS-IS WHERE-IS” without any representation or warranty whatsoever, except for title, and the applicable Schedule shall terminate.
23. DATA: Customer acknowledges that the hard drive(s) on the Equipment, including attached devices, may retain images, content or othe r data that
Customer may store for purposes of normal operation of the Equipment (“Data”). Customer acknowledges that CFS is not storing Data on behalf of
Customer and that exposure or access to the Data by Service Provider or CFS , if any, is purely incidental to the services performed by Service Provider and
CFS. Neither Service Provider nor CFS nor any of their affiliates has an obligation to erase or overwrite Data upon Customer’s return of the Equipment to
CFS. Customer is solely responsible for: (A) its compliance with applicable law and legal requirements pertaining to data privacy, storage, security, retention
and protection; and (B) all decisions related to erasing or overwriting Data. Without limiting the foregoing, if applicable, Customer should, (i) enable the Hard
Disk Drive (HDD) data erase functionality that is a standard feature on certain Equipment and/or (ii) prior to return or othe r disposition of the Equipment,
utilize the HDD (or comparable) formatting function (which may be referred to as “Initialized All Data/Settings” function) if found on the Equipment to perform
a one pass overwrite of Data or, if Customer has higher security requirements, Custo mer may purchase from its Canon dealer at current rates an
appropriate option for the Equipment, which may include (a) an HDD Data Encryption Kit option which disguises information bef ore it is written to the hard
drive using encryption algorithms, (b) an HDD Data Erase Kit that can perform up to a 3-pass overwrite of Data (for Equipment not containing data erase
functionality as a standard feature), or (c) a replacement hard drive (in which case Custo mer should properly destroy the replaced hard drive). Customer
shall indemnify CFS, its subsidiaries, directors, officers, employees and agents from and against any and all costs, expenses , liabilities, claims, damages,
losses, judgments or fees (including reasonable attorneys’ fees) arising or related to the storage, transmission or destruction of the Data. This section
survives termination or expiration of this Agreement. The terms of this section shall solely go vern as to Data, notwithstanding that any provisions of this
Agreement or any separate confidentiality or data security or other agreement now or hereafter entered into between Customer and CFS applies, or could
be construed to apply to Data.
24. MAXIMUM INTEREST; RECHARACTERIZED AGREEMENT: No Payment is intended to exceed the maximum amount of interest permitted to be
charged or collected by applicable laws, and any such excess Payment will be applied to payments due under this Agreement, in inverse order of maturity,
CFS-1533 (11/22) County of Contra Costa, California (06/24) Page 4 of 4 Initial:______
and any excess shall be refunded. If this Agreement or any Schedule is recharacterized as a conditional sale or loan, Customer hereby grants to CFS, its
successors and assigns a security interest in the Equipment to secure payment and performance of Customer ’s obligations under this Agreement.
25. UCC - ARTICLE 2A: CUSTOMER ACKNOWLEDGES AND AGREES THAT THIS AGREEMENT AND EACH SCHEDULE IS INTENDED AS A
“FINANCE LEASE” AS THAT TERM IS DEFINED IN ARTICLE 2A OF THE UNIFORM COMMERCIAL CODE (“UCC 2A”), AND THAT CFS IS ENTITLED
TO ALL BENEFITS, PRIVILEGES, AND PROTECTIONS OF A LESSOR UNDER A FINANCE LEASE. CUSTOMER WAIVES ITS RIGHTS AS A LESSEE
UNDER UCC 2A SECTIONS 508 -522.
26. WAIVER OF OFFSET: The lease created by each Schedule and this Agreement is a net lease. If the Equipment is not properly installed, does not
operate as represented or warranted, or is unsatisfactory for any reason, Customer shall make such claim solely against the dealer, supplier, or
manufacturer. Customer waives any and all existing and future claims and offsets against any Payments or other charges due u nder each Schedule and
this Agreement and unconditionally agrees to pay such Payments and other charges, regardless of any offset or claim which may be asserted by Customer
or on its behalf.
27. ADDITIONAL DOCUMENTATION: Customer agrees to deliver to CFS, on or before the date of this Agreement or the first Schedule, each of the
following in form and substance satisfactory to CFS: (a) a copy of the resolutions of the board of directors of Customer (if Customer is a corporation), or a
copy of the resolutions of the managers or members, as appropriate (if Customer is a limited liability company), or an authorization of all the general partners
of Customer (if Customer is a partnership), authorizing the execution, delivery and performance of this Agreement, each Schedule, and each Acceptance
Certificate (the “Lease Documents”), certified by the secretary or an assistant secretary of Customer (if Customer is a corporation), or by the managers or
authorized members as appropriate (if Customer is a limited liability company), or by all the general partners of Customer (if Customer is a partnership); (b) a
certificate signed by the secretary or an assistant secretary of Customer (if Customer is a corp oration), or by the managers or authorized members as
appropriate (if Customer is a limited liability company), or all the general partners of Customer (if Customer is a partnership), or by the governing body of
Customer (if Customer is a public agency) as to the incumbency and signatures of the persons authorized to execute and deliver the Lease Documents; and
(c) such other documents as CFS shall reasonably request.
28. GOVERNING LAW; VENUE; WAIVER OF JURY TRIAL: THIS AGREEMENT AND ALL SCHEDULES SHALL FOR ALL PURPOSES BE DEEMED A
CONTRACT ENTERED INTO IN THE STATE OF CALIFORNIA. THE RIGHTS OF THE PARTIES UNDER THIS AGREEMENT AND EACH SCHEDULE
SHALL BE GOVERNED BY THE LAWS OF THE STATE OF CALIFORNIA WITHOUT REFERENCE TO CONFLICT OF LAW PRINCIPLES. ANY ACTION
BETWEEN CUSTOMER AND CFS SHALL BE BROUGHT IN ANY STATE OR FEDERAL COURT LOCATED IN THE STATE OF CALIFORNIA,
PROVIDED THE COURT HAS JURISDICTION OVER THE PARTIES AND SUBJECT MATTER. CUSTOMER, BY ITS EXECUTION HEREOF, AND CFS,
BY ITS EXECUTION HEREOF, HEREBY IRREVOCABLY WAIVE ANY RIGHT TO A JURY TRIAL IN ANY SUCH PROCEEDINGS.
29. MISCELLANEOUS: All notices required or permitted under this Agreement or any Schedule shall be sufficient if delivered personally, sent via facsimile
or other electronic transmission, or mailed to such party at the address set forth in this Agreement, or at such other addres s as such party may designate in
writing from time to time. Any no tice from CFS to Customer shall be effective four (4) days after it has been deposited in the mail, duly addressed, with
postage prepaid. All notices to CFS from Customer shall be effective after it has been received via U.S. mail, express delivery, facsimile or other electronic
transmission. If there should be more than one party executing this Agreement or any Schedule as Customer, all obligations to be performed by Customer
shall be the joint and several liability of all such parties. Customer’s representations, warranties, and covenants under each Schedule shall survive the
delivery and return of the respective Equipment. Any provision of this Agreement which may be determined b y competent authority to be prohibited or
unenforceable in any jurisdiction shall, as to such jurisdiction, be ineffective to the extent of such prohibition or unenfor ceability without invalidating the
remaining provisions of this Agreement. No such prohibition or unenforceability in any jurisdiction shall invalidate or render unenforceable such provision in
any other jurisdiction. Customer agrees that CFS may insert missing information or correct other information on this Agreeme nt including the Equipment’s
description, serial number, and location, and corrections to Customer’s legal name , provided that no substantive changes are made to the terms of this
Agreement; otherwise, this Agreement contains the entire arrangement between Customer and CFS and no modifications of this Agreement shall be
effective unless in writing and signed by the parties. Customer agrees that CFS may accept a facsimile or other electronic t ransmission of this Agreement or
any Acceptance Certificate as an original, and that facsimile or electronically transmitted copies of Customer’s signature will be treated as an original for all
purposes.
Customer and CFS have each caused this Agreement to be executed as of the date written below.
COUNTY OF CONTRA COSTA, CALIFORNIA CANON FINANCIAL SERVICES, INC.
Customer
Legal Name
By: By:
Name: Name:
Title: Title:
Email: Date:
Tax ID#: If proprietor, DOB,
By:
Name:
Title:
Email:
Municipal Fiscal Funding Addendum
CFS’ Application Number:
CFS’ Agreement Number:
Agreement Date:
GOVERNMENTAL ENTITY
Complete Legal Name
(“Customer”)
THIS MUNICIPAL FISCAL FUNDING ADDENDUM (“ADDENDUM”) WILL BE OF NO FORCE OR EFFECT
IF THE CUSTOMER IS NOT A STATE OR A POLITICAL SUBDIVISION OF A STATE WITHIN THE
MEANING OF SECTION 103(C) OF THE INTERNAL REVENUE CODE OF 1986, AS AMENDED.
Customer warrants that it has funds available to pay Payments payable pursuant to th e agreement (whether
designated a lease, rental, master lease, or otherwise, together with any schedules, the “Agreement”) until
the end of its current appropriation period and warrants that it presently intends to make Pay ments in each
appropriation period from now until the end of this Agreement. The officer of Customer responsible for
preparation of Customer's annual budget shall request from its legislative body or funding authority funds to
be paid to CFS under this Agreement. If notwithstanding the making in good faith of such request in
accordance with appropriate procedures and with the exercise of reasonable care and diligence, such
legislative body or funding authority does not appropriate funds to be paid to CFS for the Equipment,
Customer may, upon prior written notice to CFS, effective upon the exhaustion of the funding authorized for
the then current appropriation period, return the Equipment to CFS, at Customer's expense and in
accordance with this Agreement, and thereupon, Customer shall be released of its obligation to make
Payments to CFS due thereafter, pro vided: (1) the Equipment is returned to CFS as provided for in the
Agreement; (2) the above described notice states the failure of the legislative body or funding authority to
appropriate the necessary funds as the reason for cancellation; and (3) such not ice is accompanied by
payment of all amounts then due to CFS under the Agreement until the funding authorized for end of the
then current appropriation period.. In the event Customer returns the Equipment pursuant to the terms of
this Agreement, CFS shall retain all sums paid by Customer. Customer's Payment obligations under this
Agreement in any fiscal year shall constitute a current expense of Customer for such fiscal year and shall
not constitute indebtedness or a multiple fiscal year obligation of Cust omer under Customer's state
constitution, state law or home rule charter. Nothing in this Agreement shall constitute a pledge by
Customer of any taxes or other monies, other than as appropriated for a specific fiscal year for this
Agreement and the Equipme nt.
If there is any conflict between this Addendum and the Agreement, this Addendum shall prevail and govern.
The undersigned represents and warrants to CFS that all action required to authorize the execution and
delivery of this Addendum on behalf of the above referenced Customer by the following signatory has been
duly taken and remains in full force and effect. Customer agrees that CFS may accept a facsimile or other
electronic transmission of this Addendum as an original, and that facsimile or electronically transmitted
copies of Customer’s signature will be treated as an original for all purposes.
ACCEPTED
Canon Financial Services, Inc. Customer
By By
Title Printed Name
Date Title
COUNTY OF CONTRA COSTA, CALIFORNIA CFS-2020 (04/16)
CANON FINANCIAL SERVICES, INC. (“CFS”)
Remittance Address: 14904 Collections Center Dr.
Chicago, Illinois 60693 800-220-0200
1025 ESCOBAR STREET
MARTINEZ, CA 94553CONTRA COSTA COUNTY
Legislation Details (With Text)
File #: Version:124-3460 Name:
Status:Type:Consent Item Passed
File created:In control:9/30/2024 BOARD OF SUPERVISORS
On agenda:Final action:10/22/2024 10/22/2024
Title:APPROVE and AUTHORIZE the Purchasing Agent, or designee, to execute, on behalf of the County,
a Participating Addendum with KI/Krueger International, Inc., in an amount not to exceed $800,000,
for the distribution of various furniture, design and installation services for use by all County
Departments, during the period of October 22, 2024 through April 30, 2025, under the terms of the
Master Contract awarded by the Region 4 Education Service Center, Countywide. (100% User
Departments)
Attachments:1. R191808_Krueger_RL2_2023.10.26. - valid thru 4 30 25, 2. KI_Contract_01 dated 5 1 2020, 3.
Participating Addendum - Krueger - FINAL 10 22 2024
Action ByDate Action ResultVer.Tally
approvedBOARD OF SUPERVISORS10/22/2024 1 Pass
To:Board of Supervisors
From:Warren Lai, Public Works Director/Chief Engineer
Report Title:Participating Addendum with KI/Krueger International, Inc., through the Distributor, Be.
Workplace Design
☒Recommendation of the County Administrator ☐ Recommendation of Board Committee
RECOMMENDATIONS:
APPROVE and AUTHORIZE the Purchasing Agent,or designee,to execute,on behalf of the County,a
Participating Addendum with KI/Krueger International,Inc.,in an amount not to exceed $800,000,for the
distribution of various furniture,design and installation services for use by all County Departments,during the
period of October 22,2024 through April 30,2025,under the terms of the Master Contract awarded by the
Region 4 Education Service Center, and distributed through Be. Workplace Design.
FISCAL IMPACT:
Product and service costs paid by County Departments. (100% User Departments)
BACKGROUND:
Contra Costa Purchasing Services is requesting approval of a Participating Addendum for various furniture
purchases,design and installation services through one of KI/Krueger International,Inc.,Distributors:Be.
Workplace Design.Orders will be unique to each County Department.Products are guaranteed through the
master contract awarded by the Region 4 Education Service Center,OMNIA Cooperative Program.Approval of
the addendum between Contra Costa County and KI/Krueger International,Inc.,allows the County to obtain
guaranteed pricing available through the OMNIA Partners contract.The purchase will support all County
Departments with a variety of Systems and Freestanding Furniture,Seating/Chairs,Soft Seating,Filing
Systems,Storage and Equipment,Library Furniture,Cafeteria Furniture,Auditorium/Theater Fixed Seating,
and Modular Walls,which offer discounts of 40%to 46%off published price lists.This will allow the County
the option to choose furniture from more than one source,promote competition among the providers,and is
CONTRA COSTA COUNTY Printed on 12/11/2024Page 1 of 2
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File #:24-3460,Version:1
the option to choose furniture from more than one source,promote competition among the providers,and is
ultimately designed to offer County Departments a variety of product choices and providers.
CONSEQUENCE OF NEGATIVE ACTION:
Without approval of an alternate furniture source,the County would have limited options,no competition
among the providers, and ultimately pay more by not taking advantage of cooperative purchasing discounts.
CONTRA COSTA COUNTY Printed on 12/11/2024Page 2 of 2
powered by Legistar™
October 26, 2023
Mr. Guy Patzke
andrew.van.straten@ki.com
Assistant Secretary
Krueger International, Inc.
PO Box 8100, 1330 Bellevue Street
Green Bay, WI 54308-8100
Re: Renewal Award of Contract #R191808
Dear Mr. Patzke:
Per official action taken by the Board of Directors of Region 4 Education Service Center on
October 24, 2023, Region 4 ESC is pleased to announce that Krueger International, Inc. has been
awarded an annual contract renewal for the following, based on the sealed proposal submitted to
Region 4 on December 11, 2019, and subsequent performance thereafter:
Contract
Furniture, Installation and Related Services
The contract will expire on April 30, 2025, completing the fifth year of a five-year term contract.
The contract is available through OMNIA Partners, Public Sector. Your designated OMNIA
Partners, Public Sector contact is Christine Dorantes, at (615) 431-8182 or
christine.dorantes@omniapartners.com.
The partnership between Krueger International, Inc., Region 4 and OMNIA Partners, Public Sector
can be of great help to participating agencies. Please provide copies of this letter to your sales
representative(s) to assist in their daily course of business.
Sincerely,
Robert Zingelmann
Chief Financial Officer, Finance and Operations Services
DocuSign Envelope ID: 81108D99-4067-4AAA-9008-50A989A9A393
Region 4 Education Service Center (ESC)
Contract # R191808
for
Furniture, Installation and Related Services
with
Krueger International, Inc.
Effective: May 1, 2020
The following documents comprise the executed contract between the
Region 4 Education Service Center and the Krueger International, Inc.
effective May 1, 2020:
I. Vendor Contract and Signature Form
II. Supplier’s Response to the RFP, incorporated by reference
CONTRACT
1
APPENDIX A
CONTRACT
This Contract (“Contract”) is made as of __________, 2020 by and between
(“Contractor”) and Region 4 Education Service Center
(“Region 4 ESC”) for the purchase of Furniture, Installation, and Related Services (“the products
and services”).
RECITALS
WHEREAS, Region 4 ESC issued Request for Proposals Number RFP #19-18 for Furniture,
Installation, and Related Services (“RFP”), to which Contractor provided a response
(“Proposal”); and
WHEREAS, Region 4 ESC selected Contractor’s Proposal and wishes to engage Contractor in
providing the services/materials described in the RFP and Proposal;
WHEREAS, both parties agree and understand the following pages will constitute the Contract
between the Contractor and Region 4 ESC, having its principal place of business at 7145 West
Tidwell Road, Houston, TX 77092.
WHEREAS, Contractor included, in writing, any required exceptions or deviations from these
terms, conditions, and specifications; and it is further understood that, if agreed to by Region 4
ESC, said exceptions or deviations are incorporated into the Contract.
WHEREAS, this Contract consists of the provisions set forth below, including provisions of all
attachments referenced herein. In the event of a conflict between the provisions set forth below
and those contained in any attachment, the provisions set forth below shall control.
WHEREAS, the Contract will provide that any state and local governmental entities, public and
private primary, secondary and higher education entities, non-profit entities, and agencies for the
public benefit (“Public Agencies”) may purchase products and services at prices indicated in the
Contract upon the Public Agency’s registration with OMNIA Partners.
1)Term of agreement. The term of the Contract is for a period of three (3) years unless
terminated, canceled or extended as otherwise provided herein. Region 4 ESC shall have the
right to renew the Contract for two (2) additional one-year periods or portions thereof. Region
4 ESC shall review the Contract prior to the renewal date and notify the Contractor of Region
4 ESC’s intent renew the Contract. Contractor may elect not to renew by providing three
hundred sixty-five days’ (365) notice to Region 4 ESC. Notwithstanding the expiration of the
initial term or any subsequent term or all renewal options, Region 4 ESC and Contractor may
mutually agree to extend the term of this Agreement. Contractor acknowledges and
understands Region 4 ESC is under no obligation whatsoever to extend the term of this
Agreement.
2) Scope: Contractor shall perform all duties, responsibilities and obligations, set forth in this
agreement, and described in the RFP, incorporated herein by reference as though fully set
forth herein.
April 28
Krueger International, Inc.
CONTRACT
2
3) Form of Contract. The form of Contract shall be the RFP, the Offeror’s proposal and Best and
Final Offer(s).
4) Order of Precedence. In the event of a conflict in the provisions of the Contract as accepted
by Region 4 ESC, the following order of precedence shall prevail:
i. This Contract
ii. Offeror’s Best and Final Offer
iii. Offeror’s proposal
iv. RFP and any addenda
5) Commencement of Work. The Contractor is cautioned not to commence any billable work or
provide any material or service under this Contract until Contractor receives a purchase order
for such work or is otherwise directed to do so in writing by Region 4 ESC.
6) Entire Agreement (Parol evidence). The Contract, as specified above, represents the final
written expression of agreement. All agreements are contained herein and no other
agreements or representations that materially alter it are acceptable.
7) Assignment of Contract. No assignment of Contract may be made without the prior written
approval of Region 4 ESC. Contractor is required to notify Region 4 ESC when any material
change in operations is made (i.e. bankruptcy, change of ownership, merger, etc.).
8) Novation. If Contractor sells or transfers all assets or the entire portion of the assets used to
perform this Contract, a successor in interest must guarantee to perform all obligations under
this Contract. Region 4 ESC reserves the right to accept or reject any new party. A change
of name agreement will not change the contractual obligations of Contractor.
9) Contract Alterations. No alterations to the terms of this Contract shall be valid or binding
unless authorized and signed by Region 4 ESC.
10) Adding Authorized Distributors/Dealers. Contractor is prohibited from authorizing additional
distributors or dealers, other than those identified at the time of submitting their proposal, to
sell under the Contract without notification and prior written approval from Region 4 ESC.
Contractor must notify Region 4 ESC each time it wishes to add an authorized distributor or
dealer. Purchase orders and payment can only be made to the Contractor unless otherwise
approved by Region 4 ESC. Pricing provided to members by added distributors or dealers
must also be less than or equal to the Contractor’s pricing.
11) TERMINATION OF CONTRACT
a) Cancellation for Non-Performance or Contractor Deficiency. Region 4 ESC may terminate
the Contract if purchase volume is determined to be low volume in any 12-month period.
Region 4 ESC reserves the right to cancel the whole or any part of this Contract due to
failure by Contractor to carry out any obligation, term or condition of the contract. Region
4 ESC may issue a written deficiency notice to Contractor for acting or failing to act in any
of the following:
i. Providing material that does not meet the specifications of the Contract;
ii. Providing work or material was not awarded under the Contract;
iii. Failing to adequately perform the services set forth in the scope of work and
specifications;
CONTRACT
3
iv. Failing to complete required work or furnish required materials within a reasonable
amount of time;
v. Failing to make progress in performance of the Contract or giving Region 4 ESC
reason to believe Contractor will not or cannot perform the requirements of the
Contract; or
vi. Performing work or providing services under the Contract prior to receiving an
authorized purchase order.
Upon receipt of a written deficiency notice, Contractor shall have ten (10) days to provide
a satisfactory response to Region 4 ESC. Failure to adequately address all issues of
concern may result in Contract cancellation. Upon cancellation under this paragraph, all
goods, materials, work, documents, data and reports prepared by Contractor under the
Contract shall immediately become the property of Region 4 ESC.
b) Termination for Cause. If, for any reason, Contractor fails to fulfill its obligation in a timely
manner, or Contractor violates any of the covenants, agreements, or stipulations of this
Contract Region 4 ESC reserves the right to terminate the Contract immediately and
pursue all other applicable remedies afforded by law. Such termination shall be effective
by delivery of notice, to the Contractor, specifying the effective date of termination. In such
event, all documents, data, studies, surveys, drawings, maps, models and reports
prepared by Contractor will become the property of the Region 4 ESC. If such event does
occur, Contractor will be entitled to receive just and equitable compensation for the
satisfactory work completed on such documents.
c) Delivery/Service Failures. Failure to deliver goods or services within the time specified, or
within a reasonable time period as interpreted by the purchasing agent or failure to make
replacements or corrections of rejected articles/services when so requested shall
constitute grounds for the Contract to be terminated. In the event Region 4 ESC must
purchase in an open market, Contractor agrees to reimburse Region 4 ESC, within a
reasonable time period, for all expenses incurred.
i) Additional Delivery/Installation Charges: Contractor may enter into additional
negotiations with a purchasing agency for additional delivery or installation charges
based on onerous conditions. Additional delivery and/or installation charges may only
be charged if mutually agreed upon by the purchasing agency and Contractor and can
only be charged on a per individual project basis.
d) Force Majeure. If by reason of Force Majeure, either party hereto shall be rendered unable
wholly or in part to carry out its obligations under this Agreement then such party shall
give notice and full particulars of Force Majeure in writing to the other party within a
reasonable time after occurrence of the event or cause relied upon, and the obligation of
the party giving such notice, so far as it is affected by such Force Majeure, shall be
suspended during the continuance of the inability then claimed, except as hereinafter
provided, but for no longer period, and such party shall endeavor to remove or overcome
such inability with all reasonable dispatch.
The term Force Majeure as employed herein, shall mean acts of God, strikes, lockouts, or
other industrial disturbances, act of public enemy, orders of any kind of government of the
United States or the State of Texas or any civil or military authority; insurrections; riots;
epidemics; landslides; lighting; earthquake; fires; hurricanes; storms; floods; washouts;
droughts; arrests; restraint of government and people; civil disturbances; explosions,
breakage or accidents to machinery, pipelines or canals, or other causes not reasonably
within the control of the party claiming such inability. It is understood and agreed that the
settlement of strikes and lockouts shall be entirely within the discretion of the party having
the difficulty, and that the above requirement that any Force Majeure shall be remedied
with all reasonable dispatch shall not require the settlement of strikes and lockouts by
acceding to the demands of the opposing party or parties when such settlement is
unfavorable in the judgment of the party having the difficulty.
CONTRACT
4
e) Standard Cancellation. Region 4 ESC may cancel this Contract in whole or in part by
providing written notice. The cancellation will take effect 30 business days after the other
party receives the notice of cancellation. After the 30th business day all work will cease
following completion of final purchase order.
12) Licenses. Contractor shall maintain in current status all federal, state and local licenses, bonds
and permits required for the operation of the business conducted by Contractor. Contractor
shall remain fully informed of and in compliance with all ordinances and regulations pertaining
to the lawful provision of services under the Contract. Region 4 ESC reserves the right to stop
work and/or cancel the Contract if Contractor’s license(s) expire, lapse, are suspended or
terminated.
13) Survival Clause. All applicable software license agreements, warranties or service
agreements that are entered into between Contractor and Region 4 ESC under the terms and
conditions of the Contract shall survive the expiration or termination of the Contract. All
Purchase Orders issued and accepted by Contractor shall survive expiration or termination of
the Contract.
14) Delivery. Conforming product shall be shipped within 7 days of receipt of Purchase Order. If
delivery is not or cannot be made within this time period, the Contractor must receive
authorization for the delayed delivery. The order may be canceled if the estimated shipping
time is not acceptable. All deliveries shall be freight prepaid, F.O.B. Destination and shall be
included in all pricing offered unless otherwise clearly stated in writing.
15) Inspection & Acceptance. If defective or incorrect material is delivered, Region 4 ESC may
make the determination to return the material to the Contractor at no cost to Region 4 ESC.
The Contractor agrees to pay all shipping costs for the return shipment. Contractor shall be
responsible for arranging the return of the defective or incorrect material.
16) Payments. Payment shall be made after satisfactory performance, in accordance with all
provisions thereof, and upon receipt of a properly completed invoice.
17) Price Adjustments. Should it become necessary or proper during the term of this Contract to
make any change in design or any alterations that will increase price, Region 4 ESC must be
notified immediately. Price increases must be approved by Region 4 ESC and no payment for
additional materials or services, beyond the amount stipulated in the Contract shall be paid
without prior approval. All price increases must be supported by manufacturer documentation,
or a formal cost justification letter. Contractor must honor previous prices for thirty (30) days
after approval and written notification from Region 4 ESC. It is the Contractor’s responsibility
to keep all pricing up to date and on file with Region 4 ESC. All price changes must be
provided to Region 4 ESC, using the same format as was provided and accepted in the
Contractor’s proposal.
Price reductions may be offered at any time during Contract. Special, time-limited reductions
are permissible under the following conditions: 1) reduction is available to all users equally; 2)
reduction is for a specific period, normally not less than thirty (30) days; and 3) original price
is not exceeded after the time-limit. Contractor shall offer Region 4 ESC any published price
reduction during the Contract term.
18) Audit Rights. Contractor shall, at its sole expense, maintain appropriate due diligence of all
purchases made by Region 4 ESC and any entity that utilizes this Contract. Region 4 ESC
reserves the right to audit the accounting for a period of three (3) years from the time such
CONTRACT
5
purchases are made. This audit right shall survive termination of this Agreement for a period
of one (1) year from the effective date of termination. Region 4 ESC shall have the authority
to conduct random audits of Contractor’s pricing at Region 4 ESC's sole cost and expense.
Notwithstanding the foregoing, in the event that Region 4 ESC is made aware of any pricing
being offered that is materially inconsistent with the pricing under this agreement, Region 4
ESC shall have the ability to conduct an extensive audit of Contractor’s pricing at Contractor’s
sole cost and expense. Region 4 ESC may conduct the audit internally or may engage a third-
party auditing firm. In the event of an audit, the requested materials shall be provided in the
format and at the location designated by Region 4 ESC.
19) Discontinued Products. If a product or model is discontinued by the manufacturer, Contractor
may substitute a new product or model if the replacement product meets or exceeds the
specifications and performance of the discontinued model and if the discount is the same or
greater than the discontinued model.
20) New Products/Services. New products and/or services that meet the scope of work may be
added to the Contract. Pricing shall be equivalent to the percentage discount for other
products. Contractor may replace or add product lines if the line is replacing or supplementing
products, is equal or superior to the original products, is discounted similarly or greater than
the original discount, and if the products meet the requirements of the Contract. No products
and/or services may be added to avoid competitive procurement requirements. Region 4 ESC
may require additions to be submitted with documentation from Members demonstrating an
interest in, or a potential requirement for, the new product or service. Region 4 ESC may reject
any additions without cause.
21) Options. Optional equipment for products under Contract may be added to the Contract at
the time they become available under the following conditions: 1) the option is priced at a
discount similar to other options; 2) the option is an enhancement to the unit that improves
performance or reliability.
22) Warranty Conditions. All supplies, equipment and services shall include manufacturer's
minimum standard warranty and one (1) year labor warranty unless otherwise agreed to in
writing.
23) Site Cleanup. Contractor shall clean up and remove all debris and rubbish resulting from their
work as required or directed. Upon completion of the work, the premises shall be left in good
repair and an orderly, neat, clean, safe and unobstructed condition.
24) Site Preparation. Contractor shall not begin a project for which the site has not been prepared,
unless Contractor does the preparation work at no cost, or until Region 4 ESC includes the
cost of site preparation in a purchase order. Site preparation includes, but is not limited to:
moving furniture, installing wiring for networks or power, and similar pre-installation
requirements.
25) Registered Sex Offender Restrictions. For work to be performed at schools, Contractor
agrees no employee or employee of a subcontractor who has been adjudicated to be a
registered sex offender will perform work at any time when students are or are reasonably
expected to be present. Contractor agrees a violation of this condition shall be considered a
material breach and may result in the cancellation of the purchase order at Region 4 ESC’s
discretion. Contractor must identify any additional costs associated with compliance of this
CONTRACT
6
term. If no costs are specified, compliance with this term will be provided at no additional
charge.
26) Safety measures. Contractor shall take all reasonable precautions for the safety of employees
on the worksite and shall erect and properly maintain all necessary safeguards for protection
of workers and the public. Contractor shall post warning signs against all hazards created by
its operation and work in progress. Proper precautions shall be taken pursuant to state law
and standard practices to protect workers, general public and existing structures from injury
or damage.
27) Smoking. Persons working under the Contract shall adhere to local smoking policies.
Smoking will only be permitted in posted areas or off premises.
28) Stored materials. Upon prior written agreement between the Contractor and Region 4 ESC,
payment may be made for materials not incorporated in the work but delivered and suitably
stored at the site or some other location, for installation at a later date. An inventory of the
stored materials must be provided to Region 4 ESC prior to payment. Such materials must be
stored and protected in a secure location and be insured for their full value by the Contractor
against loss and damage. Contractor agrees to provide proof of coverage and additionally
insured upon request. Additionally, if stored offsite, the materials must also be clearly identified
as property of Region 4 ESC and be separated from other materials. Region 4 ESC must be
allowed reasonable opportunity to inspect and take inventory of stored materials, on or offsite,
as necessary. Until final acceptance by Region 4 ESC, it shall be the Contractor's
responsibility to protect all materials and equipment. Contractor warrants and guarantees that
title for all work, materials and equipment shall pass to Region 4 ESC upon final acceptance.
29) Funding Out Clause. A Contract for the acquisition, including lease, of real or personal
property is a commitment of Region 4 ESC’s current revenue only. Region 4 ESC retains the
right to terminate the Contract at the expiration of each budget period during the term of the
Contract and is conditioned on a best effort attempt by Region 4 ESC to obtain appropriate
funds for payment of the contract.
30) Indemnity. Contractor shall protect, indemnify, and hold harmless both Region 4 ESC and its
administrators, employees and agents against all claims, damages, losses and expenses
arising out of or resulting from the actions of the Contractor, Contractor employees or
subcontractors in the preparation of the solicitation and the later execution of the Contract.
Any litigation involving either Region 4 ESC, its administrators and employees and agents will
be in Harris County, Texas.
31) Marketing. Contractor agrees to allow Region 4 ESC to use their name and logo within
website, marketing materials and advertisement. Any use of Region 4 ESC name and logo
or any form of publicity, inclusive of press releases, regarding this Contract by Contractor must
have prior approval from Region 4 ESC.
32) Certificates of Insurance. Certificates of insurance shall be delivered to the Region 4 ESC
prior to commencement of work. The Contractor shall give Region 4 ESC a minimum of ten
(10) days’ notice prior to any modifications or cancellation of policies. The Contractor shall
require all subcontractors performing any work to maintain coverage as specified.
33) Legal Obligations. It is Contractor’s responsibility to be aware of and comply with all local,
state, and federal laws governing the sale of products/services and shall comply with all laws
CONTRACT
7
while fulfilling the Contract. Applicable laws and regulation must be followed even if not
specifically identified herein.
34) Tariff Surcharges: Contractor has the option to charge a surcharge, as an additional line item,
if approved by the purchasing agency. All surcharges must be based on a percentage of total
order and must be approved by Region 4 prior to use.
Margaret S. Bass
Carmen T. Moreno
4/28/2020
4/28/2020
acceptable
acceptable
acceptable
acceptable
acceptable
to be negoatiated by
OMNIA Partners and
KI
to be negoatiated by
OMNIA Partners and
KI
to be negoatiated by
OMNIA Partners and KI
to be negoatiated by
OMNIA Partners and
KI
to be negoatiated by
OMNIA Partners and
KI
FURNISHING KNOWLEDGE
Solicitation Number 19-18, Request for Proposal (“RFP”) by
Region 4 Education Service Center (“ESC”) for Furniture, Installation, and Related Services
Exceptions
EXHIBIT A
RESPONSE FOR NATIONAL COOPERATIVE CONTRACT
1.0 OMNIA PARTNERS REQUIREMENTS
1.2 Marketing, Sales and Administrative Support
Companies are required to pay an administrative fee of three percent (3%) of the greater of the
Contract Sales under the Master Agreement and Guaranteed Contract Sales under this Request
for Proposal.
Request change: Modify the agreement to two percent (2%) administrative fee.
1.5 Objectives of Cooperative Program
B. Establish the Master Agreement as the Company’s primary go to market strategy to Public
Agencies nationwide;
Request change: Establish the Master Agreement as one of the Company’s go to market strategies to Public
Agencies nationwide.
2.0 REPRESENTATIONS AND COVENANTS
2.1 Corporate Commitment
Company commits that (1) the Master Agreement has received all necessary corporate
authorizations and support of the Company’s executive management, (2) the Master Agreement
is Company's primary “go to market” strategy for Public Agencies, (3) the Master Agreement will
be promoted to all Public Agencies, including any existing customers, and Company will
transition existing customers, upon their request, to the Master Agreement, and (4) that the
Company has read and agrees to the terms and conditions of the Administration Agreement
with OMNIA Partners and will execute such agreement concurrent with and as a condition of its
execution of the Master Agreement with the Principal Procurement Agency. Company will
identify an executive corporate sponsor and a separate national account manager within the RFP
response that will be responsible for the overall management of the Master Agreement.
Request change (2) to the Following: (2) the Master Agreement is one of the Companies “go to market”
strategies for Public Agencies
Request change (3) to the Following: (3) the Master Agreement will be promoted to all Public Agencies,
including any existing customers upon their request.
Clarification (4): Mark Waldecker will be the KI Sponsor contact.
FURNISHING KNOWLEDGE
2.2 Pricing Commitment
Company commits the not-to-exceed pricing provided under the Master Agreement pricing is its
lowest available (net to buyer) to Public Agencies nationwide and further commits that if a
Participating Public Agency is eligible for lower pricing through a national, state, regional or local
or cooperative contract, the Company will match such lower pricing to that Participating Public
Agency under the Master Agreement.
Request change: Company commits the not-to-exceed pricing provided under the Master Agreement
pricing is its lowest available (net to buyer)to Public Agencies nationwide based on the Master Agreements
specific requirements which includes the negotiated terms and conditions and further commits that if a
Participating public Agency is eligible for lower pricing through a national, state, regional, or local or
cooperative contract and this alternative contract would have the exact requirements and agreed upon
terms and conditions, the Company will match such pricing to that participating Public Agency under the
Master Agreement.
2.3 Sales Commitment
Company commits to aggressively market the Master Agreement as its go to market strategy in
this defined sector and that its sales force will be trained, engaged and committed to offering the
Master Agreement to Public Agencies through OMNIA Partners nationwide. Company commits
that all Master Agreement sales will be accurately and timely reported to OMNIA Partners in
accordance with the OMNIA Partners Administration Agreement. Company also commits its
sales force will be compensated, including sales incentives, for sales to Public Agencies under the
Master Agreement in a consistent or better manner compared to sales to Public Agencies if the
Company were not awarded the Master Agreement.
Request change: Company commits to aggressively market the Master Agreement as one of its go to
market strategies within this defined sector and that its salesforce will be trained, engaged and committed
to offering the Master Agreement to Public Agencies through OMNIA Partners nationwide. Remaining
portion of the paragraph is agreeable.
FURNISHING KNOWLEDGE
EXHIBIT B
ADMINISTRATION AGREEMENT, EXAMPLE
10. OMNIA Partners, Public Sector and Supplier shall publicize and promote the availability of the Master
Agreement’s products and services to Public Agencies and such agencies’ employees. Supplier shall
require each Public Agency to register its participation in the OMNIA Partners, Public Sector program by
either registering on the OMNIA Partners, Public Sector website (www.omniapartners.com/
publicsector), or executing a Master Intergovernmental Cooperative Purchasing Agreement prior to
processing the Participating Public Agency’s first sales order. Upon request, Supplier shall make available
to interested Public Agencies a copy of the Master Agreement and such price lists or quotes as may be
necessary for such Public Agencies to evaluate potential purchases.
Request Change: OMINA Partners, Public Sector and Supplier shall publicize and promote the availability of the
Master Agreement’s products and services to Public Agencies and such agencies’ employees. Should the
Participating Agent or Public sector request to participate, Supplier shall require each Public Agency to register its
participation in the OMNIA Partners, Public Sector program by either registering on the OMNIA Partners, Public
Sector website (www.omniapartners.com/publicsector), or executing a Master Intergovernmental Cooperative
Purchasing Agreement prior to processing the Participating Public Agency’s first sales order. Upon request,
Supplier shall make available to interested Public Agencies a copy of the Master Agreement and such price lists or
quotes as may be necessary for such Public Agencies to evaluate potential purchases.
ADMINISTRATIVE FEE, REPORTING & PAYMENT
12. An “Administrative Fee” shall be defined and due to OMNIA Partners, Public Sector from Supplier in
the amount of three percent (3%) (“Administrative Fee Percentage”) multiplied by the total purchase amount
paid to Supplier, less refunds, credits on returns, rebates and discounts, for the sale of products and/or services
to Principal Procurement Agency and Participating Public Agencies pursuant to the Master Agreement (as
amended from time to time and including any renewal thereof) (“Contract Sales”). From time to time the
parties may mutually agree in writing to a lower Administrative Fee Percentage for a specifically identified
Participating Public Agency’s Contract Sales.
Request change: Adjust the percent from 3% to two percent (2%) and remove the inclusion of services from
the admin fee.
13. Supplier shall provide OMNIA Partners, Public Sector with an electronic accounting report monthly, in
the format prescribed by OMNIA Partners, Public Sector, summarizing all Contract Sales for each calendar
month.
Request change: Supplier shall provide OMNIA Partners, Public Sector with an electronic accounting report
monthly, in the format prescribed by OMNIA Partners, Public Sector, summarizing all Contract sales
Shipped for each Calendar month. Remaining portion of the paragraph is agreeable.
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FURNISHING KNOWLEDGE
Solicitation Number 19-18, Request for Proposal (“RFP”) by
Region 4 Education Service Center (“ESC”) for Furniture, Installation, and Related Services
Exceptions
EXHIBIT A
RESPONSE FOR NATIONAL COOPERATIVE CONTRACT
1.0 OMNIA PARTNERS REQUIREMENTS
1.2 Marketing, Sales and Administrative Support
Companies are required to pay an administrative fee of three percent (3%) of the greater of the
Contract Sales under the Master Agreement and Guaranteed Contract Sales under this Request
for Proposal.
Request change: Modify the agreement to two percent (2%) administrative fee.
1.5 Objectives of Cooperative Program
B. Establish the Master Agreement as the Company’s primary go to market strategy to Public
Agencies nationwide;
Request change: Establish the Master Agreement as one of the Company’s go to market strategies to Public
Agencies nationwide.
2.0 REPRESENTATIONS AND COVENANTS
2.1 Corporate Commitment
Company commits that (1) the Master Agreement has received all necessary corporate
authorizations and support of the Company’s executive management, (2) the Master Agreement
is Company's primary “go to market” strategy for Public Agencies, (3) the Master Agreement will
be promoted to all Public Agencies, including any existing customers, and Company will
transition existing customers, upon their request, to the Master Agreement, and (4) that the
Company has read and agrees to the terms and conditions of the Administration Agreement
with OMNIA Partners and will execute such agreement concurrent with and as a condition of its
execution of the Master Agreement with the Principal Procurement Agency. Company will
identify an executive corporate sponsor and a separate national account manager within the RFP
response that will be responsible for the overall management of the Master Agreement.
Request change (2) to the Following: (2) the Master Agreement is one of the Companies “go to market”
strategies for Public Agencies
Request change (3) to the Following: (3) the Master Agreement will be promoted to all Public Agencies,
including any existing customers upon their request.
Clarification (4): Mark Waldecker will be the KI Sponsor contact.
FURNISHING KNOWLEDGE
2.2 Pricing Commitment
Company commits the not-to-exceed pricing provided under the Master Agreement pricing is its
lowest available (net to buyer) to Public Agencies nationwide and further commits that if a
Participating Public Agency is eligible for lower pricing through a national, state, regional or local
or cooperative contract, the Company will match such lower pricing to that Participating Public
Agency under the Master Agreement.
Request change: Company commits the not-to-exceed pricing provided under the Master Agreement
pricing is its lowest available (net to buyer)to Public Agencies nationwide based on the Master Agreements
specific requirements which includes the negotiated terms and conditions and further commits that if a
Participating public Agency is eligible for lower pricing through a national, state, regional, or local or
cooperative contract and this alternative contract would have the exact requirements and agreed upon
terms and conditions, the Company will match such pricing to that participating Public Agency under the
Master Agreement.
2.3 Sales Commitment
Company commits to aggressively market the Master Agreement as its go to market strategy in
this defined sector and that its sales force will be trained, engaged and committed to offering the
Master Agreement to Public Agencies through OMNIA Partners nationwide. Company commits
that all Master Agreement sales will be accurately and timely reported to OMNIA Partners in
accordance with the OMNIA Partners Administration Agreement. Company also commits its
sales force will be compensated, including sales incentives, for sales to Public Agencies under the
Master Agreement in a consistent or better manner compared to sales to Public Agencies if the
Company were not awarded the Master Agreement.
Request change: Company commits to aggressively market the Master Agreement as one of its go to
market strategies within this defined sector and that its salesforce will be trained, engaged and committed
to offering the Master Agreement to Public Agencies through OMNIA Partners nationwide. Remaining
portion of the paragraph is agreeable.
FURNISHING KNOWLEDGE
EXHIBIT B
ADMINISTRATION AGREEMENT, EXAMPLE
10. OMNIA Partners, Public Sector and Supplier shall publicize and promote the availability of the Master
Agreement’s products and services to Public Agencies and such agencies’ employees. Supplier shall
require each Public Agency to register its participation in the OMNIA Partners, Public Sector program by
either registering on the OMNIA Partners, Public Sector website (www.omniapartners.com/
publicsector), or executing a Master Intergovernmental Cooperative Purchasing Agreement prior to
processing the Participating Public Agency’s first sales order. Upon request, Supplier shall make available
to interested Public Agencies a copy of the Master Agreement and such price lists or quotes as may be
necessary for such Public Agencies to evaluate potential purchases.
Request Change: OMINA Partners, Public Sector and Supplier shall publicize and promote the availability of the
Master Agreement’s products and services to Public Agencies and such agencies’ employees. Should the
Participating Agent or Public sector request to participate, Supplier shall require each Public Agency to register its
participation in the OMNIA Partners, Public Sector program by either registering on the OMNIA Partners, Public
Sector website (www.omniapartners.com/publicsector), or executing a Master Intergovernmental Cooperative
Purchasing Agreement prior to processing the Participating Public Agency’s first sales order. Upon request,
Supplier shall make available to interested Public Agencies a copy of the Master Agreement and such price lists or
quotes as may be necessary for such Public Agencies to evaluate potential purchases.
ADMINISTRATIVE FEE, REPORTING & PAYMENT
12. An “Administrative Fee” shall be defined and due to OMNIA Partners, Public Sector from Supplier in
the amount of three percent (3%) (“Administrative Fee Percentage”) multiplied by the total purchase amount
paid to Supplier, less refunds, credits on returns, rebates and discounts, for the sale of products and/or services
to Principal Procurement Agency and Participating Public Agencies pursuant to the Master Agreement (as
amended from time to time and including any renewal thereof) (“Contract Sales”). From time to time the
parties may mutually agree in writing to a lower Administrative Fee Percentage for a specifically identified
Participating Public Agency’s Contract Sales.
Request change: Adjust the percent from 3% to two percent (2%) and remove the inclusion of services from
the admin fee.
13. Supplier shall provide OMNIA Partners, Public Sector with an electronic accounting report monthly, in
the format prescribed by OMNIA Partners, Public Sector, summarizing all Contract Sales for each calendar
month.
Request change: Supplier shall provide OMNIA Partners, Public Sector with an electronic accounting report
monthly, in the format prescribed by OMNIA Partners, Public Sector, summarizing all Contract sales
Shipped for each Calendar month. Remaining portion of the paragraph is agreeable.
Category Price List Catalog No. Tier 1 Tier 2 Tier 3 Tier 4 Tier 5
Order Volume Order Volume Order Volume Order Volume Order Volume
List Price List Price List Price List Price List Price
$0 ‐ $15,000 $15,001 ‐ $50,000 $50,001 ‐$100,000 $100,001‐$250,000 $250,001 & Up
Discount Discount Discount Discount Discount
Systems Furniture UNTIE SYSTEM KI‐11557 37% 41% 44% 46% 46%
Systems Furniture WIREWORKS PANEL
SYSTEM KI‐11392R1 37% 41% 44% 46% 46%
Freestanding Furniture CONNECTION ZONE KI‐11601 37% 41% 44% 46% 46%
Freestanding Furniture Universal Height Adj
Screen
KI‐PLW‐000039 37% 41% 44% 46% 46%
Freestanding Furniture Tattoo Collection KI‐PLW‐000065 37% 41% 44% 46% 46%
Freestanding Furniture Aristotle Casegoods KI‐11578 37% 41% 44% 46% 46%
Freestanding Furniture 700 Series Desking
System KI‐11489R1 37% 41% 44% 46% 46%
Freestanding Furniture Genesis KI‐11382R5 37% 41% 44% 46% 46%
Freestanding Furniture Trellis System KI‐11610 37% 41% 44% 46% 46%
Freestanding Furniture True Desking System KI‐11348R3 37% 41% 44% 46% 46%
Freestanding Furniture Workzone Desking KI‐11490R1 37% 41% 44% 46% 46%
Freestanding Furniture Backbone Media
Platform KI‐11586 37% 41% 44% 46% 46%
Freestanding Furniture Contract Tables KI‐11484R2 37% 41% 44% 46% 46%
Freestanding Furniture Occasional Tables KI‐11486R1 37% 41% 44% 46% 46%
Freestanding Furniture Pillar Tables KI‐PLW‐000012 37% 41% 44% 46% 46%
Freestanding Furniture Pirouette Table KI‐11606 37% 41% 44% 46% 46%
Freestanding Furniture Powered Tables KI‐11485R1 37% 41% 44% 46% 46%
Freestanding Furniture Serenade Conference
Collection KI‐11605 37% 41% 44% 46% 46%
Freestanding Furniture Toggle Table KI‐11597 37% 41% 44% 46% 46%
Freestanding Furniture Workup Tables KI‐11585 37% 41% 44% 46% 46%
Freestanding Furniture Cafeway ‐Cafeteria
Tables
KI‐11492R1 34% 41% 44% 46% 46%
Freestanding Furniture Classroom‐ Tables ‐
Chairs KI‐11492R1 37% 41% 44% 46% 46%
Freestanding Furniture Folding Chairs & Stools KI‐11480R2 37% 41% 44% 46% 46%
Freestanding Furniture Folding Tables KI‐11487R2 37% 41% 44% 46% 46%
Freestanding Furniture Learn2 Seating KI‐11584 37% 41% 44% 46% 46%
Freestanding Furniture Multiple Seating KI‐11486R1 37% 41% 44% 46% 46%
Freestanding Furniture Ruckus Collection KI‐PLW‐000010 37% 41% 44% 46% 46%
Freestanding Furniture Classroom Collections KI‐11491R2 35% 41% 44% 46% 46%
Seating/ Chairs Doni Seating Collection KI‐11621 37% 41% 44% 46% 46%
Seating/ Chairs FourC Seating KI‐PLW‐000063 37% 41% 44% 46% 46%
Seating/ Chairs Katera Stack and Guest
Chair
KI‐PLW‐000073 37% 41% 44% 46% 46%
Krueger International, Inc.
Products/Services /Pricing
Region 4 Education Services Center Solicitation Number 18‐19
Drop Ship/Delivered Discountin
* Discounts off list price will be taken from Supplier's current published price lists
Seating/ Chairs Silhouette Stack Chari KI‐PLW‐000072 37% 41% 44% 46% 46%
Seating/ Chairs Stack and Guest Seating KI‐11479R2 37% 41% 44% 46% 46%
Seating/ Chairs Task Seating KI‐11478R2 37% 41% 44% 46% 46%
Seating/ Chairs Voyant Seating KI‐PLW‐000070 37% 41% 44% 46% 46%
Seating/ Chairs Voz Guest Chair KI‐PLW‐000071 37% 41% 44% 46% 46%
Soft Seating Affina Collection KI‐11591 37% 41% 44% 46% 46%
Soft Seating Calida Lounge Furniture KI‐PLW‐000068 37% 41% 44% 46% 46%
Soft Seating Lobby & Lounge Seating KI‐1148RR1 37% 41% 44% 46% 46%
Soft Seating MyPlace Lounge
Collection KI‐PLW‐000035 37% 41% 44% 46% 46%
Soft Seating MyWay Lounge
Collection KI‐11604 37% 41% 44% 46% 46%
Soft Seating Soltice Metal Collection KI‐11608 37% 41% 44% 46% 46%
Filing Systems, Storage &
Equipment
700 Series Files Storage KI‐11493R1 37% 41% 44% 46% 46%
Filing Systems, Storage &
Equipment
All Terrain Files Storage KI‐11494R1 37% 41% 44% 46% 46%
Filing Systems, Storage &
Equipment
U‐ Series Storage KI‐11539R1 37% 41% 44% 46% 46%
Library Furniture Crossroads KI‐11395R2 37% 41% 44% 46% 46%
Cafeteria Furniture Cafeway ‐Cafeteria
Tables KI‐11609 37% 41% 44% 46% 46%
Cafeteria Furniture Folding Tables KI‐11487R2 37% 41% 44% 46% 46%
Cafeteria Furniture Folding Chairs & Stools KI‐11480R2 37% 41% 44% 46% 46%
Other Products Accessories KI‐11488R1 37% 41% 44% 46% 46%
Auditorium /Theater
Fixed Seating
Modular Walls
Delivered & Installed Pricing
*** Price is to receive, deliver and install
*** Price is for non‐ union labor, standard hours for install and deliver
*** This price does not include any type of stair carr
Cost includes all waste removal from site
Cost includes all necessary tools and equipment required to install per the drawing or quote
*** KI is not responsible for hardwiring of furniture to the building source
*** KI is not responsible for connection of phone and data lines to the building source
*** All areas where installations are to be performed are to be complete and free of other trades, products tools, and equipment
*** Failure to comply with any of the above job conditions may result in additional costs
Additional Services:
Design Services $75.00 per hour
Project Management Services $50.00 per hour
Architectural products are not quoted with installation and transportation charges. Installation and transportation charges are quoted on a
project basis
Includes : Fixed Seating & Tables, Concerto Auditorium seating & Lancaster Auditorium Seating
Architectural products are not quoted with installation and transportation charges. Installation and transportation charges are quoted on a
project basis
Includes: Light line, Genius and Evoke Demountable Walls
Category Price List Catalog No. Tier 1 Tier 2 Tier 3 Tier 4 Tier 5
Order Volume Order Volume Order Volume Order Volume Order Volume
List Price List Price List Price List Price List Price
$0 ‐ $15,000 $15,001 ‐ $50,000 $50,001 ‐$100,000 $100,001‐$250,000 $250,001 & Up
Discount Discount Discount Discount Discount
Systems Furniture UNTIE SYSTEM KI‐11557 28% 33% 37% 40% 40%
Systems Furniture WIREWORKS PANEL
SYSTEM KI‐11392R1 28% 33% 37% 40% 40%
Freestanding Furniture CONNECTION ZONE KI‐11601 28% 33% 37% 40% 40%
Freestanding Furniture Universal Height Adj
Screen KI‐PLW‐000039 28% 33% 37% 40% 40%
Freestanding Furniture Tatto Collection KI‐PLW‐000065 28% 33% 37% 40% 40%
Freestanding Furniture Aristotle Casegoods KI‐11578 28% 33% 37% 40% 40%
Freestanding Furniture 700 Series Desking
System KI‐11489R1 28% 33% 37% 40% 40%
Freestanding Furniture Genesis KI‐11382R5 28% 33% 37% 40% 40%
Freestanding Furniture Trellis System KI‐11610 28% 33% 37% 40% 40%
Freestanding Furniture True Desking System KI‐11348R3 28% 33% 37% 40% 40%
Freestanding Furniture Workzone Desking KI‐11490R1 28% 33% 37% 40% 40%
Freestanding Furniture Backbone Media
Platform KI‐11586 28% 33% 37% 40% 40%
Freestanding Furniture Contract Tables KI‐11484R2 28% 33% 37% 40% 40%
Freestanding Furniture Occasional Tables KI‐11486R1 28% 33% 37% 40% 40%
Freestanding Furniture Pillar Tables KI‐PLW‐000012 28% 33% 37% 40% 40%
Freestanding Furniture Pirouette Table KI‐11606 28% 33% 37% 40% 40%
Freestanding Furniture Powered Tables KI‐11485R1 28% 33% 37% 40% 40%
Freestanding Furniture Serenade Conference
Collection KI‐11605 28% 33% 37% 40% 40%
Freestanding Furniture Toggle Table KI‐11597 28% 33% 37% 40% 40%
Freestanding Furniture Workup Tables KI‐11585 28% 33% 37% 40% 40%
Freestanding Furniture Cafeway ‐Cafeteria
Tables KI‐11492R1 28% 33% 37% 40% 40%
Freestanding Furniture Classroom‐ Tables ‐
Chairs KI‐11492R1 28% 33% 37% 40% 40%
Freestanding Furniture Folding Chairs & Stools KI‐11480R2 28% 33% 37% 40% 40%
Freestanding Furniture Folding Tables KI‐11487R2 28% 33% 37% 40% 40%
Freestanding Furniture Learn2 Seating KI‐11584 28% 33% 37% 40% 40%
Freestanding Furniture Multiple Seating KI‐11486R1 28% 33% 37% 40% 40%
Freestanding Furniture Ruckus Collection KI‐PLW‐000010 28% 33% 37% 40% 40%
Freestanding Furniture Classroom Collections KI‐11491R2 23% 33% 37% 40% 40%
Seating/ Chairs Doni Seating Collection KI‐11621 28% 33% 37% 40% 40%
Seating/ Chairs FourC Seating KI‐PLW‐000063 28% 33% 37% 40% 40%
Seating/ Chairs Katera Stack and Guest
Chair KI‐PLW‐000073 28% 33% 37% 40% 40%
Krueger International, Inc.
Products/Services /Pricing
Region 4 Education Services Center Solicitation Number 18‐19
Delivered & Installed Discounting
* Discounts off list price will be taken from Supplier's current published price lists
Seating/ Chairs Silhouette Stack Chair KI‐PLW‐000072 28% 33% 37% 40% 40%
Seating/ Chairs Stack and Guest Seating KI‐11479R2 28% 33% 37% 40% 40%
Seating/ Chairs Task Seating KI‐11478R2 28% 33% 37% 40% 40%
Seating/ Chairs Voyant Seating KI‐PLW‐000070 28% 33% 37% 40% 40%
Seating/ Chairs Voz Guest Chair KI‐PLW‐000071 28% 33% 37% 40% 40%
Soft Seating Affina Collection KI‐11591 28% 33% 37% 40% 40%
Soft Seating Calida Lounge Furniture KI‐PLW‐000068 28% 33% 37% 40% 40%
Soft Seating Lobby & Lounge Seating KI‐1148RR1 28% 33% 37% 40% 40%
Soft Seating MyPlace Lounge
Collection KI‐PLW‐000035 28% 33% 37% 40% 40%
Soft Seating MyWay Lounge
Collection KI‐11604 28% 33% 37% 40% 40%
Soft Seating Soltice Metal Collection KI‐11608 28% 33% 37% 40% 40%
Filing Systems, Storage &
Equipment
700 Series Files Storage KI‐11493R1 28% 33% 37% 40% 40%
Filing Systems, Storage &
Equipment
All Terrain Files Storage KI‐11494R1 28% 33% 37% 40% 40%
Filing Systems, Storage &
Equipment
U‐ Series Storage KI‐11539R1 28% 33% 37% 40% 40%
Library Furniture Crossroads KI‐11395R2 28% 33% 37% 40% 40%
Cafeteria Furniture Cafeway ‐Cafeteria
Tables KI‐11609 22% 33% 37% 40% 40%
Cafeteria Furniture Folding Tables KI‐11487R2 28% 33% 37% 40% 40%
Cafeteria Furniture Folding Chairs & Stools KI‐11480R2 28% 33% 37% 40% 40%
Other Products Accessories KI11488R1 28% 33% 37% 40% 40%
Auditorium /Theater
Fixed Seating
Includes : Fixed Seating & Tables, Concerto Auditorium seating & Lancaster Auditorium Steating
Modular Walls
Delivered & Installed Pricing
*** Price is to receive, deliver and instal
*** Price is for non‐ union labor, standard hours for install and deliver
*** This price does not include any type of stair carr
*** This price does not include any type of stair carr
*** Any other wage requirement or hourly work schedule will be an added upcharge on a separate line of the quotatio
Cost includes all waste removal from site
Cost includes all necessary tools and equipment required to install per the drawing or quote
*** KI is not responsible for hardwiring of furniture to the building source
*** KI is not responsible for connection of phone and data lines to the building source
*** All areas where installations are to be performed are to be complete and free of other trades, products tools, and equipment
*** Failure to comply with any of the above job conditions may result in additional costs
Additional Services:
Design Services $75.00 Per hour
Project Management Services $50.00 per hour
Architectural products are not quoted with installation and transportation charges. Installation and transportation charges are quoted on a
project basis
Includes: LIghtLine, Genius and Evoke Demoutable Walls
Architectural products are not quoted with installation and transportation charges. Installation and transportation charges are quoted on a
project basis
3.0 SUPPLIER RESPONSE
Supplier must supply the following information in order for the Principal Procurement Agency to
determine Supplier’s qualifications to extend the resulting Master Agreement to Participating Public
Agencies through OMNIA Partners, Public Sector.
A. Brief history and description of Supplier.
At KI, we believe knowing our customers helps us serve them better. We listen. We observe. We
understand that each customer has unique needs. So, we pride ourselves on helping our customers
make smart contract furniture decisions by offering expert advice, design options and personalized
solutions.
Since 1941, we’ve positioned KI as the contract furniture company that best understands the contract
furniture industry and is committed to providing customers with the smart solutions. By targeting
specific markets with solutions for business furniture, university furniture, educational furniture,
healthcare furniture and government furniture, we can quickly respond to our customers’ unique
needs – including the choice to procure contract furniture according to what fits their ordering and
fulfillment process. That’s why we say we offer far more than furniture. We’re Furnishing Knowledge.
Contract furniture solutions for any environment
KI’s product portfolio includes the following: architectural walls, desking systems, classroom desks,
teacher desks, tables, classroom tables, conference tables, cafeteria tables, training tables, occasional
tables, seating, task chairs, bariatric chairs, patient chairs, medical recliners, medical gliders, sleepers,
side seating, guest chairs, stack chairs, nesting chairs, stools, classroom chairs, tablet arm chairs,
lounge seating, lobby benches, multiple seating, school library furniture, task lighting, casegoods,
auditorium seating, fixed seating, lecture hall seating, seminar tables, lecterns, dormitory furniture,
filing cabinets, lateral files, panel systems and more.
Our contract furniture innovations reflect a desire to be our customers’ market resource and to help
them make smart contract furniture decisions. Our strong market understanding is why KI customers
throughout the world continue to rely on our trusted expertise to create solutions that fit their
environments, brilliantly.
KI, a contract furniture company, manufactures innovative furniture and movable wall system
solutions for educational, university, business and government markets. With corporate headquarters
in Green Bay, Wisconsin, KI is fully established throughout the United States and neighboring
countries Canada and Latin America, as well as across Europe, and the Middle East. KI’s presence in
these countries is supported by dedicated showrooms featuring furniture solutions uniquely designed
for customer needs and local standards. KI global subsidiaries currently include KI Europe, KI Canada,
KI India, and KI China. With more than 3,000 employees worldwide, KI continues to build relationships
globally, extending its trusted expertise throughout the global marketplace.
KI continues to differentiate itself and establish enduring relationships throughout the world by
personalizing products and service solutions to the specific needs of each customer through its
unique design and “Market of One” manufacturing philosophy.
B. Total number and location of sales persons employed by Supplier.
CORPORATE HEADQUARTERS
Green Bay, Wis.
Employees: 659
Eastern Region Central Region Western Region International
Atlanta, GA Chicago, IL Denver, CO Beaconsfield, Quebec, Canada
Boston, MA Dallas, TX Los Angeles, CA Toronto, Ontario, Canada
Charlotte, NC Green Bay, WI Phoenix, AZ Beijing, China
New York, NY Houston, TX San Francisco, CA Malaysia
Washington, D.C. St. Louis, MO Lauenau, Germany
Benelux, Netherlands
London, United Kingdon
Yorkshire, United Kingdom
Wisconsin
Green Bay Task Seating and Stack Chairs 305
Green Bay Transportation Hub 18
Bonduel Seating and Tables 219
Manitowoc Architectural Walls and Systems 191
High Point, NC Executive Task Seating, Lounge Seating 98
and Occasional Tables
Tupelo, MS Folding Chairs and Tables, Stools 27
and Caddies
Pembroke, Ontario, Canada Storage and Residence Hall Furniture 145
Beijing, China Educational and Healthcare Furniture 1
Europe (multiple locations) Systems, Seating and Storage 45
C. Number and location of support centers (if applicable) and location of corporate office.
CORPORATE HEADQUARTERS
Green Bay, Wis.
Employees: 659
Eastern Region Central Region Western Region International
Atlanta, GA Chicago, IL Denver, CO Beaconsfield, Quebec, Canada
Boston, MA Dallas, TX Los Angeles, CA Toronto, Ontario, Canada
Charlotte, NC Green Bay, WI Phoenix, AZ Beijing, China
New York, NY Houston, TX San Francisco, CA Malaysia
Washington, D.C. St. Louis, MO Lauenau, Germany
Benelux, Netherlands
London, United Kingdon
Yorkshire, United Kingdom
D. Annual sales for the three previous fiscal years.
2018 - $607,991,000
2017 - $649,959,000
2016 - $592,575,000
E. Submit FEIN and Dunn & Bradstreet report.
Federal ID Number: 39-1375589
Duns Number: 03-267-2651
F. Describe any green or environmental initiatives or policies.
Ever since 1941, KI made a promise: to act as a steward of the environment. Since then, KI has been
dedicated to serving its customers, its community, and future generation in a way that will protect
the world in which we live. KI believes that, big or small, every action that safeguards and restores the
environment is significant. KI is committed to making this happen by creating and providing products
that advance environmental and human health, social responsibility, and economic prosperity.
KI manufactures innovative furniture and movable wall system solutions for education, healthcare,
government, and corporate markets. Our customers count on us for information in making smart
decisions that support the way they work – and their bottom line. At KI, we believe that our
commitment to customer satisfaction and our ability to listen, share expert advice, meet specific
needs, and be flexible is what will keep us in business for decades to come.
As an employee-owned company with worldwide operations, economic sustainability is one of our
primary goals. We also strive to establish long-term profitability while contributing to the financial
welfare of our owners, employees, and to the communities where we are located.
As a part of our ISO 9001-2008 certification, KI has developed processes to identify various strategies
that make it possible to utilize available resources to our best advantage. Efforts to promote usage of
those resources are both efficient and responsibility, which in turn, provides long-term benefits.
These benefits include a profitable business model at KI, and moreover, lessen environmental
concerns that could negatively impact the local community. To support this, we make sure every
manufacturing process, whether it’s constructing a chair or marketing our products, reduces or
eliminates the impact on the environment. We incorporate renewable and recyclable materials, such
as bio-based foam or recycled aluminum framework, in all of our products as much as we can, and we
design all of products for longevity by using recyclable components that are easy to disassemble,
repair, and recycle at the end of the life cycle. For the long haul, attention to this type of detail is
intended to increase the strength of KI as a viable operation.
KI is committed to continually exploring viable product designs that will aid in the achievement of
sustainable principles and provide customers with sustainable solutions as required for their
workplace needs.
Representing the furniture manufacturing industry, KI, its leadership, and its employees work in
cooperation with environmental professionals and their projects to examine how the company’s
product offerings embrace the following critical areas: energy efficiency, human and environmental
health, durability, performance and maintenance, embodied energy and pollution, and resource
limitation and waste management.
Through KI’s Design for the Environment program (DfE), KI developed an approach which continually
reinforces its commitment to sustainable design and manufacturing processes. This approach is as
follows:
• KI regularly reviews all of its manufacturing facilities and continues to look at processes to be
more environmentally friendly, including such things as painting processes, adhesives, metal
cleaning, finishes, and packaging. This is intended to not only improve the indoor air quality
to the end user, but also to address waste minimization, recycling and the use of alternative
non-hazardous materials.
• KI purposely uses raw materials that have a positive and/or minimal impact on the
environment. While many decisions may be motivated by a desire to protect the
environment, KI takes into account the effects of raw materials on land use and substitution,
as well as the broad range of environmental impacts inherent to the life cycle of its products.
• KI persistently pursues the development of products and constituents with the largest
percentage of recycled content and those which can be easily repaired, disassembled, and
recycled.
• KI continually searches for vendors and alternative options that offer the largest percentage
of recycled content, utilizing both pre-consumer and post-consumer constituents.
At KI, we believe that quality products can be manufactured without sacrificing employee
engagement, community support, corporate ethics or the health and safety of our employees. KI
recognizes the importance of educating itself and its employees on inclusiveness and other aspects of
social responsibility as a part of its commitment to the “triple bottom line” concept of sustainability.
. This program will be conducted at a minimum of two stages during
product development: (1) during the feasibility stage and (2) during the business plan stage. KI will
consider the following elements as part of the design process to improve products’ recyclability and
biodegradability, to minimize energy and water use, and to reduce the environmental impact at the
end of the standard life cycle.
. Design and manufacturing teams will ensure that all
products have a long and useful life; can withstand repeated service, repair, and handling; and have
standardized product parts and components available to facilitate maintenance, servicing and
reassembly. KI products are built to last and are backed by warranty, which is valid for as long as the
product is owned by the original buyer. The warranty covers defects in materials and craftsmanship
found during normal usage.
. KI strives to minimize the impact of harmful chemicals associated within its
manufacturing processes and products to safeguard the health of humans, wildlife and the greater
environment. KI assesses and manages all chemicals associated with products, processes, and
maintenance operations to comply with all applicable federal, state, and local environmental
regulations. KI will also take additional steps to identify, reduce and eliminate chemicals of concern.
. KI’s environmental mission involves efforts to minimize the embodied energy in
its raw materials and to conserve energy in its manufacturing processes, its products and its
transportation. Through a continuous improvement process, KI strives to advance energy efficiency,
reduce cost, optimize capital investment, reduce environmental and greenhouse gas emissions, and
conserve natural resources. KI will promote efficient use of energy while complying with relevant
federal, state, and local regulations.
KI manages energy efficiency by adhering to the following initiatives:
• Establish and implement effective energy management programs that support the organization’s
strategic plan.
• Design, manufacture, and re-engineer products and processes to reduce our energy impact.
• Expect and encourage all employees to promote energy conservation while at work, home, and
the communities where KI conducts business.
• Nurture relationships with government and utility companies on energy programs to reduce
energy consumption and pollution.
• Set and use energy efficiency objectives and targets to drive performance improvements from a
management, design, and operations perspective.
. KI strives to reduce 100% of its contribution to solid waste generated from
fabrication or assembly of product components. Reductions in landfill waste will be achieved through
increased material efficiency and the creation of value for waste materials through reuse of recycling
efforts.
. KI’s primary source of water is the municipal water systems where its facilities
are located. KI continues to implement reductions in its annual water consumption and discharges by
modifying or improving its manufacturing processes and implementing water efficiency technologies.
. KI has a Smart Way certified fleet and utilizes only Smart Way certified carriers. KI has
an anti-idling policy in place stating that no diesel engine should idle for longer than five minutes,
except by exception. By doing this, KI is lowering maintenance costs and reduces the carbon footprint
of the KI Fleet.
KI was founded on the belief that human-centered design can impact the lives of people and
ultimately the world, including the lives of future generations. Today, KI is committed to incorporating
a human-centered, socially responsible approach to everything it does: from hiring to manufacturing,
from designing to purchasing, and from workforce engagement to community outreach. It is an
ongoing process that requires the active, vigilant, and creative participation of all involved. KI set its
standards and measures its success through social responsibility principles.
. KI is committed to conducting business activities lawfully and with honesty
and integrity. To accomplish this goal, all employees receive training with regard to KI’s position on
basic ethical issues, so that they can act in accordance with those policies. KI’s code of conduct
specifies these standards and rules, which are designed to provide employees with guidelines for
their business conduct.
. KI’s assets are to be used solely for the company’s benefit. These assets include
physical assets and intangible assets, such as intellectual property, as well as all information about the
company’s business, including technologies, business strategies and plans, and financial data.
Employees shall not transfer the company’s assets to others except in the ordinary course of
business. Employees may have access to confidential information regarding the company’s business,
its customers, suppliers and competitors. Employees shall not use such information for personal
financial gain through the trading of securities or other personal financial transactions. Employees
hall not transfer company information onto any asset not owned by KI (i.e., home computer).
. KI gains and maintains its business because of the
quality and value of its products and services and the respect and confidence instill in its customers.
The following policies are designed to ensure that this principle is followed:
Gifting of Employees
• Employees shall not accept gifts of money from any person or entity desiring to do business
with KI.
• Employees shall not solicit non-monetary gifts, gratuities, tickets, entertainment or other
personal benefits or favors from KI’s customers or suppliers or those seeking such
relationships.
• Employees and members of their immediate families are prohibited from soliciting or
accepting any direct or indirect kickback, rebate or other benefit which results from the
company’s purchase of goods or other business action. If a supplier or carrier makes an offer
of this type, employees are to decline it and report it to the materials manager at his/her
plant for necessary follow-up. Occasionally, suppliers may offer advertising or promotional
items of nominal value (less than $10) where acceptance of the gift is required by applicable
norms. If this situation occurs, employees are to promptly disclose the activity to their
manager who will assist in determining the ultimate disposition of the item.
Payments by Employees
• Employees shall not directly or indirectly make or offer payments of money, gifts, services,
entertainment or anything of value to any government official or employee.
• No employee or their party acting on behalf of KI may make any payment or offer any benefit
of any kind, other than those included in the standard marketing policies of the company and
which are available to all customers on an equal basis, to any customer or potential customer
as an inducement to buy KI’s products or services.
• Offering entertainment to individuals doing business or seeking to do business with the
company must be reasonable and approved in advance by the employee’s manager.
• All agreements with agents, sales representatives or consultant must be in writing and must
clearly state the services to be performed, the basis for earning the commission or fee
involved, the applicable rate or fee, and the fact that the agreement is subject to public
disclosure.
. Because KI considers employees to be the company’s most valuable asset,
we maintain high quality safety program for the protection of each employee. In keeping with this, KI
is committed to maintaining compliance with all applicable local and national regulations that govern
the company’s performance in the area of employee health and safety.
The primary goal of KI’s safety program is to prevent and eliminate serious injuries and consequences
of all accidents. Efforts of the company alone will not prevent accidents. All KI employees receive
general and specific training on various safety procedures, thus rendering safety the responsibility of
every employee.
KI employees are required to follow safe practices and report any hazard directly and immediately to
their department manager/facilitator. Any employee performing an unsafe act is a hazard and may be
subject to disciplinary action.
. KI fosters a creative and stimulating work environment and empowers
all employees to provide the highest possible level of service to the customer. Like the markets the
company serves, KI encourages an innovative and entrepreneurial spirit. It is KI’s commitment to
provide employees with a competitive compensation and benefit package, career advancement
opportunities, training programs, wellness activities, and a fun and exciting environment in
which to work.
KI is dedicated to ensuring that the human rights of its employees are protected and respected, on a
local and global scale, which includes the prohibition of forced, involuntary or child labor. In line with
these guiding principles, KI expects the same level of responsibility to human rights protections from
its global supply network.
. KI is committed to maintain a work environment that is characterized by mutual
respect, professionalism, and absence of harassment and bullying. In keeping with this commitment,
all managers, employees, vendors and customers are expected to adhere to a standard of conduct
which exemplifies and supports a professional work environment free from all forms of
discrimination.
It is KI’s policy to provide equal employment opportunity for all qualified individuals without regard to
race, color, religion, sex, gender identity, age, national origin, disability, veteran status, marital status,
sexual orientation, military status, genetic information or any other protected class.
To this end, KI supports and cooperates with all applicable laws, regulations and executive orders in
all of the company’s employment policies, practices and decisions. KI takes affirmative action to
assure that equal opportunity for employment is provided with regard to all personnel actions,
including but not limited to:
• Recruiting, testing, selection, hiring, promotion and other employment decisions.
• Compensation, benefits, transfers, training, social and recreational programs, job
assignments, layoffs, recalls, education and other terms and conditions of employment.
KI’s Equal Employment Opportunity policy and affirmative action obligations include full support from
Richard Resch, CEO and Chairman of the board. The corporate human resources business partner
serves as the equal opportunity coordinator for KI and has the overall responsibility for training KI
employees on this subject and assuring compliance with this policy. All employees are responsible for
supporting the concept of equal opportunity and affirmative action and are expected to take prompt
and appropriate action to prevent harassment or discrimination at KI, whether by company
employees, customers or vendors.
. KI is committed to being a good corporate citizen and will
continue to give back to the communities in which it operates. KI’s primary giving includes health and
wellness-related organizations, as well as organizations that benefit youth and education. KI supports
activities deemed worthwhile through time, talent, products and money as appropriate.
An annual budget is developed each year for charitable contributions. Each of the following areas will
have budgets allocated accordingly: KI product requests, KI store merchandise requests, and
monetary requests.
Key charities will be selected during the budgeting process, and funds or products will be identified as
potential commitments for the upcoming year. KI makes a long-term commitment to support key
charities for civic, social and public goodwill and will review this list annually as community priorities
change.
G. Describe any diversity programs or partner’s supplier does business with and how Participating
Agencies may use diverse partners through the Master Agreement. Indicate how, if at all, pricing
changes when using the diversity program.
As an equal opportunity employer, KI implements fair labor and business practices across all levels of
the organization. Promoting a balanced playing field in the marketplace, KI follows basic guidelines
when selecting subcontractors. Ensuring fair procurement of products and services, KI participates in
the development, preparation and execution of individual subcontracting plans and monitors
performance relative to each plan. The company's support of minority and women-owned
enterprises is demonstrated through outreach efforts, internal guidelines and processes, contractual
language and incentive plans. Some of the specific ways KI can meet supplier diversity initiatives
include.
Outreach efforts to obtain sources:
• Contracting minority and small business trade associations
• Contracting business development organizations
• Requesting sources from the Small Business Administration's Procurement Marketing and
Access Network (Pro-Net) System.
• Attending small, minority and women-owned small business procurement conferences and
trade fairs.
Internal efforts to guide and encourage purchasing personnel:
• Presenting workshops, seminars and training programs
• Establishing, maintaining and using small, hubzone, small disadvantaged and women-owned
small business source lists, guides and other data for soliciting subcontracts.
• Monitoring activities to evaluate compliance with the subcontracting plan
KI also participates and cooperates in pertinent studies and/or surveys as well as periodic compliance
reporting which show compliance with subcontracting plans.
For detailed information regarding KI's minority business interactions, please refer to KI's Small, Small
Disadvantaged, and Women-Owned Small Business Subcontracting Plan enclosed within this section
of the proposal.
H. Describe any historically underutilized business certifications supplier holds and the certifying agency.
This may include business enterprises such as minority and women owned, small or disadvantaged,
disable veterans, etc.
KI is a Large S-Corporation with no Minority status.
I. Describe how supplier differentiates itself from its competitors.
What Makes Us Different
By sharing our thought leadership and experience, we help you to make well-informed, educated
decisions about your furniture investment as well as the overall space it will be in. That’s why we will
lead with a question instead of a catalog. We want to hear what you have to say about your
company’s goals, how your employees or students want to work or learn, your expectations…even
what you want people to feel when they walk into your space. What is important to you is important
to us.
We’ve made conscious decisions to structure our business – from the front office to the
manufacturing floor – in a way that allows us to respond to you. Our proven track record and repeat
business demonstrates the depth and duration of our efforts to build relationships. Following are a
few more reasons customers keep coming back to KI for furniture solutions:
Unlike the vast majority of furniture manufacturers, KI is 100% employee owned. And when you own
something, you treat it differently. Everyone in the organization from the executive office to the
production floor is a stakeholder in the company. And while the benefits of employee ownership for
the company and the employee are well known, there are less visible advantages for the customer as
well.
• Empowered Employees – We encourage every single employee to view themselves as an owner
and entrepreneur. Our employees have the autonomy and flexibility to streamline processes,
implement innovative ideas and make decisions on behalf of what is best for the customer. They
understand that your happiness leads to their success.
• Consistency – Mergers and acquisitions regularly occur in the furniture industry, distracting
employees by disrupting culture and adversely affecting policies, procedures and employment.
Employee ownership ensures continuity and stability for both employees and customers.
• Increased Investment – In addition to tax savings, the employee ownership structure can result in
additional savings from having a workforce that is invested in being productive and finding innovative
ways to save money and bring value to the customer. Those dollars can be reinvested into technology
improvements, increased services and other initiatives that benefit our customers.
We are invested in your success, so we will always be transparent in what we can or can’t do for you.
We will stay on schedule. We will hold to our quote, no hidden fees. We know that your credibility is
on the line, so we will always be forthright about our intentions.
The market is constantly shifting. Customer needs are ever changing. And KI is always there. We
persistently grow our knowledge base and deepen our understanding to help shape and support your
success. Whether you’re furnishing a business, school, healthcare facility or government facility, each
environment presents its own nuances and challenges. KI strategically targets furniture solutions in
these core markets:
• College and University
• K-12
• Medium and Large Business
• Healthcare
• Federal and State Government
By zeroing in on these core markets, we are able to design furniture solutions and support services
that address the needs specific to each.
At KI, we believe that the only customer who matters is you – you are our Market of One. So we’ve
structured everything from our service and support teams to the manufacturing floor to be nimble
and adaptable to your needs. We’re the right place for furniture, service and fulfillment options that
align with your brand, your culture and your work environment.
• Product Portfolio – While we offer a robust line of furniture, we’re also adept at customizing
existing products to better fit your needs. We can also collaborate with you, your architect or interior
designer to design a piece of furniture from scratch to meet very specific needs unique to your
business.
• Dedicated Service – You will have a team of experienced professionals assisting you through the
furniture procurement journey. In addition, you have 24/7/365 access to your order information from
any electronic device via ki.com/orderstatus.
• Fulfillment Freedom – While we offer space planning, shipping and installation services, we will
never limit you to working with agencies owned or affiliated strictly with KI. Rather, we will gladly
collaborate and coordinate with any partner, dealer and/or installation entity you choose.
Unlike our peers, KI does not prescribe to pre-set distribution channels. Rather, we deploy local KI
representatives to work directly with you. KI’s approach provides alternative procurement methods
that allow you, not the manufacturer, to determine the best means to manage ordering and
fulfillment activities. It also provides you the opportunity to reduce costs via bypassing the
traditional dealer/”middleman” model, if required.
This client-centric business model is the engine that continues to drive KI’s growth and client
satisfaction. Ultimately, clients appreciate the flexibility to make purchasing and fulfillment decisions
according to their needs versus what may be most expedient for the manufacturer.
While work tasks may be similar from business to business, we believe every customer is unique with
its own brand, culture and ways of working. Since our company’s inception, we’ve responded to
customer requests to customize existing products or design new products to better fit their needs.
That responsiveness shaped how we work with our customers as well as the physical layout of our
manufacturing facilities. Today, more than 20 percent of all KI sales are personalized solutions
compared to an industry standard of approximately 1 percent. If a personalized solution is desired,
you will have access to the Tailored Product Group. This team is dedicated to tailoring product
solutions and assisting with space planning ideas to meet any requirements or solve issues unique to
your project.
J. Describe any present or past litigation, bankruptcy or reorganization involving supplier.
Through the normal course of daily business as a large company, KI, may be involved in periodic
litigation. None of this litigation is materially adverse to the operations or KI’s ability to perform under
this bid or contract.
K. Felony Conviction Notice: Indicate if the supplier
KI is not owned or operated by anyone who has been convicted of a felony; or
L. Describe any debarment or suspension actions taken against supplier
There has not been any actions taken against the company.
Distribution, Logistics
A. Describe the full line of products and services offered by supplier.
KI’s product portfolio includes the following: architectural walls, desking systems, benching systems,
Casegoods, classroom desks, teacher desks, tables, classroom tables, conference tables, cafeteria
tables, training tables, occasional tables, seating, task chairs, bariatric chairs, patient chairs, medical
recliners, medical gliders, sleepers, side seating, guest chairs, stack chairs, nesting chairs, stools,
classroom chairs, tablet arm chairs, lounge seating, lobby benches, multiple seating, school library
furniture, task lighting, auditorium seating, fixed seating, lecture hall seating, seminar tables, lecterns,
dormitory furniture, Library Furniture, filing cabinets, lateral files, panel systems and more.
B. Describe how supplier proposes to distribute the products/service nationwide. Include any states
where products and services will not be offered under the Master Agreement, including U.S.
Territories and Outlying Areas.
KI distributes its products through a national and global network of Key Dealer Partners. Cultivated
through a shared sense of commitment to providing extraordinary service, these alliances offer
dedicated project management. KI provides extensive in-house services to support these dealers and
the end user, KI’s ultimate customer.
Truly distinguishing itself as a competitor in the turnkey-servicing arena, KI has the flexibility to
distribute products and services in a method which best reflects the needs of the individual client.
Although KI will partner with a Key Dealer or Service Provider, KI has established a scope of services
that provides a successful project management strategy and ensures customer satisfaction. In
addition, KI will tailor its scope of services to an account's application requirements.
KI is able to provide products and services in all U.S. Territories and outlying areas.
C. Describe how Participating Agencies are ensured they will receive the Master Agreement pricing;
include all distribution channels such as direct ordering, retail or in-store locations, through
distributors, etc. Describe how Participating Agencies verify and audit pricing to ensure its compliance
with the Master Agreement.
Salesforce.com is more than a tracking or reporting tool for our sales representatives; it’s an active
communications hub for your entire account team. Each KI employee involved with your account –
from order placement to payment – can access the platform in real time to:
• Find key people and their contact information
• Access quoting, contracts and other pricing, credit and billing information
• View real-time updates on project status
• Share information and collaborate on cases in real time
Salesforce.com allows us to all be on the same page when it comes to your account. Team members
see the same information regardless of who enters the data or from which location.
D. Identify all other companies that will be involved in processing, handling or shipping the
products/service to the end user.
Not Applicable. KI will be handling the processing, handling and shipping of all products.
E. Provide the number, size and location of Supplier’s distribution facilities, warehouses and retail
network as applicable.
Not Applicable
Marketing and Sales
A. Provide a detailed ninety-day plan beginning from award date of the Master Agreement describing
the strategy to immediately implement the Master Agreement as one of the Company’s go to market
Strategies for the Public Agencies to Company’s teams nationwide, to include, but not limited to:
i. Executive leadership endorsement and sponsorship of the award as one of the public sector
go-to-market strategy within first 10 days
ii. Training and education of Supplier’s national sales force with participation from the
Supplier’s executive leadership, along with the OMNIA Partners, Public Sector team within
first 90 days
- KI Senior Management advised
- KI Communications Department works with Premier on appropriate public relations
announcement
- Announcement of award sent to KI field sales team
- KI Operations works with OMNIA to obtain OMNIA member directory and place on appropriate
portals for field access
- Web Ex conducted with appropriate KI personnel, i.e. field sales, internal support, etc. advising of
the award and appropriate action steps to execute the contract. The web ex would occur 30 to
60 days prior to the launch date to ensure appropriate education (Timing based on time frame
given by OMNIA from award announcement to contract date)
- Addition of OMNIA to appropriate marketing collateral
- Quarterly conference calls with KI’s Senior Management and OMNIA’s contract Administrator to
review goals and objectives if required
- Quarterly meeting with KI Sales Management to review project opportunities to leverage OMNIA
contracts
- Updates and education on the OMNIA contract will be conducted annually at the KI International
Sales Meeting
Web Ex to Field Sales and Internal Support announcing OMNIA contract Award
- Overview of the OMNIA Contracts
- Identify OMNIA members and steps to access member information
- Identify lead generation activity related to OMNIA members
- Identify products available to OMNIA members
- Education on discount structure
- Education on proper documentation to ensure OMNIA member is identified on order
- Identify contact team to field questions
- Identify OMNIA field support and means to access for support
B. Provide a detailed ninety-day plan beginning from award date of the Master Agreement describing
the strategy to market the Master Agreement to current Participating Public Agencies, existing Public
Agency customers of Supplier, as well as to prospective Public Agencies nationwide immediately upon
award, to include, but not limited to:
i. Creation and distribution of a co-branded press release to trade publications
ii. Announcement, Master Agreement details and contact information published on the
Supplier’s website within first 90 days
iii. Design, publication and distribution of co-branded marketing materials within first 90 days
iv. Commitment to attendance and participation with OMNIA Partners, Public Sector at national
(i.e. NIGP Annual Forum, NPI Conference, etc.), regional (i.e. Regional NIGP Chapter
Meetings, Regional Cooperative Summits, etc.) and supplier-specific trade shows,
conferences and meetings throughout the term of the Master Agreement
v. Commitment to attend, exhibit and participate at the NIGP Annual Forum in an area reserved
by OMNIA Partners, Public Sector for partner suppliers. Booth space will be purchased and
staffed by Supplier. In addition, Supplier commits to provide reasonable assistance to the
overall promotion and marketing efforts for the NIGP Annual Forum, as directed by OMNIA
Partners, Public Sector.
vi. Design and publication of national and regional advertising in trade publications throughout
the term of the Master Agreement
vii. Ongoing marketing and promotion of the Master Agreement throughout its term (case
studies, collateral pieces, presentations, promotions, etc.)
viii. Dedicated OMNIA Partners, Public Sector internet web-based homepage on Supplier’s
website with:
• OMNIA Partners, Public Sector standard logo;
• Copy of original Request for Proposal;
• Copy of Master Agreement and amendments between Principal Procurement Agency and
Supplier;
• Summary of Products and pricing;
• Marketing Materials
• Electronic link to OMNIA Partners, Public Sector’s website including the online registration
page;
• A dedicated toll-free number and email address for OMNIA Partners, Public Sector
- KI Communications Department works with OMNIA on appropriate public relations
announcement
- Announcement of award sent to KI field sales team
- Addition of OMNIA to appropriate marketing collateral and appropriate links established from KI
websites to OMNIA within the first 90 days
- Identify OMNIA’s annual conferences/opportunities to exhibit and meet with OMNIA members
and include in annual conference/exhibit calendars. Notification of appropriate field support
- If required - Schedule annual visit to OMNIA to review contract performance and other contract
opportunities to support OMNIA members
C. Describe how Supplier will transition any existing Public Agency customers’ accounts to the Master
Agreement available nationally through OMNIA Partners, Public Sector. Include a list of current
cooperative contracts (regional and national) Supplier holds and describe how the Master Agreement
will be positioned among the other cooperative agreements.
KI will provide all Public Agencies and Accounts their procurement contract options and honor the
direction and decision that the Public Agency makes with their purchase.
F. Acknowledge Supplier agrees to provide its logo(s) to OMNIA Partners, Public Sector and agrees to
provide permission for reproduction of such logo in marketing communications and promotions.
Acknowledge that use of OMNIA Partners, Public Sector logo will require permission for reproduction,
as well.
KI agrees to Provide our logo and OMNIA would have permission for reproduce such logo.
E. Confirm Supplier will be proactive in direct sales of Supplier’s goods and services to Public Agencies
nationwide and the timely follow up to leads established by OMNIA Partners, Public Sector. All sales
materials are to use the OMNIA Partners, Public Sector logo. Separate Communications will be
presented and posted providing a Public Agency updates on their procurement option. At a
minimum, the Supplier’s sales initiatives should communicate:
i. Master Agreement was competitively solicited and publicly awarded by a Principal
Procurement Agency
ii. Best government pricing
iii. No cost to participate
iv. Non-exclusive
KI confirms with the changes noted above.
G. Confirm Supplier will train its national sales force on the Master Agreement. At a minimum, sales
training should include:
i. Key features of Master Agreement
ii. Working knowledge of the solicitation process
iii. Awareness of the range of Public Agencies that can utilize the Master Agreement through
OMNIA Partners, Public Sector
iv. Knowledge of benefits of the use of cooperative contracts
KI agrees
H. Provide the name, title, email and phone number for the person(s), who will be responsible for:
i. Executive Support
MARK WALDECKER | Corporate Accounts / K-12 Dealer Development Manager
P: 920.406.3508 | M: 920.327.0195 | E: mark.waldecker@ki.com | ki.com
ii. Marketing
JODI LIPSH | MARKETING COMMUNICATIONS MANAGER
P: 920.468.2343 | E: jodi.lipsh@ki.com | ki.com
iii. Sales
Shannon Meek | District Leader
P: 713.880.2329 | M: 281.782.8584 | E: Shannon.meek@ki.com | ki.com
iv. Sales Support
MOLLY LAYDEN | SALES OPERATIONS MANAGER
P: 920.468.2716 | E: molly.layden@ki.com | ki.com
v. Financial Reporting
ANDY VANSTRATEN | Contract Manager
P: 920.468.2394 | E: andy.van.straten@ki.com | ki.com
vi. Accounts Payable
JENNIFER BAUGNET | Assistant Manager - Customer Financial Services
P: 920.468.2750 | F: 1-800-844-0593 | E: jennifer.baugnet@ki.com | ki.com
vii. Contracts
ANDY VANSTRATEN | Contract Manager
P: 920.468.2394 | E: andy.van.straten@ki.com | ki.com
I. Describe in detail how Supplier’s national sales force is structured, including contact information for
the highest-level executive in charge of the sales team.
BRIAN KRENKE | CEO
P: 920.468.2239 | E: brian.krenke@ki.com | ki.com
Please find the attached organizational charts for sales force structure.
J. Explain in detail how the sales teams will work with the OMNIA Partners, Public Sector team to
implement, grow and service the national program.
KI has an internal support team of Market Development representative and Inside Sales representative
that scour the industry looking for opportunities to participate on upcoming projects. Within many of
these conversations our Representatives will determine the Customers’ needs and paths in which they
are able to purchase products, such as through the Omnia Cooperatives. KI also employees a network of
Regional sales Leaders and representatives that work hand in hand with Dealer representatives to allow
onsite support to the customer’s. All of these individuals engage in sales support training at KI’s
corporate headquarters in which they review sales strategies and contracts that they can take advantage
of in order to provide the Customers with their eligibility and options for the most competitive pricing
and ease of doing business. KI also offers invitations to all of KI contracted sales representatives to our
National Sales Meeting that go over product enhancements, new products and Sales Strategies. With
such a robust sales network these individuals can align themselves with Omnia partner’s regional
representation in order to build a synergy that will enhance the Customers overall experience.
When KI is awarded a purchasing contract the entire sales community is notified and briefed on the
opportunity. KI then loads the entire agreement and discounting into our quoting database so that all of
our price quotation users have access to the contract and when the contract is referenced the contract
discounting auto-fills in the quote by product SKU. This allows for accurate and up to date pricing and
compliance for the sales teams and customer.
K. Explain in detail how Supplier will manage the overall national program throughout the term of the
Master Agreement, including ongoing coordination of marketing and sales efforts, timely new
Participating Public Agency account set-up, timely contract administration, etc.
KI’s contract division within the corporate headquarters assists with educating/customer support on all
purchasing contracts that KI holds. This team will also work with the Omnia Cooperative teams on any
administration duties such as addition and removal of products, discounting, added approved dealers
and extensions. This team is a valuable source for maintaining compliance to the contract and educating
Sales teams and Customers of their eligibility and how to utilize these great opportunities. Due to their
familiarity with the contracts they also complete the sales reporting and administration fees in a timely
manner.
L. State the amount of Supplier’s Public Agency sales for the previous fiscal year. Provide a list of
Supplier’s top 10 Public Agency customers, the total purchases for each for the previous fiscal year
along with a key contact for each.
As a privately held company, the financial information is held confidential. Furthermore, the
Companies standard practices and in some cases contractual obligations restrain the Company from
displaying the customer’s, their contacts and spending history in any solicitations or between other
contract holders with the Company out of the respect for their confidentiality.
College/University Wisconsin $1M to $5M
College/University North Carolina $1M to $3M
College/University Washington $250K to $1M
K-12 Michigan $1M to $4M
K-12 Illinois $1M to $3M
K-12 South Carolina $1M to $3M
K-12 Illinois $500K to $2M
State/Local Government Minnesota $500K to $2M
State/Local Government California $100K to $1M
State/Local Government Florida $100K to $1M
M. Describe Supplier’s information systems capabilities and limitations regarding order management
through receipt of payment, including description of multiple platforms that may be used for any of
these functions.
KI believes EDI is a valuable tool in providing better service to customers. Documents previously
processed manually can be exchanged through EDI quickly, without errors and at a reduced expense
for both parties. EDI also allows the exchange of shipping and sales information. This information
exchange allows both parties to improve their business interactions.
At KI, the EDI system resides on an AS/400 in the corporate headquarters. KI has a separate test
system on a separate AS/400 to use during the initial test period. The company’s EDI system is fully
integrated with its own applications in most cases. Some documents, such as purchase order
changes, cannot be effectively automated within KI applications. In these cases, the information is
printed, and a customer service representative reviews and responds to the information.
Data element separators/terminators: KI can use any delimiters requested. However, KI prefers to
use non-printable characters.
All interchanges sent by KI will be marked as Test or Production. Interchanges received in the KI
mailbox will only be processed as production documents if they are marked "P" unless the trading
partner specifies that "T" interchanges should be processed as well.
KI usually transmits and receives according to the following schedule (all times are Central Standard):
7:30 a.m. -- Receive documents in mailbox and send acknowledgments
3:30 p.m. -- Receive documents in mailbox and send acknowledgments
Nightly (11 p.m. to 3 a.m.) -- Send invoices, advance ship notices and remittance advices
KI promptly acknowledges all documents received. If you do not receive an acknowledgment within
24 hours of sending the document, please contact the EDI coordinator at KI.
KI sends 997 functional acknowledgments, which acknowledge receipt of the document. Receiving a
997 does not mean the document's instructions or terms are accepted. A purchase order sent to KI is
accepted when a shipping notice, purchase order acknowledgment or invoice is sent in return. Please
note KI's terms and conditions.
KI maintains a mailbox on the Advantis network. KI can interconnect with other VANs through
Advantis. The KI policy is not to support direct connections with trading partners. KI will pay for
transmission to and from the KI mailbox and expects the trading partner to pay for transmissions to
and from the trading partner's mailbox.
To increase efficiency and keep transmission costs at a minimum for both parties, KI recommends the
EDI transmission contain as little information as possible. For example, addresses should only be sent
when they are new or have changed. Note and text, which are not machine processable, are
discouraged.
If a document is sent to KI with a duplicate interchange control number, it will not be processed. A
duplicate interchange control number is a control number used by the same trading partner ID within
the last three months. The EDI coordinator at KI will call the sending party to notify them of a
duplicate. If requested, the documents can then be processed. If a document is sent more than
once, but different control numbers are used, it may not be identified as a duplicate. Therefore, it
may be processed as an original document. If an order is received by different media, for example
phoned/faxed in and then sent EDI, KI has no control to prevent duplication. Phoned or faxed orders
should not be sent EDI.
KI checks the interchange control numbers received from each trading partner weekly. KI expects
these control numbers to be sequential and gap-free. If KI believes a group of documents is missing,
the EDI coordinator will call the trading partner.
Electronic Funds Transfer (EFT)
KI is set up to receive EFTs.
N. Provide the Contract Sales (as defined in Section 10 of the OMNIA Partners, Public Sector
Administration Agreement) that Supplier will guarantee each year under the Master Agreement for
the initial three years of the Master Agreement (“Guaranteed Contract Sales”).
$_______.00 in year one
$_______.00 in year two
$_______.00 in year three
Much like Omnia’s description and inability to guarantee volume to any Company as written in
section 1.2, The companies contract sales projection as detailed in section M. can only be a projection
for the Master Agreement. KI will not agree to be held to any guaranteed contract sales under the
solicitation or contract if awarded.
To the extent Supplier guarantees projected minimum Contract Sales, the administration fee shall be
calculated based on the greater of the actual Contract Sales shipped and factored on the product cost
only.and the Guaranteed Contract Sales. (Freight, install and commissions excluded).
O. Even though it is anticipated many Public Agencies will be able to utilize the Master Agreement
without further formal solicitation, there may be circumstances where Public Agencies utilizing the
Master Agreement will issue their own solicitations. The following options are available when
responding to a solicitation for Products covered under the Master Agreement.
i. Respond with Master Agreement pricing (Contract Sales reported to OMNIA Partners, Public
Sector).
ii. If competitive conditions require pricing lower than the standard Master Agreement not-to-
exceed pricing, Supplier may respond with lower pricing through the Master Agreement. If
Supplier is awarded the contract, the sales are reported as Contract Sales to OMNIA Partners,
Public Sector under the Master Agreement.
iii. Respond with pricing higher than Master Agreement only in the unlikely event that the Public
Agency refuses to utilize Master Agreement (Contract Sales are not reported to OMNIA
Partners, Public Sector).
iii. Should the Public Agency refuse to use the Master Agreement the Company will review the
Public Agents terms and conditions and work out pricing and terms solely between the
Company and the Public Agency.
iv. If alternative or multiple proposals are permitted, respond with pricing higher than Master
Agreement, and include Master Agreement as the alternate or additional proposal.
iv. If a Public Agency contacts the Company for solicitation or contract options, the company will
provide the Public agency options. The Public Agency may provide their decision with no
intervention from any other party should they have decided to pick one fulfillment option
over another.
Detail Supplier’s strategies under these options when responding to a solicitation.
As our red-lines indicate above, If a Public Agency would approach KI to do business or through their own
solicitation, KI would advise agency of all contract options available to them. Letting the agency select and
receive approval from their board before proceeding.
CEO/President
Brian Krenke
Region 3 VP
Bryan Tischer
*See Chart
Region 1 VP
Chris Griffin
*See Chart
Region 2 VP
Dave Fairburn
*See Chart
Corporate Administration & Sales
Organizational Chart
May 1, 2019
VP Canadian Sales
John Mills
*See Chart
VP Business Development
Milica Vidovich
*See Chart
VP Architectural Wall
Ryan Usiak
*See Chart
VP Government Markets &
Corporate Services
Dan Schiltz
*See Chart
CFO/Treasurer
Nick Guerrieri
*See Chart
VP Marketing & Communications
Joe Burkard
*See Chart
Executive Assistant
Amy Perrault
VP Sales – Eastern Region
Chris Griffin
NEW YORK
District Leader
Robert Abernathy
FLORIDA
District Leader
OPEN
GEORGIA/ALABAMA
District Leader
Tyler Scharafanow
MID ATLANTIC
District Leader
Mark Dineen
CAROLINAS
District Leader
Angel Burgess
NEW ENGLAND
District Leader
Jacqueline McGuire
Sales Specialist
Mark (Grady)
Thompson
Sales Specialist
Brad Osborne
Sales Specialist
Doug(James)
Fairburn
Sales Associate
Liam Kirkbride
CAD Designer/
Space Planner
Megan Roper
Project & Service
Coord. - Wall
Sandy Harkins
Sales Specialist
Cory Nester
Sales Specialist
Tina Miller
Sr. CAD Designer/
Space Planner
Bryanna Mercer
Sales Coordinator
Kate Pettit
Sales Specialist
Rick Baitinger
Sales Specialist
James Haner
Sales Specialist
Milton Bresler
CAD Designer/
Space Planner
Nick Satterly
Sr. CAD Designer/
Space Planner
Christopher Jim
Sales Specialist
Cody Peinovich
Sales Specialist
Pat Casale
Sales Specialist
Allison Brown
Sales Specialist
Chris Rueckl
Sales Specialist
Kim McWhorter
Sales Specialist
Sylvia Walton
Sales Specialist
George Ortiz
Sales Administrative
Coordinator
Miriam Slaght
Sales Management – Eastern Region
Organization Chart
December 1, 2019
Sales Specialist
Michelle (Susan)
Kingston
Sales Specialist
(A&D Focus)
Kristi Indahl
Sales Specialist
Adam Brown Sales Specialist
Curtis Winkler
Sales Specialist
Jeanne Kaufman
Independent Offices
Bill Corbett – PA, WV, NJ, DE
CAD Designer/
Space Planner
Chayanne Arcos
Sales Specialist
Nicole Vital
Sales Specialist
OPEN
(Alex Petakas)
Sales Specialist
(A&D Focus)
OPEN
Sales Associate
Jackie Best
Sr. CAD Designer/
Space Planner
Diane Slothouber
Project & Service
Coord. – Wall
James Couture
Sales Specialist –
Strategic Accts.
Christina Gigstead
CAD Specialist
Mary Ann Hope
CAD Designer/
Space Planner
Tamera Chew
Sales Coordinator
Michelle Smith
Sr. CAD Designer/
Space Planner
Ann Mustian
Sr. CAD Designer/
Space Planner
Roweena Llamas
DR Program Manager
Pat Kawula
Salesforce Strategic
Manager
Tony Clemens
CAD Designer/
Space Planner
Susan Hentz
Sales Specialist –
Strategic Accts.
Jackie Andrey
Sales Associate
Justin Hamel
Sales Associate
Cris Maher
Sales Associate
(A&D Focus)
Lauren Brash
Sales Specialist
David Cook Sales Associate
Justin Mikolyski
Sales Specialist
Susan Sullivan
Sales Specialist
Tyra Leoveanu Sales Associate
Meagan Kelly
Sales Coordinator
Reese Laundry
CAD Designer/
Space Planner
OPEN
Sales Associate
Dolan Wort
Sales Associate
Ashlea Moseley
Sales Specialist
Joel Kimpela
Sales Associate
Becky Randel
Sales Associate
Abby Wilson
Sales Associate
Aaron Scroggins
Sales Associate
Grant Huebner
Sales Associate
Zach Dagneau
Sales Specialist –
Strategic Accts.
Scott Russell
VP Sales – Central Region
Dave Fairburn
Exec Asst to
President
Miriam Slaght
CHICAGO
District Leader
Bob Stefan
Sr. CAD Designer /
Space Planner
Haley Moser
Sales Coordinator
Danielle Super
CAD Designer/
Space Planner
OPEN
Sales Coordinator
OPEN
Sales Specialist
Dimitrious (Tim)
Poulakis
Sales Specialist
Beth Ann Faber
Sales Specialist
Anson Arndt
Sales Specialist
OPEN
Sales Specialist
Wendy Jeanes
Independent Offices
Susan Binford – IN
Glen Jones – MS, LS, AK, SW. TN
Dan Mahlik – WI, IA , NE, N. MI
Kevin Kashwer – OK
Bill Thomason – OH,
Shannon Meek – South TX
JJ Reis – MI
Keith Daniel – KY, TN
Sales Management – Central Region
Organization Chart
December 1, 2019
Sales Specialist
John Leachman
Sales Specialist
Kay Reinhardt
NORTH TEXAS
District Leader
Dale Halvorson
Sales Specialist
Donna Meeks
Sales Specialist
Norah Meier-
Maroulis
Project & Service
Coord-Wall
Joe Koppers
Sales Coordinator
Cynthia Mueller
CAD Deisgner/
Space Planner
Nia Leger
Sales Specialist
Joe Lucido
(Independent)
Sales Specialist
Whitney Garry
(Independent)
CAD Designer/
Space Planner
Janell Brandley
Sales Associate
Sean O’Neal
VP Sales – Western Region
Bryan Tischer
Sales Administrative
Coordinator
Miriam Slaght
SAN FRANCISCO
District Leader
Pat Welch
Sales Specialist
Jennifer Moen
Sr. CAD Designer/
Space Planner
Jeana Brunscher
Sales Specialist
Linda Flournoy
Sales Specialist
Bridget Eyraud
Independent Offices:
Mike Arnold – WA, OR, AL, ID, MT
Carl Canter – CO, WY, S. NV
Tim Healy – MN, ND, SD
Steve Hennes – S. CA
Interior Avenue – AZ
Interior Products Group - UT
Sales Management – Western Region
Organization Chart
July 31, 2019
Sales Specialist
Jessica Gelin
CAD Designer/ Space
Planner
Amberlynn Madison
MISSOURI
District Leader
Joanie McCormick
Sales Specialist
OPEN
CAD Designer/
Space Planner
Tarra Chidster
Sales Specialist
Craig Karges
Sales Specialist
Ian Lingle
Sales Specialist
Patricia Hegge
CAD Designer/Space
Planner
Aashna Shah
Sales Specialist
Gabriela Cobb
National Integrated Sales
Manager
Angela Doemel
*See Chart
Sales Trainer
Nathan Jeske
Sales Trainer
Dale Griffin
Sales Specialist (A&D)
Karen Kennedy
Sales Associate
Dan McLaughlin
Sales Specialist
Shauna Fontana
Sales Specialist
Rick Haasch
Region 4 ESC’s evaluation:
a)Products/Services/Pricing
i.Offerors shall provide pricing based on a discount from a manufacturer’s price list or catalog, or fixed price, or
a combination of both with indefinite quantities. Prices listed will be used to establish the extent of a
manufacturer’s product lines, services, warranties, etc. that are available from Offeror and the pricing per
item. Multiple percentage discounts are acceptable if, where different percentage discounts apply, those
different percentages are specified. Additional pricing and/or discounts may be included. Products and
services proposed are to be priced separately with all ineligible items identified. Offerors may elect to limit
their proposals to any category or categories.
KI is offering a discount from manufacturer’s current list delivered catalogs. KI is proposing a tier discount
structure. Tiers have been determined by Order Volume. Discounts will be from Supplier’s current published
price lists. The discounts offered on the Pricing Model will be based on the total list price amount of each
single order with the applicable discount for each product taken from the appropriate tier column.
ii.Include an electronic copy of the catalog from which discount, or fixed price, is calculated. Electronic price lists
must contain the following: (if applicable)
•Manufacturer part #
•Offeror’s Part # (if different from manufacturer part #)
•Description
•Manufacturers Suggested List Price and Net Price
•Net price to Region 4 ESC (including freight)
Media submitted for price list must include the Offerors’ company name, name of the solicitation, and date
on a Flash Drive (i.e. Pin or Jump Drives).
Electronic price lists have been provided and do contain the Manufacturers part number, description, product
options, and List Price. Price Lists will not contain the net price to Region 4 ESC. List price will contain freight.
iii.Is pricing available for all products and services?
i.Please provide pricing for services based on a range, from minimum price per hour to maximum price per
hour, with a not to exceed on the maximum price per hour charge.
Additional Services:
Design Services $75.00 per hour
Project Management Services $50.00 per hour
iv.Describe any shipping charges.
i.Describe delivery charges along with definitions for:
1.Dock Delivery
Drop Ship Orders
Pricing includes delivery from Supplier’s factory to the receiving dock of Member’s designated ship to
location. No installation is required of KI. The only exception would be the Architectural products:
Auditorium/Theater / Fixed Seating and Modular Walls, KI’s Demountable Wall. These Architectural
products are quoted on a per project basis with added installation and transportation charges.
2. Inside Delivery
Pricing includes delivery from Supplier’s factory to the receiving dock of Member’s designated ship to
location. Customer shall be responsible for the payment of all accessorial fees, including, but not limited
to, charges necessitated by any of the following:
• A need for special delivery equipment, including lift gates
• Inside delivery (The driver physically moves freight past the door opening of trailer.)
• Delivery past the immediate off load/dock location: Freight needs to be physically move into the
building, upstairs, into an elevator, etc:
• The absence of a loading dock
3. Deliver and Install
Manufacturer/Servicing Dealer to deliver and install required products, remove products from packaging,
(plus haul packaging off site), wipe down, level and place furniture per the instructions from the
member. All products must be properly positioned and ready for use.
Manufacturer/Servicing Dealer shall track, receive, and perform final inside deliveries to specific office,
suite, work space, lab, job site etc. at required installation locations.
- Price is to receive, deliver and install
- Price is for non- union labor, standard hours for install and delivery
- Project requiring Prevailing wages or extended installation requirements additional pricing for
(These requirements will be added as a line item on the quote.)
- This price does not include any type of stair carry
- Cost includes all waste removal from site
- Cost includes all necessary tools and equipment required to install per the drawing or quote
- KI is not responsible for hardwiring of furniture to the building source
- KI is not responsible for connection of phone and data lines to the building source
- All areas where installations are to be performed are to be complete and free of other trades, products
tools, and equipment
- Failure to comply with any of the above job conditions may result in additional costs
v. Provide pricing for warranties on all products and services.
KI does not charge for warranties.
The warranty is given to the initial purchaser and is valid for as long as the initial purchaser owns the product.
The warranty, which runs from the date of manufacture, covers defects in materials and craftsmanship found
during normal usage of the products during the warranty period. If a product is defective, and if written notice
of the defect is given to KI within the applicable warranty period, KI at its option will either repair or replace
the defective product with a comparable component or product, or provide a refund of the purchase price. KI
reserves the right to determine labor method used during replacement of product.
vi. Describe any return and restocking fees.
Product conforming to the specifications contained in KI’s acknowledgement to Customer may not be
returned to KI without KI’s written consent, which consent may be conditioned upon Customer’s agreement
to pay re-handling and/or restocking charges and/or to prepay all freight charges on the return shipment.
vii. Describe any additional discounts or rebates available. Additional discounts or rebates may be offered for
large quantity orders, single ship to location, growth, and annual spend, guaranteed quantity, etc.
KI has submitted volume discounting and has agreed to a 2% rebate on all orders. There would not be
any additional promos or discounting available.
viii. Describe how customers verify they are receiving Contract pricing.
Once contract award is received, KI will set up the new contract in our Contract database – Salesforce.com.
Each contract is given a unique number which is entered into KI’s quoting tool. This unique number brings in
all of the correct product discounting according to the contract. Each purchase order should have the
awarded contract number listed on it for KI to reference and quoting.
Salesforce.com is more than a tracking or reporting tool for our sales representatives; it’s an active
communications hub for your entire account team. Each KI employee involved with your account – from order
placement to payment – can access the platform in real time to:
• Find key people and their contact information
• Access quoting, contracts and other pricing, credit and billing information
• View real-time updates on project status
• Share information and collaborate on cases in real time
Salesforce.com allows us to all be on the same page when it comes to your account. Team members see the
same information regardless of who enters the data or from which location.
ix. Describe payment methods offered.
Payment Options:
1. Corporate Credit or Purchasing Card (Full payment at time of order)
2. EFT – Electronic Funds Transfer or Bank Wire
3. Direct Payment via check, money order, or bank check
4. Leasing Options available
Payment Terms:
KI payment terms are net 30. KI is set up to accept Electronic Fund Transfers (EFT). No early payment of EFT
discounts are available.
x. Propose the frequency of updates to the Offeror’s pricing structure. Describe any proposed indices to guide
price adjustments. If offering a catalog contract with discounts by category, while changes in individual pricing
may change, the category discounts should not change over the term of the Contract.
KI will guarantee and hold discounts for the term of the contract. KI would be entitled to price increases of
product on an annual basis or as mutually agreed upon by both parties. Such increases must be
communicated in writing by KI with supporting documentation justifying the.
Contract alterations will occur quarterly from the inception date of the contract. Contract updates include:
product or dealers.
xi. Describe how future product introductions will be priced and align with Contract pricing proposed.
KI does have new furniture or existing furniture line extension introductions every year, when new
introductions are made and offered to Region 4 ESC discounting will fall in line with current category
discounting.
xii. Provide any additional information relevant to this section.
Not to Exceed Pricing. Region 4 ESC requests pricing be submitted as not to exceed pricing. Unlike fixed pricing, the
Contractor can adjust submitted pricing lower if needed but, cannot exceed original pricing submitted. Contractor
must allow for lower pricing to be available for similar product and service purchases. Cost plus pricing as a primary
pricing structure is not acceptable.
KI will guarantee and hold discounts for the term of the contract, but would be entitled to price increases of product
on an annual basis or as mutually agreed upon by both parties. KI cannot present not to exceed pricing.
Performance Capability
i. Include a detailed response to Appendix D, Exhibit A, OMNIA Partners Response for National Cooperative
Contract. Responses should highlight experience, demonstrate a strong national presence, describe how
Offeror will educate its national sales force about the Contract, describe how products and services will be
distributed nationwide, include a plan for marketing the products and services nationwide, and describe how
volume will be tracked and reported to OMNIA Partners.
Please find the responses to Exhibit A under Tab 3 – Performance Capability.
ii. The successful Offeror will be required to sign Appendix D, Exhibit B, OMNIA Partners Administration
Agreement prior to Contract award. Offerors should have any reviews required to sign the document prior to
submitting a response. Offeror’s response should include any proposed exceptions to OMNIA Partners
Administration Agreement on Appendix B, Terms and Conditions Acceptance Form.
Please find the responses to Exhibit A under Tab 3 – Performance Capability.
iii. Include completed Appendix D, Exhibits F. Federal Funds Certifications and G. New Jersey Business
Compliance.
Please find the responses to Exhibit A under Tab 3 – Performance Capability.
iv. Describe how Offeror responds to emergency orders.
Abbreviated lead-times are available for many of KI’s product lines. Quick ship programs allow
customers to purchase product in a reduced manufacturing time frame. The parameters of
KI’s Quick Ship Program vary per product line, but as a general rule follows a two-week lead-time from the
time the order is entered into KI’s production schedule until the time the product ships from the
manufacturing facility. Purchasing guidelines for quick ship products include maximum order quantities and
limited finish selection options.
v. What is Offeror’s average Fill Rate?
100%. Since 1941, KI has been traditionally a just-in-time manufacturer, which influenced KI's leadership in
the production of customer-specific products, whereby we produce our products on a demand basis. This
eliminates the need for warehousing and inventory controls. KI still subscribes to this innovative way of
manufacturing but does deviate when the client relationship calls for additional means to secure product.
vi. What is Offeror’s average on time delivery rate? Describe Offeror’s history of meeting the shipping and
delivery timelines.
KI’s on time shipping – 98.1% YTD. KI sets a goal for on time shipping on a yearly basis, the goal for 2019 is
98.8%. KI prides itself on the quality products produced at each KI location as well as the high level of service
provided to customers. KI pursues the highest degree of excellence in the design process of durable products,
in the manufacturing processes for consistent, on-time delivery of products that meet the demands of
customer specifications and in information processes through customer service.
vii. Describe Offeror’s return and restocking policy.
Product conforming to the specifications contained in KI’s acknowledgement to Customer may not be
returned to KI without KI’s written consent, which consent may be conditioned upon Customer’s agreement
to pay re-handling and/or restocking charges and/or to prepay all freight charges on the return shipment.
viii. Describe Offeror’s ability to meet service and warranty needs.
The KI/Corporate Services installation offices and warehouses are located throughout the United States. This
allows Corporate Services to respond to customer needs in a quick and efficient manner. The Corporate
Services team is comprised of customer focused, factory trained Regional Managers, Installation Supervisors
and Certified Installers. Corporate Service’s Certified Installers are selected prior to installation and ONLY
certified installers are used on KI Corporate Service installations.
KI Corporate Services and/or our certified dealers will work on Warranty issues and needs.
ix. Describe Offeror’s customer service/problem resolution process. Include hours of operation, number of
services, etc.
The cornerstone of our customer service philosophy is being transparent throughout the process, sincere in
our communication and above all, uncompromising in our integrity. We count on every individual KI employee
to uphold those high standards. To do so, we view you as a Market of One. That means we consider any
concerns you may have or issues that may arise as distinct to you and will work accordingly to resolve.
QUICK RESPONSE INITIATIVE
When and if an issue arises, KI has an established process in place to find a resolution within 72 hours. Based
on the complexity of the issue, KI employees may call on the sales operations manager as well as others from
the management and leadership teams, including our CEO, at any time to ensure we address your concerns or
resolve outstanding issues in a manner that maintains your trust in us.
Need to make a change? No problem! Give us a call at 800-424-2432 Monday through Friday between 7:30
a.m. and 5:00 p.m. CST or email us anytime at SalesOps@ki.com. To help us retrieve your order information as
quickly as possible, please be prepared to provide your purchase order number.
PLEASE NOTE: If you have an order acknowledgement, you may contact the KI Customer Service
Representative whose name, phone number and email address will be listed directly above your delivery
summary.
We are happy to accommodate your request for changes to:
Shipping address
Delivery date
Delivery contact name
Call before delivery
Product quantity, specifications, model number, etc.
Additional delivery services (fees may apply)
All requests are evaluated per case, as certain limitations may apply. However, we will make every attempt to
satisfy your requirements.
x. Describe Offeror’s invoicing process. Include payment terms and acceptable methods of payments. Offerors
shall describe any associated fees pertaining to credit cards/p-cards.
KI’s standard invoicing method is to invoice individual purchase orders at the time of product shipment.
Payment Options:
1. Corporate Credit or Purchasing Card (Full payment at time of order)
P-Cards are accepted at time of order placement only, order needs to be $500 or less and be paid in
full. No additional fees will be charged for using creditor P-cards.
2. EFT – Electronic Funds Transfer or Bank Wire
3. Direct Payment via check, money order, or bank check
4. Leasing Options available
KI payment terms are net 30. KI is set up to accept Electronic Fund Transfers (EFT). No early payment of EFT
discounts are available.
xi. Describe Offeror’s contract implementation/customer transition plan.
KI has an existing contract with Region 4 ESC and will be ready to execute at time of award.
KI will provide all Public Agencies and Accounts their procurement contract options and honor the
direction and decision that the Public Agency makes with their purchase.
xii. Describe the financial condition of Offeror.
Annual sales for the three previous fiscal years.
2018 - $607,991,000
2017 - $649,959,000
2016 - $592,575,000
xiii. Provide a website link in order to review website ease of use, availability, and capabilities related to ordering,
returns and reporting. Describe the website’s capabilities and functionality.
KI.COM
KI’s robust website (www.ki.com) offers detailed product information, market-specific thought leadership, and
a variety of design specification tools, environmental and social responsibility information, and a history of the
company itself.
KI.com also aims to meet WCAG 2.0 guidelines, targeting Level 2 (AA) requirements. To this end, there are a
number of considerations factored into the site’s underlying code base as well as the published content.
Our intent is for KI.com to be a useful resource for all visitors, including those who may have visual, auditory,
cognitive or physical disabilities. Following is a list highlighting some of the steps we have taken toward that
end:
• Keyboard accessibility and skip to content/navigation ARIA links, ensuring that site navigation and page
content are easy to interact with for users who rely on keyboard-only control or assistive technology,
including screen readers
• Defined ARIA roles for global site elements
• Text alternatives for images and non-text content; avoiding use of images of text
• Autoplay and video/audio disabled by default, providing users with control over interactive content
• Helpful and clear page titles, marked up appropriately using HTML web standards
• Clear and descriptive link titles
• Large base font-size (16px) and the ability to resize text to 200% without breaking the design
• Page elements reflect visible change when hovered or focused, including keyboard focus
• Multiple ways to find pages
• Avoidance of flashing, blinking, scrolling or otherwise animated text
• Responsive, mobile-friendly design to ensure content renders well regardless of the platform or device
by which it’s accessed
Order Status is a separate site found on the home page of ki.com that provides access to the status of your
open orders from any web-enabled device, including the following:
• User-friendly interface from any web-enabled device
• Quick and easy information retrieval using search and sort functions
• Ability to customize the data displays to your preference
• Recently viewed items are highlighted for quick reference
• Multiple user log-ins for convenience and collaboration within your own team
• Tutorial video and FAQs
If desired, we can develop an extranet site specifically for your project. An extranet acts as a secured hub for
all team members to access product information, specifications and standards, pricing, drawings and
more.
Extranets can be helpful in project planning as well as post-installation when you may want to access care and
maintenance documents, customer service contacts, etc. Extranets can also streamline the process, saving
time and money related to printing copies, postal or FedEx fees and travel expenses.
xiv. Describe the Offeror’s safety record.
KI’s YTD Safety Incident – 1.0.
xv. Provide any additional information relevant to this section.
Qualification and Experience
i. Provide a brief history of the Offeror, including year it was established and corporate office location.
The metal chair was KI’s flagship product in 1941. Innovative for its time, it brilliantly answered the call for
seating that was portable, stackable, durable and affordable. KI recognized the market’s need and responded
with a welcome solution.
The KI folding chair symbolizes a long legacy of listening to our customers. Our insightful ability to solve
problems through product design and space planning concepts has made us a respected leader in
manufacturing furniture solutions – products that skillfully support the success of customers in the business,
education and healthcare markets.
Today, we’ve grown well beyond our folding chair origins and offer a broad portfolio ranging from seating and
tables to architectural walls and panel systems. Our award-winning innovations reflect a desire to meet your
objectives, be your go-to resource and build an enduring relationship with you.
This foundation and a strong market understanding is why KI customers throughout the world continue to rely
on our trusted expertise to create solutions that fit their environments. That’s why we say we offer far more
than furniture…We’re Furnishing Knowledge.
We promise to thoroughly understand your needs and help you make informed decisions about your
environments. And that means:
• Being a trusted market resource
• Operating with integrity
• Prioritizing relationships over sales
• Simplifying the complex
• Offering simple, long-lasting design
• Collaborating on personalized solutions
CORPORATE HEADQUARTERS
Green Bay, Wis.
Employees: 659
SHOWROOMS
Eastern Region Central Region Western Region International
Atlanta, GA Chicago, IL Denver, CO Beaconsfield, Quebec, Canada
Boston, MA Dallas, TX Los Angeles, CA Toronto, Ontario, Canada
Charlotte, NC Green Bay, WI Phoenix, AZ Beijing, China
New York, NY Houston, TX San Francisco, CA Malaysia
Washington, D.C. St. Louis, MO Lauenau, Germany
Benelux, Netherlands
London, United Kingdon
Yorkshire, United Kingdom
Green Bay Task Seating and Stack Chairs 305
Green Bay Transportation Hub 18
Bonduel Seating and Tables 219
Manitowoc Architectural Walls and Systems 191
High Point, NC Executive Task Seating, Lounge Seating 98
and Occasional Tables
Tupelo, MS Folding Chairs and Tables, Stools 27
and Caddies
Pembroke, Ontario, Canada Storage and Residence Hall Furniture 145
Beijing, China Educational and Healthcare Furniture 1
Europe (multiple locations) Systems, Seating and Storage 45
ii. Describe Offeror’s reputation in the marketplace.
KI is a contract furniture manufacturer with a reputation for innovation and expertise. By targeting specific
markets with solutions for higher education, K-12 education, corporate workplace, healthcare facilities and
government centers, KI is known for its ability to scale to customers’ unique needs. This empowers customers
with the choice to procure furniture according to what fits their ordering and fulfillment needs.
Trusted as a market resource, KI builds relationships with clients to help them make smart furniture decisions.
KI customers throughout the world continue to rely on the company’s trusted expertise to create solutions
that fit their environments, brilliantly.
iii. Describe Offeror’s reputation of products and services in the marketplace.
Design shapes user outlook, drives emotion and ensures safety. Through human-centered design, KI creates
compelling solutions by aligning culture, brand and functional objectives. The ideas behind this approach
include adaptive design, increased user control, higher levels of engagement and defining a balance between
basic workstyles and behavioral needs of users.
To support these needs, KI furniture has a reputation for durability, functionality and versatility. These
qualities are inherent across KI’s diverse product portfolio, which includes seating (guest, stack,
task, lounge, student, healthcare, tandem, stools), tables (multipurpose, powered, height-
adjustable, cafeteria, occasional), architectural walls, desks and desking systems, workspace panels and
systems, files and storage, casegoods, fixed and auditorium furniture, library furniture, residence hall furniture
and accessories.
iv. Describe the experience and qualification of key employees.
KI recognizes that customers have diverse requirements for project management, service, and support. KI
designed its sales and product service capabilities to speed response to these changing needs. KI’s flexible
service package allows customers to choose the services they want.
are assigned to provide support and include the responsibility for handling all
aspects of daily project coordination. The primary team contacts are based on expertise and is available to
your account throughout your partnership with KI.
provides additional support in the overall coordination of an account’s specific
needs including designation of resources and project coordination logistics. This includes monitoring accounts
from implementation to completion as well as any post project activity.
Project & Service Coordinator responsibilities may include:
• Coordinating mock-ups
• Coordinating product shipments
• Coordinating field office installation services
• Coordinating communications between the customer and KI
• Coordinating design services and installation drawings
• Developing and maintaining project furniture timelines
• Developing product specifications and quotations
• Reviewing acknowledgments
KI’s design philosophy is to develop product solutions that will visually and functionally work with other KI
products allowing the client the greatest flexibility as their business needs evolve. This design and
development philosophy allows them to look at other product solutions within the KI portfolio and be able to
integrate them with existing products they have in place giving the greatest flexibility without obsolescing a
product.
KI has an expert team of resources trained to use AutoCAD when generating furniture layouts for our clients.
In addition to a large staff at the Green Bay headquarters, Field Cad Space Planners are available in many field
offices/showrooms. The team can produce 2D/3D/Elevations and Renderings depending upon the product
specified. The software utilized develops initial space plan drawings through installation drawings and
electronically feeds the bill of materials directly into our order management platform for a seamless process.
As an additional free service to our clients, Revit and 2020/Giza symbols are available for download from
KI.com
v. Describe Offeror’s experience working with the government sector.
The market is constantly shifting. Customer needs are ever changing. And KI is always there. We persistently
grow our knowledge base and deepen our understanding to help shape and support your success. Whether
you’re furnishing a business, school, healthcare facility or government facility, each environment presents its
own nuances and challenges. KI strategically targets furniture solutions in these core markets:
• College and University
• K-12
• Medium and Large Business
• Healthcare
• Federal and State Government
KI holds a General Service Administration (GSA) Contract, number: GS-28F-0033P.
By zeroing in on these core markets, we are able to design furniture solutions and support services that
address the needs specific to each.
vi. Describe past litigation, bankruptcy, reorganization, state investigations of entity or current officers and
directors.
Through the normal course of daily business as a large company, KI, may be involved in periodic litigation.
None of this litigation is materially adverse to the operations or KI’s ability to perform under this bid or
contract.
vii. Provide a minimum of 10 customer references relating to the products and services within this RFP. Include
entity name, contact name and title, contact phone and email, city, state, years serviced, description of
services and annual volume.
Please find the attached references for your review.
viii. Provide any additional information relevant to this section.
Value Add
i. Provide any additional information related to products and services Offeror proposes to enhance and add
value to the Contract.
Value Add #1 – Movable Wall Education Program
The Program Details
This program provides education for Movable Walls, some of the items included classroom training, on-site
training, Webinars, and on-demand training classes.
Value Add #2 - Space Auditing
The Program Details
This program was developed to assist Region Members in space planning to help them maximize the use of
their existing space. It can also be used for any new construction or project. This program will involve KI
representative to visit the site in person.
Value Add #3 - In-Service Program
The Program Details
This program offers on-site training for products deployed at each location. It will include hands on training as
well as best practices for the uses of KI’s products.
Value Add #4 - Exclusive Exelon Website
The Program Details
This is an Exclusive Website built specific for Region 4 ESC Members. This innovative website is a
comprehensive Project management tool, created to manage the flow of information on all aspects of a
project. From design details to dead line ownership all within the accountability management documents, also
housing drawings, product details, warranty information and requested or required post sale information.
References
St Charles City County Library
77 Boones Hill Drive Karen Golab
St. Peters, MO 63376
Julie Wolfe
jwolfe@stchlibrary.org
1032 South Dunbridge
Bowling Green, OH
Ann Gucker
agucker@colwood.oh.us
Redwood Falls County Highway Department
1820 E Bridge Street
Redwood Falls, MN 56283
Keith Berndt
Keith_b@co.redwood.mn.us
205 East B Street
Tulsa, OK 74037
Cindy Owens
918.299.4415
Cindi.owens@jenksps.org
234 Congress Street
Boston, MA 02110
Allison Moynihan-Mee
Allison.mee@peabodyoffice.com
Manatee County
1112 Manatee Avenue West
Bradenton, FL 34205
Michelle Petrilla
941.748.4501
Petrilla@mymanatee.orge
Lemley Memorial Campus
5647 S 122nd East Ave
Tulsa OK 74147
Kelly Yockey
9183828.5179
Kelly.yockey@tulsatech.edu
Buffalo Grove High School
Library Renovation
Tom Arseneau
224.220-4974
Tom.arseneau@d214.org
MRC North Hall
80 Fort Brown Street
Brownsville, TX 78520
Hilda Perez-Garcia
Hilda@hpgdesign.com
3600 M Street
Merced, CA 95340
Kevin Kennedy
kevin@vbcmerced.com
Appendix C, DOC # 3
Implementation of House Bill 1295
Certificate of Interested Parties (Form 1295):
In 2015, the Texas Legislature adopted House Bill 1295, which added section 2252.908 of the
Government Code. The law states that a governmental entity or state agency may not enter
into certain contracts with a business entity unless the business entity submits a disclosure of
interested parties to the governmental entity or state agency at the time the business entity
submits the signed contract to the governmental entity or state agency. The law applies only
to a contract of a governmental entity or state agency that either (1) requires an action or vote
by the governing body of the entity or agency before the contract may be signed or (2) has a
value of at least $1 million. The disclosure requirement applies to a contract entered into on or
after January 1, 2016.
The Texas Ethics Commission was required to adopt rules necessary to implement that law,
prescribe the disclosure of interested parties form, and post a copy of the form on the
commission’s website. The commission adopted the Certificate of Interested Parties form
(Form 1295) on October 5, 2015. The commission also adopted new rules (Chapter 46) on
November 30, 2015, to implement the law. The commission does not have any additional
authority to enforce or interpret House Bill 1295.
Filing Process:
Staring on January 1, 2016, the commission made available on its website a new filing
application that must be used to file Form 1295. A business entity must use the application to
enter the required information on Form 1295 and print a copy of the completed form, which will
include a certification of filing that will contain a unique certification number. An authorized
agent of the business entity must sign the printed copy of the form. The completed Form 1295
with the certification of filing must be filed with the governmental body or state agency with
which the business entity is entering into the contract.
The governmental entity or state agency must notify the commission, using the commission’s
filing application, of the receipt of the filed Form 1295 with the certification of filing not later
than the 30th day after the date the contract binds all parties to the contract. This process is
known as acknowledging the certificate. The commission will post the acknowledged Form
1295 to its website within seven business days after receiving notice from the governmental
entity or state agency. The posted acknowledged form does not contain the declaration of
signature information provided by the business.
A certificate will stay in the pending state until it is acknowledged by the governmental agency.
Only acknowledged certificates are posted to the commission’s website.
Electronic Filing Application:
https://www.ethics.state.tx.us/whatsnew/elf_info_form1295.htm
Frequently Asked Questions:
https://www.ethics.state.tx.us/resources/FAQs/FAQ_Form1295.php
Changes to Form 1295: https://www.ethics.state.tx.us/data/filinginfo/1295Changes.pdf
Requirements for National Cooperative Contract
Page 41 of 55
EXHIBIT G
NEW JERSEY BUSINESS COMPLIANCE
NEW JERSEY BUSINESS COMPLIANCE
Suppliers intending to do business in the State of New Jersey must comply with policies and
procedures required under New Jersey statues. All offerors submitting proposals must
complete the following forms specific to the State of New Jersey. Completed forms should be
submitted with the offeror’s response to the RFP. Failure to complete the New Jersey packet
will impact OMNIA Partners, Public Sector’s ability to promote the Master Agreement in the
State of New Jersey.
DOC #1 Ownership Disclosure Form
DOC #2 Non-Collusion Affidavit
DOC #3 Affirmative Action Affidavit
DOC #4 Political Contribution Disclosure Form
DOC #5 Stockholder Disclosure Certification
DOC #6 Certification of Non-Involvement in Prohibited Activities in Iran
DOC #7 New Jersey Business Registration Certificate
New Jersey suppliers are required to comply with the following New Jersey statutes when
applicable:
• all anti-discrimination laws, including those contained in N.J.S.A. 10:2-1 through N.J.S.A.
10:2-14, N.J.S.A. 10:5-1, and N.J.S.A. 10:5-31 through 10:5-38;
• Prevailing Wage Act, N.J.S.A. 34:11-56.26, for all contracts within the contemplation of the
Act;
• Public Works Contractor Registration Act, N.J.S.A. 34:11-56.26; and
• Bid and Performance Security, as required by the applicable municipal or state statutes.
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Requirements for National Cooperative Contract
Page 45 of 55
DOC #3, continued
P.L. 1995, c. 127 (N.J.A.C. 17:27)
MANDATORY AFFIRMATIVE ACTION LANGUAGE
PROCUREMENT, PROFESSIONAL AND SERVICE
CONTRACTS
During the performance of this contract, the contractor agrees as follows:
The contractor or subcontractor, where applicable, will not discriminate against any employee or applicant
for employment because of age, race, creed, color, national origin, ancestry, marital status, sex, affectional
or sexual orientation. The contractor will take affirmative action to ensure that such applicants are recruited
and employed, and that employees are treated during employment, without regard to their age, race, creed,
color, national origin, ancestry, marital status, sex, affectional or sexual orientation. Such action shall
include, but not be limited to the following: employment, upgrading, demotion, or transfer; recruitment or
recruitment advertising; layoff or termination; rates of pay or other forms of compensation; and selection for
training, including apprenticeship. The contractor agrees to post in conspicuous places, available to
employees and applicants for employment, notices to be provided by the Public Agency Compliance Officer
setting forth provisions of this non-discrimination clause.
The contractor or subcontractor, where applicable will, in all solicitations or advertisement for employees
placed by or on behalf of the contractor, state that all qualified applicants will receive consideration for
employment without regard to age, race, creed, color, national origin, ancestry, marital status, sex,
affectional or sexual orientation.
The contractor or subcontractor, where applicable, will send to each labor union or representative of
workers with which it has a collective bargaining agreement or other contract or understanding, a notice, to
be provided by the agency contracting officer advising the labor union or workers' representative of the
contractor's commitments under this act and shall post copies of the notice in conspicuous places available
to employees and applicants for employment.
The contractor or subcontractor, where applicable, agrees to comply with any regulations promulgated by
the Treasurer pursuant to P.L. 1975, c. 127, as amended and supplemented from time to time and the
Americans with Disabilities Act.
The contractor or subcontractor agrees to attempt in good faith to employ minority and female workers trade
consistent with the applicable county employment goal prescribed by N.J.A.C. 17:27-5.2 promulgated by
the Treasurer pursuant to P.L. 1975, C.127, as amended and supplemented from time to time or in
accordance with a binding determination of the applicable county employment goals determined by the
Affirmative Action Office pursuant to N.J.A.C. 17:27-5.2 promulgated by the Treasurer pursuant to P.L.
1975, C.127, as amended and supplemented from time to time.
The contractor or subcontractor agrees to inform in writing appropriate recruitment agencies in the area,
including employment agencies, placement bureaus, colleges, universities, labor unions, that it does not
discriminate on the basis of age, creed, color, national origin, ancestry, marital status, sex, affectional or
sexual orientation, and that it will discontinue the use of any recruitment agency which engages in direct or
indirect discriminatory practices.
The contractor or subcontractor agrees to revise any of it testing procedures, if necessary, to assure that
all personnel testing conforms with the principles of job-related testing, as established by the statutes and
court decisions of the state of New Jersey and as established by applicable Federal law and applicable
Federal court decisions.
The contractor or subcontractor agrees to review all procedures relating to transfer, upgrading,
downgrading and lay-off to ensure that all such actions are taken without regard to age, creed, color,
national origin, ancestry, marital status, sex, affectional or sexual orientation, and conform with the
applicable employment goals, consistent with the statutes and court decisions of the State of New Jersey,
and applicable Federal law and applicable Federal court decisions.
The contractor and its subcontractors shall furnish such reports or other documents to the Affirmative Action
Office as may be requested by the office from time to time in order to carry out the purposes of these
Requirements for National Cooperative Contract
Page 47 of 55
DOC #4
C. 271 POLITICAL CONTRIBUTION DISCLOSURE FORM
Public Agency Instructions
This page provides guidance to public agencies entering into contracts with business entities that are required to file
Political Contribution Disclosure forms with the agency. It is not intended to be provided to contractors. What follows
are instructions on the use of form local units can provide to contractors that are required to disclose political contributions
pursuant to N.J.S.A. 19:44A-20.26 (P.L. 2005, c. 271, s.2). Additional information on the process is available in Local
Finance Notice 2006-1 (http://www.nj.gov/dca/divisions/dlgs/resources/lfns_2006.html). Please refer back to these
instructions for the appropriate links, as the Local Finance Notices include links that are no longer operational.
1. The disclosure is required for all contracts in excess of $17,500 that are not awarded pursuant to a “fair and open”
process (N.J.S.A. 19:44A-20.7).
2. Due to the potential length of some contractor submissions, the public agency should consider allowing data to be
submitted in electronic form (i.e., spreadsheet, pdf file, etc.). Submissions must be kept with the contract documents
or in an appropriate computer file and be available for public access. The form is worded to accept this alternate
submission. The text should be amended if electronic submission will not be allowed.
3. The submission must be received from the contractor and on file at least 10 days prior to award of the contract.
Resolutions of award should reflect that the disclosure has been received and is on file.
4. The contractor must disclose contributions made to candidate and party committees covering a wide range of public
agencies, including all public agencies that have elected officials in the county of the public agency, state legislative
positions, and various state entities. The Division of Local Government Services recommends that contractors be
provided a list of the affected agencies. This will assist contractors in determining the campaign and political
committees of the officials and candidates affected by the disclosure.
a. The Division has prepared model disclosure forms for each county. They can be downloaded from the “County
PCD Forms” link on the Pay-to-Play web site at http://www.nj.gov/dca/divisions/dlgs/programs/lpcl.html#12.
They will be updated from time-to-time as necessary.
b. A public agency using these forms should edit them to properly reflect the correct legislative district(s). As
the forms are county-based, they list all legislative districts in each county. Districts that do not represent
the public agency should be removed from the lists.
c. Some contractors may find it easier to provide a single list that covers all contributions, regardless of the county.
These submissions are appropriate and should be accepted.
d. The form may be used “as-is”, subject to edits as described herein.
e. The “Contractor Instructions” sheet is intended to be provided with the form. It is recommended that the
Instructions and the form be printed on the same piece of paper. The form notes that the Instructions are printed
on the back of the form; where that is not the case, the text should be edited accordingly.
f. The form is a Word document and can be edited to meet local needs, and posted for download on web sites, used
as an e-mail attachment, or provided as a printed document.
5. It is recommended that the contractor also complete a “Stockholder Disclosure Certification.” This will assist the
local unit in its obligation to ensure that contractor did not make any prohibited contributions to the committees listed
on the Business Entity Disclosure Certification in the 12 months prior to the contract (See Local Finance Notice
2006-7 for additional information on this obligation at
http://www.nj.gov/dca/divisions/dlgs/resources/lfns_2006.html). A sample Certification form is part of this package
and the instruction to complete it is included in the Contractor Instructions. NOTE: This section is not applicable to
Boards of Education.
Requirements for National Cooperative Contract
Page 48 of 55
DOC #4, continued
C. 271 POLITICAL CONTRIBUTION DISCLOSURE FORM
Contractor Instructions
Business entities (contractors) receiving contracts from a public agency that are NOT awarded pursuant to a “fair and
open” process (defined at N.J.S.A. 19:44A-20.7) are subject to the provisions of P.L. 2005, c. 271, s.2 (N.J.S.A. 19:44A-
20.26). This law provides that 10 days prior to the award of such a contract, the contractor shall disclose contributions
to:
• any State, county, or municipal committee of a political party
• any legislative leadership committee*
• any continuing political committee (a.k.a., political action committee)
• any candidate committee of a candidate for, or holder of, an elective office:
o of the public entity awarding the contract
o of that county in which that public entity is located
o of another public entity within that county
o or of a legislative district in which that public entity is located or, when the public entity is a county, of
any legislative district which includes all or part of the county
The disclosure must list reportable contributions to any of the committees that exceed $300 per election
cycle that were made during the 12 months prior to award of the contract. See N.J.S.A. 19:44A-8 and
19:44A-16 for more details on reportable contributions.
N.J.S.A. 19:44A-20.26 itemizes the parties from whom contributions must be disclosed when a business
entity is not a natural person. This includes the following:
• individuals with an “interest” ownership or control of more than 10% of the profits or assets of a business entity
or 10% of the stock in the case of a business entity that is a corporation for profit
• all principals, partners, officers, or directors of the business entity or their spouses
• any subsidiaries directly or indirectly controlled by the business entity
• IRS Code Section 527 New Jersey based organizations, directly or indirectly controlled by the business entity
and filing as continuing political committees, (PACs).
When the business entity is a natural person, “a contribution by that person’s spouse or child, residing
therewith, shall be deemed to be a contribution by the business entity.” [N.J.S.A. 19:44A-20.26(b)] The
contributor must be listed on the disclosure.
Any business entity that fails to comply with the disclosure provisions shall be subject to a fine imposed by
ELEC in an amount to be determined by the Commission which may be based upon the amount that the
business entity failed to report.
The enclosed list of agencies is provided to assist the contractor in identifying those public agencies whose
elected official and/or candidate campaign committees are affected by the disclosure requirement. It is the
contractor’s responsibility to identify the specific committees to which contributions may have been made
and need to be disclosed. The disclosed information may exceed the minimum requirement.
The enclosed form, a content-consistent facsimile, or an electronic data file containing the required details
(along with a signed cover sheet) may be used as the contractor’s submission and is disclosable to the
public under the Open Public Records Act.
The contractor must also complete the attached Stockholder Disclosure Certification. This will assist the
agency in meeting its obligations under the law. NOTE: This section does not apply to Board of
Education contracts.
Requirements for National Cooperative Contract
Page 49 of 55
* N.J.S.A. 19:44A-3(s): “The term "legislative leadership committee" means a committee established,
authorized to be established, or designated by the President of the Senate, the Minority Leader of the
Senate, the Speaker of the General Assembly or the Minority Leader of the General Assembly pursuant to
section 16 of P.L.1993, c.65 (C.19:44A-10.1) for the purpose of receiving contributions and making
expenditures.”
Requirements for National Cooperative Contract
Page 51 of 55
Check here if the information is continued on subsequent page(s)
Requirements for National Cooperative Contract
Page 52 of 55
DOC #4, continued
List of Agencies with Elected Officials Required for Political Contribution Disclosure
N.J.S.A. 19:44A-20.26
County Name:
State: Governor, and Legislative Leadership Committees
Legislative District #s:
State Senator and two members of the General Assembly per district.
County:
Freeholders County Clerk Sheriff
{County Executive} Surrogate
Municipalities (Mayor and members of governing body, regardless of title):
USERS SHOULD CREATE THEIR OWN FORM, OR DOWNLOAD FROM
THE PAY TO PLAY SECTION OF THE DLGS WEBSITE A COUNTY-
BASED, CUSTOMIZABLE FORM.
xx
Requirements for National Cooperative Contract
Page 54 of 55
DOC #6
Certification of Non-Involvement in Prohibited Activities in Iran
Pursuant to N.J.S.A. 52:32-58, Offerors must certify that neither the Offeror, nor any of its
parents, subsidiaries, and/or affiliates (as defined in N.J.S.A. 52:32 – 56(e) (3)), is listed on the
Department of the Treasury’s List of Persons or Entities Engaging in Prohibited Investment
Activities in Iran and that neither is involved in any of the investment activities set forth in
N.J.S.A. 52:32 – 56(f).
Offerors wishing to do business in New Jersey through this contract must fill out the Certification
of Non-Involvement in Prohibited Activities in Iran here:
http://www.state.nj.us/humanservices/dfd/info/standard/fdc/disclosure_investmentact.pdf.
Offerors should submit the above form completed with their proposal.
Requirements for National Cooperative Contract
Page 55 of 55
DOC #7
NEW JERSEY BUSINESS REGISTRATION CERTIFICATE
(N.J.S.A. 52:32-44)
Offerors wishing to do business in New Jersey must submit their State Division of Revenue
issued Business Registration Certificate with their proposal here. Failure to do so will disqualify
the Offeror from offering products or services in New Jersey through any resulting contract.
http://www.state.nj.us/treasury/revenue/forms/njreg.pdf
N .J . D e partment ofTrea s u ... 1 Pag e 1 o l 1
STATE OF NEW JERSEY
BUSINESS REGISTRATION CERTIFICATE
Taxpayer Name:
Trade Name:
Address:
Certificate Number:
Effective Date:
Date of Issuance:
For Office Us e Onl y :
20130730163519417
KR UEGE R INTE R NAT IO NA L , IN C .
1330 B ELLEVUE S T
GR EEN B AY, WI 54302 -2119
0092 7 82
July 24, 19 89
Jul y 30, 2013
Section 8, DOC #7 NJ Business Registration
Terms Conditions Rights and Warranties
Updated November 1, 2019
KI • 1330 Bellevue Street • P.O. Box 8100 • Green Bay, WI 54308-8100 • 1-800-424-2432 • www.ki.com
KI-PLW-000115/KI/pdf/110119
PRODUCT PRICING
ALL PRICES LISTED IN KI PRICE LISTS ARE FREIGHT
EXCLUDED OR DELIVERED PRICING.
KI price lists and any prices contained therein
are subject to change without notice. Prices
applicable to all Customer orders shall be those
in effect at the time KI receives a complete order
from Customer unless: Customer and KI have in
place a written special pricing or master supply
agreement, which agreement specifies the prices
to be paid by Customer; or Customer requests
a product shipping date to occur more than one
hundred twenty (120) days after KI’s receipt of
Customer’s order (in which case KI shall have
the option to apply to Customer’s order the
price list in effect as of Customer’s requested
shipping date). The most current KI price lists
are maintained electronically and can be found at
www.ki.com/price lists
Any discounts are ineffective if, as a result of the
discounts, the final selling price of any product
offered in a KI quote would be lower than the
corresponding price for that product under
KI’s multiple award schedule contracts with the
United States General Services Administration
(GSA). If the final selling price for any KI product
in a quote would be below KI’s price to GSA, KI
will offer that product at the same price that KI
offers to GSA. No other terms or conditions of
KI’s GSA contracts would apply to such sales.
FREIGHT AND DELIVERYFreight Terms
KI reserves the right to select the “best way”
shipment methods and means (including, but not
limited to, determination of the carrier, method
of shipment, and routing). Standard delivery
shall be dock-to-dock delivery and shall occur
Monday through Friday, 7:00 a.m. to 3:00 p.m.
for truckload or 9:00a.m. to 5:00 p.m. for less
than truckload or parcel. Products quoted as
“Delivered Pricing” shall be “F.O.B. Origin,” and
freight charges are based on shipments to the 48
U.S. contiguous states. For shipments destined
to other U.S. states or foreign territories,
delivery will be made to a prearranged port.
Customer shall prepay all freight charges and any
extra expenses resulting from any request by
Customer for after-hours, holiday, weekend, or
specific time delivery, or special carrier, shipping
method, (e.g. air freight, exclusive use vehicle)
packaging, and/or routing. Contact KI for quote.
CAUTION: After obtaining a clear receipt for
shipment, the delivering carrier is no longer
responsible for damage or shortages.
Title, Risk of Loss
Title to product shall pass to Customer upon
delivery by KI to the carrier. For purposes of
risk of loss, all shipments are “F.O.B Origin”; and
Customer acknowledges that once KI delivers
the product to the carrier, risk of loss shall pass
to the Customer.
Shipment Damage Claims
All products are packaged to comply with carrier
requirements and leave KI’s manufacturing
facilities in good condition. Customer shall be
responsible to:
1. Carefully inspect merchandise upon
delivery. Make notation of package
conditions and describe any type of
damage observed on the carrier’s delivery
receipt.
2. If the delivery receipt has been signed
free and clear and damage is discovered
after carrier has left, the customer shall
report the concealed damage and request
an inspection to the local carrier terminal
within (5) five business days of receipt
date.
3. Retain all shipping cartons for inspection
by the carrier agent.
4. All damaged product and packaging must
be kept at point of delivery.
KI shall not be liable for loss or damage to
product that occurs in transit, and Customer’s
sole remedy for any such damages shall be
to seek appropriate recourse against the
carrier. For more information visit http://
damagedproductprocess.com
Shortage Claims
Shortage must be noted at time of delivery to be
considered a carrier claim.
KI will evaluate Customer reported shortage
claims within (10) ten days immediately following
delivery. Shortage claims reported beyond (10)
ten days after delivery will not be honored.
Returns
Product conforming to the specifications
contained in KI’s acknowledgement to Customer
may not be returned to KI without KI’s written
consent, which consent may be conditioned
upon Customer’s agreement to pay re-handling
and/or restocking charges and/or to prepay all
freight charges on the return shipment.
Requests for Specific Delivery Time(s)
KI considers requests for delivery times and for
drop shipments to job sites, and will undertake
reasonable efforts to indicate any such request(s)
to product carriers. KI may, in its sole discretion,
extend to Customer the option of a carrier-
guaranteed set delivery time at an additional
cost to Customer. KI’s liability for any damages
incurred for any late deliveries, including labor
and other expenses resulting from any such
delays, shall be limited to a refund of the charge
for the aforementioned guaranteed set delivery
time.
Accessorial Fees
Customer shall be responsible for the payment
of all accessorial fees, including, but not limited
to, charges necessitated by any of the following:
1. A need for special delivery equipment,
including lift gates
2. Inside delivery
3. The absence of a loading dock
4. Redirection or re-consignment of product
5. Detention charges
6. Street unloads
7. Improper refusal of product
Storage of Product
If, following KI’s acknowledgement of
Customer’s purchase order, Customer requests
a delay in shipment for any period greater than
one (1) day from the scheduled ship date,
Customer shall be responsible for the payment
of the following storage fees:
1. Orders less than a full trailer (11 pallets or
24 feet or less): $5.00 per day per pallet.
2. Full trailer: $60.00 per day per trailer.
Any long-term storage (i.e. storage outside
standard shipping and installation storage) must
be climate controlled. Temperature must range
between 60 and 80 degrees Fahrenheit and
humidity must be controlled between 45 and 65
percent relative humidity.
Split Deliveries
Orders can be split shipped (including C.O.M.
as it arrives) only with faxed or written
authorization.
Re-delivery of Freight
When re-delivery of merchandise is required
because the customer is not ready to accept
merchandise, and no notification of this fact is
given to the factory at least one week prior to
the scheduled ship date, the actual costs for
freight, restocking and re-handling, plus 5% of
the order value, will be billed to the customer.
PAYMENT TERMS
Net Thirty Days
Payment on all KI invoices shall be made in U.S.
dollars within thirty (30) days of the date of each
such invoice and without offset, back charges,
retention, or withholding of any kind. Unpaid
and delinquent invoices shall accrue interest at
the rate of one and one-half percent (1.5%) per
month, or the highest rate permitted by law,
whichever is less.
Leasing Provisions
KI offers a lease finance option. The first and
last monthly payments are required at the time
of signing. Lease quotations subject to National
Cooperative Leasing credit approval. Rates
are based upon current market and subject to
change without notice. Contact KI for a quote.
Custom Deposits
Customer may be required to pay a deposit
for the purchase of any custom or nonstandard
products identified in Customer’s purchase
order. Any such deposit shall accompany
Customer’s purchase order.
New Accounts
New accounts require the approval of a KI sales
representative, credit references, and a valid tax-
exempt or resale certificate (where applicable).
Security Interest in Products
KI shall retain a purchase money security interest
in all products sold to Customer and for which
Customer has not made full payment. Customer
agrees to execute any and all instruments
necessary to document the creation of this
security interest and/or to perfect the same.
Customer further agrees to assemble and deliver
to KI all products subject to this security interest
in the event Customer defaults on Customer’s
payment obligations to KI.
Collection Costs
In the event Customer defaults on Customer’s
payment obligations to KI, and KI employs the
services of an attorney or collection agency
to enforce these obligations, Customer shall
reimburse KI for all of KI’s actual collection costs
and expenses (including actual attorneys’ fees
and court costs) upon demand.
ORDER PROCESSRequirements of a Valid and Complete Purchase Order
In order to submit a valid and complete
purchase order to KI, Customer must provide KI
with the following information.
1. If you are purchasing directly from KI the
purchase order must be issued to KI or KI
c/o the dealer with this address:
KI
1330 Bellevue Street
Green Bay, WI 54302
2. The following items must be included on all
purchase orders:
• Sold To/Bill To Information: complete legal
name, address, telephone number and fax
number
• Ship To Information: complete legal name,
address, contact name, contact phone
number
• Purchase Order Number: a customer-
specific identifier, typically a sequential
purchase order number or requisition
number
• Issue Date: date the purchase order was
issued
• Sales Tax: applicable sales tax will be added
upon invoicing. If tax exempt, customer must
provide or have the tax exempt certificate
on file at KI
• Purchase Order Total: total of all items and
services included on the purchase order
• Authorization: signature of authorized
purchasing agent or buying entity
• Order Details: reference a fully optioned KI
quote (ex: 11KGH-85432) or include all the
information listed below
-Quantity of each item
-Complete model number, including all
finish and option information (by line item)
-Net purchase price (by line item)
-Extended net purchase price (all line
items)
-Any additional applicable charges (ex:
installation and/or delivery charges)
-Contract name and/or number if pricing is
based on a contract reference
3. Signatures on a quote or a worksheet will
NOT be accepted as a purchase order.
4. In the event that you do not have a formal
Purchase Order process, please contact your
KI Sales Representative or call 1-800-424-
2432, and we will assist you with creating
a PO.
Purchase Orders that do not meet these
requirements will be placed on hold until
complete information is received by KI.
Acknowledgements
KI sends acknowledgements on all orders. Please
read these acknowledgements and contact KI
immediately if there is any discrepancy. In the
event of any difference or inconsistency between
KI’s acknowledgement and Customer’s purchase
order, KI’s acknowledgement will control. In
the event the model number and description
differ on the purchase order, the model number
will be the determining factor. Any error or
discrepancy on acknowledgement must be
reported to KI in writing within three (3) working
days of acknowledgement date.
All acknowledgements contain an estimated
delivery date, but an order may ship earlier than
the estimated shipping date. If Customer desires
delivery on or after a specified date, Customer
must write “Do not ship for arrival before ___
[date] __” on Customer’s purchase order.
Fax or Email Orders
Orders may be sent to KI via facsimile (1-
800-405-2264) or via email (order.entry@
ki.com) SIF Files: If you have a fully optioned
SIF file, submit one email containing the
purchase order, fully optioned SIF file and any
supporting quotes.. If, following submission of
an order to KI, Customer sends a confirming
order, such confirming order must be marked
“Confirming Order. Original order sent via fax
(or email).” KI will not be responsible for any
duplicate orders caused by unmarked hard
copy, duplicative confirming orders, or orders
submitted more than once.
Changes or Cancellations of Orders
Purchase orders acknowledged by KI cannot
be changed or cancelled without KI’s consent,
which consent may be conditioned upon
Customer’s agreement to pay increased
or additional expenses resulting from the
requested change or cancellation, including
but not limited to a twenty-five percent
(25%) cancellation charge if order is cancelled
or changed within a minimum of twenty
(20) days prior to expected delivery date
as acknowledged. Products with custom
options or veneer tops cannot be cancelled
or returned.
Quick Ship Program
Quick Ship Program (QSP) leadtimes begin
upon receipt of clearly marked and complete
purchase order and approval by KI credit
department. The QSP purchase order must
be accompanied by the QSP purchase order
cover sheet. Orders will only be processed
as Quick Ship if all items on the order are
included in the Quick Ship program. Quick
Ship orders cannot be revised, cancelled, or
returned. It is KI’s intention to ship all QSP
products within a period of 10 working days or
less. Based on production capacity, KI reserves
the right to cancel the Quick Ship Program
without notice.
C.O.M. FABRIC REQUIREMENTS
Fabrics to be supplied by Customer must
be approved by KI for upholster-ability and
flammability prior to acceptance of Customer’s
purchase order. Customer shall submit to KI
a one (1)-foot square sample swatch with
Customer’s purchase order. Following KI’s
approval of Customer’s fabric, Customer
must contact KI for exact production yardage
requirements (1-800-454-9796, ext. 2707).
Thereafter, Customer shall ship its fabric to
the appropriate manufacturing facilities below.
When supplying Customers own materials, it
is the responsibility of the Customer to ship
the materials to the correct KI manufacturing
facility (as stated on the product pricing pages
of KI price lists or on ki.com). Failure to ship
the materials to the correct KI manufacturing
facility will result in additional charges to the
Customer for re-delivery of Customer’s own
materials to the correct KI manufacturing
facility.
For products shipped from Green Bay, WI
facility, ship material to:
KI Green Bay
Attn: C.O.M. Storage
1687 Westminster Drive - Gate 3
Green Bay, WI 54302
For products shipped from Manitowoc, WI
facility, ship material to:
KI Manitowoc
Attn: C.O.M. Storage
1400 S. 41st St.
Manitowoc, WI 54220
For products shipped from Pembroke, Ontario
facility, ship material to:
KI Pembroke
Attn: C.O.M. Storage
Pembroke, Ontario K8A6X7
For products shipped from Bonduel, WI
facility, ship material to:
KI Bonduel
Attn: C.O.M. Storage
204 West South St.
Bonduel, WI 54107
For products shipped from Tupelo, MS facility,
ship material to:
KI Tupelo
Attn: C.O.M. Storage
2112 South Green St.
Tupelo, MS 38804
For products shipped from High Point, NC
facility, ship material to:
KI-HN
Attn: C.O.M. Storage
217 Feld Avenue
High Point, NC 27263
For products shipped from Ontario, CA facility,
ship material to:
KI
Impress/Kismet
1110 S. Mildred Ave.
Ontario, CA 91761
CODE & FLAMMABILITY STANDARDS
COMPLIANCE
Seating
1. California Technical Bulletin 117. All
seating products manufactured by KI
meet or exceed the standards set forth in
California Technical Bulletin 117 and are
labeled accordingly.
2. California Technical Bulletin 133. KI
offers numerous products that can be
manufactured to meet the flammability
requirements set forth in California
Technical Bulletin 133. For products to
meet the requirements of the open-flame
test, changes in materials are made.
Restrictions are placed on fabric selections
and product type. When ordering
product to comply with California
Technical Bulletin 133, the “FR” option
must be selected in the model number
string. Please see individual sections in the
price list for additional cost and leadtimes,
which vary between products.
Panels
ASTM E84 (equivalent to UL 723 and National
Fire Protection Association NFPA 255) is the
test method used to determine the Flame
Spread and Smoke Developed Indices of the
system, consisting of the core substrate, fabric
covering, and adhesive. NFPA 101, for Life
Safety Code, defines acceptable Flame Spread
and Smoke Developed Indices that have been
adopted by the federal and many state or local
governments as law in the form of building
codes and regulations. Panel cores have
been judged acceptable for the use with UL
Recognized Component Office Panel Fabrics.
Contact KI for the current list of fabrics that are
acceptable for use.
Style and Fabric Availability
Many styles can be manufactured to comply
with TB133, depending on the fabric
content of a selected upholstery textile.
When considering C.O.M. fabrics, submit
the material attached to its composition
description card to KI for approval. *Certain
C.O.M. materials may require a sample burn
test for certification. A sample product will be
built with C.O.M. material and tested. The
cost of testing must be added to the cost of a
test sample including appropriate upcharges to
receive certification.
Pricing
TB133 requires special construction
procedures, and an upcharge applies to each
product ordered as such.
General Information
Specifications, test procedures and
requirements pertaining to flammability
regulations can change. KI will make every
effort to keep our information and services
pertaining to flame specifications up-to-date.
However, we reserve the right to alter the
products, fabrics/ leathers, or upcharges
associated with any of the above or any other
flame specifications.
MISCELLANEOUS
Weights and Dimensions
All weights and dimensions listed in KI’s price
or product listings are approximate.
Statute of Limitations
Except as specifically set forth in these Terms,
Conditions, Rights and Warranties, no claim
arising out of or in connection with products
purchased from KI, these Terms, Conditions,
Rights and Warranties or any product warranty
applicable to any KI product may be brought
by Customer more than one (1) year after
the cause of action on which it is based has
accrued.
Jurisdiction and Venue
The interpretation and application of these
Terms, Conditions, Rights and Warranties and
any product warranties applicable to products
purchased by Customer from KI shall be
governed in all respects by the laws of the
State of Wisconsin, U.S.A., without reference
to the rules of any jurisdiction concerning
conflicts of laws or the provisions of the United
Nations Convention on Contracts for the
International Sale of Goods. Customer agrees
that all disputes arising from the interpretation
or application of these Terms, Conditions,
Rights and Warranties or any product warranty
shall be subject to the exclusive jurisdiction
of and venue in the federal and state courts
located in Green Bay, Wisconsin, or within
Brown County, Wisconsin, U.S.A.; and
Customer hereby consents to the personal
and exclusive jurisdiction and venue of these
courts.
Notification to KI
Except as set forth elsewhere in these Terms,
Conditions, Rights and Warranties, all inquiries
and correspondence to KI should be directed
to:
KI
1330 Bellevue Street
P.O. Box 8100
Green Bay, WI 54308-8100
Phone: 1-800-424-2432
Force Majeure
KI shall not be liable for failure to perform or
for delay in performance due to fire, flood,
strike, or any other labor difficulty, act of
God, act of any governmental authority or
of Customer, riot, embargo, fuel or energy
shortage, wrecks or delay in transportation,
inability to obtain necessary labor, materials,
or manufacturing facilities from usual sources,
or failure of suppliers to meet their contractual
obligations, or due to any cause beyond its
reasonable control. In the event of delay
in performance due to any such cause, KI
reserves the right to extend the date of
delivery or time for completion by a period
of time reasonably necessary to overcome
the effect of such delay, to allocate any
available supply of goods in a manner it deems
reasonable, or to cancel any purchase order.
Product Warranties
These Terms, Conditions, Rights and
Warranties may change from time to time.
Purchases of products from KI shall be subject
to KI’s then current Terms, Conditions, Rights
and Warranties which can be found at:
www.ki.com/terms
Terms Conditions Rights and Warranties
Updated November 1, 2019
2
3
RIGHTS AND WARRANTIES
The following KI product warranty applies to products manufactured on or after November 1, 2019 and manufactured and/or
distributed from a KI manufacturing site. This warranty is given to the initial purchaser and is valid for as long as the initial purchaser
owns the product. The warranty, which runs from the date of manufacture, covers defects in materials and craftsmanship found
during normal usage of the products during the warranty period. If a product is defective, and if written notice of the defect is given
to KI within the applicable warranty period, KI at its option will either repair or replace the defective product with a comparable
component or product, or provide a refund of the purchase price. KI reserves the right to determine labor method used during
replacement of product. The Lifetime Warranty applies regardless of the number of shifts the product is used each day, unless
specified as an exception. All non-lifetime product warranties are a single 8 hour shift per day. KI products are not intended or
warranted for outdoor use unless specifically stated for outdoor use.
EXCLUSIONS
This warranty does not cover:
• Failure resulting from normal wear and tear which is to be expected over the course of ownership.
• Any misuse, abuse or modification of the original product voids the warranty.
• Damage caused by carrier.
• Products that are exposed to extreme environmental conditions or that have been subject to improper storage.
• Alterations to product not expressly authorized by KI, nor to products considered to be of a consumable nature such as bulbs,
light ballasts, and surge suppression products.
• Replacement parts are covered for two years or the balance of the original warranty, whichever is longer.
• Failure to apply, install, reconfigure, or maintain products according to published KI planning, assembly, cleaning instructions, or
user guides.
• Customer’s Own Material (i.e., material supplied by the Customer or procured by KI on behalf of the client that is not a
standard KI product offering) used in the manufacture of KI products.
• Natural variations in wood grain; changes in surface finishes, including colorfastness, due to aging or exposure to light; matching
of color, grain or texture, except to within commercially acceptable standards.
• Wrinkles, marks or scars occurring naturally in leather.
• Discoloration or degradation of all surface materials due to soiling, stains or dye transfer from clothing (including denim).
• Fabric properties including, but not limited to aging, colorfastness, shade variations, pilling, puddling/wrinkling or abrasions of
textiles.
NOTATIONS
• Warranties and exceptions listed in the Accessories / Components section will apply to all applicable product warranties.
• Non-Standard Product has a one year warranty, unless the change is only cosmetic. If the product is non-standard due to a
cosmetic change, the warranty is the same as the “base” product.
• Third Party Supplied Product (KI shall pass along any warranty it receives with respect to other manufacturer’s products).
• Modification to UL Listed products eliminates the listing.
• KI reserves the right to request that the damaged product be returned for inspection prior to granting a remedy.
• KI will not be liable for consequential, economic (including loss of time or inconvenience), or incidental damages arising from
any product defect.
• International Warranties may differ.
EXCEPT AS STATED ABOVE, KI MAKES NO EXPRESS OR IMPLIED WARRANTIES AS TO ANY PRODUCT AND IN
PARTICULAR MAKES NO WARRANTY OF FITNESS FOR ANY PARTICULAR USE. AT KI’S OPTION, PRODUCT REPAIR,
REPLACEMENT, OR REFUND OF PURCHASE PRICE IS THE CUSTOMER’S EXCLUSIVE REMEDY FOR ANY AND ALL
PRODUCT DEFECTS.
Terms Conditions Rights and Warranties
Updated November 1, 2019
Terms Conditions Rights and Warranties
Updated November 1, 2019
ACCESSORIES / COMPONENTS
Cable Management - Vertical Cable Manager
Casters
CPU Holders
Electrical Components - Active8, Ashley Duo, Isle Power Tower,
Hiatus USB/120V, PowerUp, Qi,
Undermount R8, USB Charger, Villa
Flat Screen Monitor Arms.
Foam
Glides (excluding Felt)
Glides - Felt
Keyboard Mechanisms
Lighting
Pneumatic Cylinder (except Cafeteria at 5 years)
Ruckus Totes and Tote Rails
Tablet Arm
Tattoo Screens
Universal Height-Adjustable Screens
Worksurface Embedded Storage - Flat Screen Garage, Smartlift
15
15
15
15
15
15
15
1
5
5
12
5
15
Lifetime
10
5
BENCHING SYSTEM
Connection Zone
Lifetime
15
15
Lifetime
5
CAFETERIA FOLDING TABLES
CafeWay (except pneumatic)
Uniframe (except pneumatic)
Uniframe Tops with “Perfect Edge”
Pneumatic for CafeWay and Uniframe
CASEGOODS
Aristotle (excludes laminate)
Aristotle Laminate - LPL - low pressure laminate
Dante (excludes laminate)
Dante Laminate - HPL - high pressure laminate
Lifetime
5
Lifetime
15
DESKING
700 Series Desk
Instruct
Intellect Wave
Ruckus
True
WorkZone
Lifetime
Lifetime
15
15
Lifetime
Lifetime
4
SURFACES - (refer to KI Care and Maintenance Instructions)
Fabrics (includes all Woven, Polyurethane, Vinyl and Leather) -
KI In-Grades and Pallas Textiles (excluding those below)
Laminate HPL - high pressure laminate (excluding markerboard)
Laminate LPL - low pressure laminate
Markerboard Laminate
Mesh
Pallas Haven and Pallas Juggernaut
Seamless Surface Membrane Press
Sure-Chek Moisture Barrier
Veneer
3
15
5
3
15
5
5
3
15
5
Terms Conditions Rights and Warranties
Updated November 1, 2019
LIBRARY FURNITURE
CrossRoads
15
FOLDING CHAIRS
Auditorium Folding Chairs
Design Line
Front Row Seating
All Other Steel Folding Chairs
5
5
5
5
INSTITUTIONAL SEATING/TABLES
Banquet Tablets - Emissary, Heritage, Premier
DuraLite
Fixed Leg Table - Oxford
ValueLite
5
5
5
5
FILES AND STORAGE
(Storage warranties exclude drawer slides at 15 years)
Drawer Slides
700 Series Files and Storage
All Terrain
Balance
Connection Zone Storage
Ruckus Storage
Tattoo Storage
Universal Overhead
U Series
15
Lifetime
Lifetime
Lifetime
Lifetime
15
Lifetime
Lifetime
Lifetime
MARKERBOARDS (vertical dry-erase surfaces)
Connection Zone Mobile Screen
All Other Markerboards
5
5
OCCASIONAL TABLES
Affina
C-Table
Calida
Flex
Hub
Lyra
MyPlace
MyWay
Sela
Soltice
Soltice Metal
Sway
Lifetime
15
Lifetime
Lifetime
Lifetime
Lifetime
Lifetime
Lifetime
Lifetime
Lifetime
Lifetime
Lifetime
LECTERN
Wharton
10
DOLLIES
Caddies - Seating
Caddies - Tables
15
15
Terms Conditions Rights and Warranties
Updated November 1, 2019
PATIENT ROOM SEATING
Bariatric
Affina
Perth
Soltice
Soltice Metal
Gliders
Affina (excludes glider mechanism)
Perth (excludes glider mechanism)
Soltice (excludes glider mechanism)
Glider Mechanism
Hip Chair
Affina
Patient Chairs
Affina
Perth
Rose
Soltice
Soltice Metal
Recliners
Affina (excludes recliner and central locking mechanism)
Perth (excludes recliner and central locking mechanism)
Soltice (excludes recliner and central locking mechanism)
Recliner Central Locking Caster Mechanisms
Recliner Mechanism
Sleepers and Daybeds
Affina (excludes sleeper mechanism)
Hiatus Sleeper Bench (excludes sleeper mechanism)
Hiatus Seamless Surface Components
LaResta Daybed (excludes daybed mechanism)
Perth (excludes sleeper mechanism)
Soltice (excludes sleeper mechanism)
Sleeper and Daybed Mechanisms
Lifetime
Lifetime
Lifetime
Lifetime
Lifetime
Lifetime
Lifetime
10
15
Lifetime
Lifetime
15
Lifetime
Lifetime
Lifetime
Lifetime
Lifetime
5
10
Lifetime
Lifetime
5
Lifetime
Lifetime
Lifetime
5
6
RESIDENCE HALL FURNITURE
RoomScape
Mattresses
Lifetime
5
SEATING
Auditorium Seating
Concerto
Extol
Lancaster
Benches
Kurv
Neena
15
15
15
15
15
Terms Conditions Rights and Warranties
Updated November 1, 2019
SEATING
Classroom
Intellect Wave
Ivy League
Learn2
Ruckus
Fixed Seating / Lecture Hall
Jury Base
Seminar Tables
Sequence
Sequence HD
Single Pedestal
University
Guest Seating
Affina
Bantam
Doni Guest
Impress Guest
Impress Ultra Guest
Itoki DP
Jubi
Katera
Perth
Sift Guest
Soltice
Soltice Metal
Voz (non-stacking)
Lounge
Affina
Arissa
Calida
Connection Zone Privacy Booth
Hub
Jessa
Lyra
MyPlace
MyWay
Sela
Soltice
Soltice Metal
Sway
Tattoo Slim
Tea Cup
15
15
15
15
15
15
15
15
15
15
Lifetime
Lifetime
15
15
15
15
15
15
Lifetime
15
Lifetime
Lifetime
15
Lifetime
Lifetime
Lifetime
Lifetime
Lifetime
Lifetime
Lifetime
Lifetime
Lifetime
Lifetime
Lifetime
Lifetime
Lifetime
Lifetime
Lifetime
7
Terms Conditions Rights and Warranties
Updated November 1, 2019
SEATING
Multiple Seating
Affina
Perth
Promenade - indoor
Promenade - outdoor
Soltice
Soltice Metal
Stack and Nesting
Apply
Doni Stack
Grazie Stack
Maestro
Matrix
Opt4
Rapture
Ruckus
Silhouette
Strive Stack
Torsion Stack
Torsion Air Stack
Torsion on the Go!
Versa - standard, conference, and basic
Versa XL
Xylon
Stools
600 Series
800 Series
Ivy League Stools
Medical and Laboratory Stools
Lifetime
Lifetime
15
3
Lifetime
Lifetime
15
15
15
15
15
15
15
15
15
15
15
15
15
15
15
15
15
15
15
15
8
9
Terms Conditions Rights and Warranties
Updated November 1, 2019
SEATING
Tandem
Doni Tandem
Grazie Tandem
Strive Tandem
Torsion Tandem
Task
Apply Task
Altus
Avail
Doni Task
FourC
Grazie Task
Impress
Impress Ultra
Intellect Wave Task
Oath
Pilot
Ruckus
Sift
Strive Task
Torsion Task
Torsion Air Task
Voyant Conference and Task
15
15
15
15
15
15
15
15
15
15
15
15
15
15
15
15
15
15
15
15
15
SYSTEMS
Panel Systems
StudioWorks
System 3000
Unite
WireWorks
Power Distribution System
Trellis
Lifetime
Lifetime
Lifetime
Lifetime
Lifetime
Terms Conditions Rights and Warranties
Updated November 1, 2019
The following products are discontinued.
Please contact KI customer service to verify warranty status. 1-800-424-2432
Darwin
DataLink MP
DaVinci
Daybed
Daylight
Delsanti Casegoods
Devon Occasional Tables
Dorsal Stack
Dorsal 1090
Dorsal Student Desk
Dorsal Tandem
DuraMesh Folding Chair
Durastack
E Series Storage
Eden
Engage
Ess
Essex
Flex Collection (seating and tables)
Flexible Workspace
GateOne
Glimmer Stack and Task
Grand Salon Lounge Seating and Bench
Hancock Bench
Hi5 Spectator Seating
Impulse
Intellect Classroom Furniture Collection
Itoki DD
Ivey
1000 Series
20 Series Table Boss Design
200 Series Boss Design
360 Degree Classroom Furniture
400 Series Boss Design
600 Series Boss Design
6000 Series chairs
6100 Series Boss Design
6200 Series Boss Design
700 Series Folding Chair with tablet arm
734G (Ganging versions)
ADD Companion, Tandem, Raphael
ADD Stacker
Aerdyn
Allude
Amadeus Collection
Archive
Aria
Aston Guest Chair
Berlage
Bonn
Briar Collection
Bruen
Canaan
Cinturon Lounge Seating
Cinturon Task Chair
Cody
Connect Electrical System
Dance
Ivy League IL50 Laminate Top Desk
Ivy League Max, Plus
Jovi
Junior Tables
Kismet
Laptop Garage
Logix Seating System
Lido Lounge Seating
Lola Lounge Seating
Madison
Mesa Lounge
Mesa Task Chair
MI6
Mondial
Neena Lounge Seating
Next Connect Electrical System
Novite
Olympia
On Task
Orlo Occasional Tables
Perry
Piretti 2000
Piretti Stack
Plaza
Pomfret Lounge Seating and Guest Chair
PowerComm Premier 72” Round Table
Premier Folding Bench
Prosper
Quatro Guest Chair
TABLES - contract
Athens
Barron
Backbone
DataLink System
Enlite
Flat Screen Garage (excludes worksurface embedded storage)
Genesis - fixed
Genesis - height adjustable
Hurry Up!
Inquire
InTandem
Intellect Activity Table
Pillar
Pirouette
Portico
Serenade
Smart Lift (excludes worksurface embedded storage)
Tattoo
Toggle - fixed
Toggle - height adjustable
Trek
WorkUp - fixed
WorkUp - height adjustable
Lifetime
Lifetime
Lifetime
Lifetime
Lifetime
Lifetime
Lifetime
5
Lifetime
Lifetime
Lifetime
Lifetime
Lifetime
Lifetime
Lifetime
Lifetime
Lifetime
Lifetime
Lifetime
10
Lifetime
Lifetime
5
WALLS
Evoke
Genius
Lightline
10
10
10
10
Rado Occasional Table
Reclaim Receptacles
Relax
Sapphire/Precedence
Seneca
SmartTouch Files (900 Series)
Soltice Folding Chair
Sterling
Sustain
Synthesis
SystemsWall
Three Collection
Trendmaster
Velo
Venue
Versa Junior
Vertebra Institutional
Warren
Xclaim
Zylo
PARTICIPATING ADDENDUM
for
Office Furniture, Related Products and Services under OMNIA Purchasing Cooperative
Program
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Participating Entity:
CONTRA COSTA COUNTY
Contractor: Krueger International, Inc.
This Agreement (“Agreement”) is made and entered into as of October 22, 2024 (“Effective
Date”), by and between Contra Costa County, a political subdivision of the State of California
(“County”), and Krueger International, Inc., a Wisconsin corporation, which is doing business in
California as KI/Krueger Commercial, Inc., (hereinafter referred to as "Krueger International") whose
principal place of business is 1330 Bellevue Street, Green Bay, WI 54302. The County and Krueger
International are sometimes referred to herein together as the “Parties,” and each as a “Party.”
Recitals
Whereas, Krueger International offers goods and services under Contract # R191808 by and
between Krueger International and Region 4 Education Service Center, a Texas public agency, (the
“Master Contract”), a copy of which is attached hereto as Exhibit A and incorporated herein. The Master
Contract was awarded after a competitive solicitation process. The Master Contract is made available to
public agencies nationally by OMNIA Public Purchasing Alliance (“OMNIA”). Krueger International
utilizes a network of independent dealers to satisfy Krueger International’s obligations under the Master
Contract.
Whereas, the County has determined that entering into a Participating Addendum with Krueger
International under the OMNIA program provides a benefit to the County, but that certain terms in the
Master Contract must be modified to satisfy legal requirements that apply to the County as a California
public agency.
Agreement
NOW, THEREFORE, for good and valuable consideration the receipt and adequacy of which are
hereby acknowledged, Krueger International and the County agree as follows:
1. Term. The term of this Agreement begins on the Effective Date, and it expires on April 30, 2025.
If the term of the Master Contract is extended, the County and Krueger International may agree to
extend this Agreement by up to the same amount of time. Any extension of the term of this
Agreement is subject to the prior approval of the County’s Board of Supervisors, its governing
body. If the Master Contract is terminated prior to the expiration of the term of this Agreement,
Krueger International shall continue to perform under this Agreement until the term of this
Agreement expires.
2. Payment Limit. The County’s total payments to Krueger International under this Agreement shall
not exceed $800,000 (“Payment Limit”). Nothing in this Agreement obligates the County to
make any purchases, or any particular volume of purchases, under this Agreement.
3. Changes to Master Contract. For the purposes of this Agreement, the terms of the Master
Contract are incorporated in, and made a part of, this Agreement, except for those terms of the
Master Contract that are modified by this Agreement, as follows:
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a. Each reference to “Region 4 Education Service Center” and “Region 4 ESC” in the
Master Contract is deleted and replaced with “Contra Costa County” and “County,”
respectively.
b. The following is added to Section 10 of the Master Contract:
“Contractor, and each distributor or dealer acting at Contractor’s direction, shall be
registered with the California Secretary of State to do business in the State of California,
and shall have a designated agent for service of process within that state. Contractor shall
be solely responsible for ensuring each distributor or dealer acting on its behalf provides
goods and performs services purchased by the County in accordance with the
requirements of this Contract. Contractor shall be solely responsible for ensuring that it
and each distributor or dealer acting at Contractor’s direction comply with all applicable
requirements of California law while performing services under this Contract, which may
include but are not limited to the payment of prevailing wages when required under
California law.”
c. The term “State of Texas” in Section 11(d) (Force Majeure) of the Master Contract is
deleted and replaced with “State of California.”
d. Notwithstanding anything to the contrary in Section 18 (Audit Rights) of the Master
Contract, the County’s audit rights under that section shall survive for a period of three
(3) years following the date on which this Agreement terminates or expires.
e. The last sentence in Section 30 (Indemnity) of the Master Contract is deleted in its
entirety and replaced with the following:
“Any litigation involving the County, its officers, employees, or representatives shall be
filed in a state or federal court in the State of California with jurisdiction over the parties
and over the subject matter of the litigation. Contractor’s obligations under this section
shall survive the termination or expiration of this Contract.”
f. The following is added to Section 32 (Certificates of Insurance) of the Master Contract:
“All insurers shall be admitted to issue policies of insurance in the State of California,
and each certificate of insurance required to be provided to the County under the Contract
shall name “Contra Costa County, its officers, employees, and representatives” as
additional insureds. Either (i) all policies of insurance shall cover claims arising from
acts or omissions of subcontractors or authorized dealers performing on Contractor’s
behalf, or (ii) Contractor shall require subcontractors or authorized dealers to satisfy the
insurance requirements of this Contract, including naming the above additional insureds
on the subcontractor’s or authorized dealer’s certificates of insurance.”
g. The following is added as new Section 35 (Public Records) to the Master Contract:
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“35. Public Records. The County is a public agency that is required to comply with
the California Public Records Act (Cal. Gov. Code, § 6250, et seq.) and the
County’s Better Government Ordinance (Contra Costa County Ordinance Code,
Division 25), discovery requests, subpoenas, and court orders. Notwithstanding
anything to the Contrary in this Contract, this Contract, and all materials
produced for or provided to the County under this Contract, will be disclosed
upon request if the County determines the materials constitute disclosable public
records under the California Public Records Act or under the Better Government
Ordinance, or if the materials are required to be disclosed pursuant to a discovery
request, subpoena, or court order.”
4. Governing Law. Notwithstanding anything to the contrary in the Master Contract, this
Agreement shall be governed by and construed in accordance with the laws of the State of
California, without regard to conflict of law principles. Any litigation to enforce or interpret this
Agreement shall be filed and prosecuted in a state or federal court in California where venue is
proper, and which has jurisdiction over the parties and over the subject matter of the litigation.
5. No Joint Venture. At all times during the term of this Agreement, neither party will function as
or represent it to be the other party or its agent, and no officer, employee or agent of one party
shall hold himself or herself out to be an officer, employee or agent of the other party. This
Agreement does not create any rights or obligations between the parties other than those
expressly set forth herein, and nothing in this Agreement shall be construed as conferring any
rights upon any third parties or any other party other than the County and Krueger International.
6. Amendment. This Agreement may be amended or modified at any time by mutual agreement of
the parties in writing.
7. Termination. Notwithstanding anything to the contrary in the Master Contract, either the County
or Krueger International may terminate this Agreement at any time upon sixty (60) days written
notice to the other party at the other party’s address specified in Section 9 (Notices).
8. Performance. Krueger International affirms that there are no encumbrances or obstacles, which
will prohibit its performance pursuant to the terms of this Agreement. Krueger International shall
be solely responsible for guaranteeing any of its dealers, distributors, or subcontractors perform in
accordance with the requirements of this Agreement. If the County issues any purchase orders to
acquire goods or services under this Agreement, to the extent that there is any conflict between the
terms of the purchase order and a term in this Agreement, the terms of this Agreement shall govern
and prevail over the conflicting term in the purchase order.
9. Notices. Notices to the parties shall be provided to:
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Krueger International
KI
PO Box 8100, 1330 Bellevue Street
Green Bay, WI 54308-8100
Contact: Guy Patzke, Assistant Secretary
Telephone: 920-468-8100
Email: Andrew.van.straten@ki.com
Omnia Public Partners:
Telephone: 615-431-8182
Contact: Robert Zingelmann
Email: christine.dorantes@omniapartners.com
County:
Contra Costa County-Purchasing Services
40 Muir Road, 2nd floor
Martinez, CA 94553
Telephone: 925-957-2495
Contact: Cynthia Shehorn, Procurement Services Manager
Email: cindy.shehorn@pw.cccounty.us
All notices shall be in writing and personally delivered, delivered by overnight carrier
with delivery charges for next day deliver prepaid by the sending party, or sent by First
Class U.S. Mail, with postage prepared by the sending party. A courtesy copy of a notice
may be given by email, but giving a courtesy copy of a notice by email does not relieve
the sending party of its obligation to give notice to the receiving party in the manner
required by this section. A notice given in accordance with this section shall be deemed
received by the receiving party on (a) the same day, if personally delivered, (b) the next
business day if timely deposited with an overnight carrier and with delivery charges
prepaid to ensure next day delivery, and (c) on the fifth day after mailing if mailed by
First Class U.S. Mail with postage prepaid.
10. Successors and Assigns; Assignment. This Agreement shall be binding upon and inure to the
benefit of the parties and their successors and assigns. This Agreement may not be assigned by
either party without the express written permission of the other party, which shall be within that
party’s sole discretion to provide.
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IN WITNESS, WHEREOF, the parties have executed this Agreement as of the Effective Date.
Participating Entity:
Contra Costa County
Contractor:
Krueger International, Inc.
Signature:
Signature:
Name:
Cynthia Shehorn
Name:
Guy Patzke
Title:
Procurement Services Manager
Title:
Assistant Secretary
Signature:
Name:
Title:
Approved as to form:
Thomas L. Geiger, County Counsel
By: __________________________
Assistant County Counsel
Attachment:
Exhibit A – Master Contract and Renewal Letters
1025 ESCOBAR STREET
MARTINEZ, CA 94553CONTRA COSTA COUNTY
Legislation Details (With Text)
File #: Version:124-3461 Name:
Status:Type:Consent Item Passed
File created:In control:9/30/2024 BOARD OF SUPERVISORS
On agenda:Final action:10/22/2024 10/22/2024
Title:APPROVE and AUTHORIZE the Purchasing Agent, or designee, to execute, on behalf of the County,
a Participating Addendum with Mythics, LLC, in an amount not to exceed $700,000, for Oracle
Products and Services for use by Employment and Human Services during the period of October 22,
2024 through November 30, 2028, under the terms of a Master Contract awarded by Maricopa
County, Arizona. (59% Federal, 35% State, 6% County)
Attachments:1. 180233-Current_Contract-Mythics__LLC_11-06-23, 2. Participating Addendum - Mythics LLC Final
10 22 24
Action ByDate Action ResultVer.Tally
approvedBOARD OF SUPERVISORS10/22/2024 1 Pass
To:Board of Supervisors
From:Warren Lai, Public Works Director/Chief Engineer
Report Title:APPROVE and AUTHORIZE the Purchasing Agent to execute on behalf of the County, a
Participating Addendum with Mythics, LLC.
☒Recommendation of the County Administrator ☐ Recommendation of Board Committee
RECOMMENDATIONS:
APPROVE and AUTHORIZE the Purchasing Agent,or designee,to execute,on behalf of the County,a
Participating Addendum with Mythics,LLC.,in an amount not to exceed $700,000,for Oracle Products and
Services for use by Employment and Human Services during the period of October 22,2024 through
November 30,2028,under the terms of a Master Contract awarded by Maricopa County,a political subdivision
of the State of Arizona.
FISCAL IMPACT:
Product and service costs are funded by 59% Federal, 35% State and 6% County funds.
BACKGROUND:
Contra Costa Purchasing Services is requesting approval of a Participating Addendum for the purchase of
Oracle Products and Services.Orders will be submitted as needed by the Department of Employment and
Human Services.Products are guaranteed through a master contract awarded by Maricopa County,a political
subdivision of the State of Arizona.Approval of the addendum between Contra Costa County and Mythics,
LLC.,allows Employment and Human Services to obtain guaranteed pricing available through the Maricopa
County contract.The purchase will support Employment and Human Services with Oracle Products and
Services,as necessary by the Department.This contract allows Employment and Human Services to purchase
Oracle Products and Services at discounts ranging from 2%to 48%ultimately saving the County a significate
amount of funds over the term of the agreement.
CONTRA COSTA COUNTY Printed on 12/11/2024Page 1 of 2
powered by Legistar™
File #:24-3461,Version:1
CONSEQUENCE OF NEGATIVE ACTION:
Without approval, the County would pay significantly more for Oracle Products and Services by not taking
advantage of the contract discounts.
CONTRA COSTA COUNTY Printed on 12/11/2024Page 2 of 2
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SERIAL 180233-RFP ORACLE PRODUCTS AND SERVICES
Contract Mythics, Inc. LLC
DATE OF LAST REVISION: November 6, 2023 CONTRACT END DATE: November 30, 2028
CONTRACT PERIOD THROUGH NOVEMBER 30, 2023 2028
TO: All Departments
FROM: Office of Procurement Services
SUBJECT: Contract for ORACLE PRODUCTS AND SERVICES
Attached to this letter is published an effective purchasing contract for products and/or services to be supplied to
Maricopa County activities as awarded by Maricopa County on December 12, 2018.
All purchases of products and/or services listed on the attached pages of this letter are to be obtained from the
vendor holding the contract. Individuals are responsible to the vendor for purchases made outside of contracts.
The contract period is indicated above.
BW/ia
Attach
Copy to: Office of Procurement Services
James Foley, OPS
(Please remove Serial 13120-RFP from your contract notebooks)
ORACLE PRODUCTS AND SERVICES
This Contract is entered into this 12th day of December 2018 by and between Maricopa County (“County”), a
political subdivision of the State of Arizona, and Mythics, Inc. LLC, a Virginia corporation (“Contractor”) for the
purchase of Oracle Products and Services.
1.0 CONTRACT TERM:
1.1 This Contract is for a term of Five (5) years, beginning on the 12th day of December, 2018 and
ending the 30th day of November, 2023 2028.
1.2 The products and services which are the subject of this Master Agreement (“County Contract”)
may be covered by a software programs license agreement service or maintenance agreement. The
term of the service or maintenance agreement shall be governed by that document and may
survive the expiration of this Master Agreement.
1.3 The County may, at its option and with the written agreement of the Contractor, renew the term of
this Contract for additional terms up to a maximum of Five (5) additional years, (or at the
County’s sole discretion, extend the contract on a month-to-month bases for a maximum of six (6)
months after expiration). The County shall notify the Contractor in writing of its intent to extend
the Contract term at least sixty (60) calendar days prior to the expiration of the original contract
term, or any additional term thereafter.
1.4 CONTRACT COMPLETION:
The Contractor shall make all reasonable efforts for an orderly transition of its duties and
responsibilities to another provider and/or to the County. This may include, but is not limited to
the preparation of a transition plan and cooperation with the County or other providers in the
transition. The transition includes the transfer of all records, and other data in the possession,
custody or control of Contractor required to be provided to the County either by the terms of this
agreement or as a matter of law. The provisions of this clause shall survive the expiration or
termination of this agreement.
2.0 PRICE ADJUSTMENTS (applies to percentages in contract):
Any requests for reasonable price adjustments must be submitted one hundred and twenty (120) calendar
days prior to the Contract expiration. Requests for adjustment in cost of labor and/or materials must be
supported by appropriate documentation. The reasonableness of the request will be determined by
comparing the request with the Consumer Price Index or by performing a market survey. If County agrees
to the adjusted price terms, County shall issue written approval of the change and provide an updated
version of the Contract. The new change shall not be in effect until the date stipulated on the Contract.
3.0 PAYMENTS:
3.1 As consideration for performance of the duties described herein, County shall pay Contractor the
sum(s) stated in Exhibit “A.”
3.2 Payment shall be made upon the County’s receipt of a properly completed invoice.
SERIAL 180233-RFP
3.3 INVOICES:
3.3.1 The Contractor shall submit one (1) legible copy of their detailed invoice before
payment(s) will be made. Incomplete invoices will not be processed. At a minimum, the
invoice must provide the following information:
• Company name, address and contact
• County bill-to name and contact information
• Contract Serial Number
• County purchase order number
• Project/Task order name and/or number
• Invoice number and date
• Payment terms
• Date of service or delivery
• Quantity (number of days or weeks)
• Contract Item number(s)
• Description of Purchase (product or services)
• Pricing per unit of purchase
• Freight (if applicable)
• Extended price
• Mileage w/rate (if applicable)
• Arrival and completion time (if applicable)
• Total Amount Due
3.3.2 Problems regarding billing or invoicing shall be directed to the Department as listed on
the Purchase Order.
3.3.3 Payment shall only be made to the Contractor by Accounts Payable through the Maricopa
County Vendor Express Payment Program. This is an Electronic Funds Transfer (EFT)
process. After Contract Award the Contractor shall complete the Vendor Registration
Form located on the County Department of Finance Vendor Registration Web Site
(http://www.maricopa.gov/922/Vendors).
3.3.4 Discounts offered in the contract shall be calculated based on the date a properly
completed invoice is received by the County.
3.3.5 EFT payments to the routing and account numbers designated by the Contractor will
include the details on the specific invoices that the payment covers. The Contractor is
required to discuss remittance delivery capabilities with their designated financial
institution for access to those details.
3.3.6 If an authorized reseller is used per Exhibit H the reseller will invoice the County or
Participating Public Agencies based on the approved quote.
3.4 PAYMENT RETENTION (For task order projects as negotiated by user):
3.4.1 Ten percent (10%) of monies paid for Project Management and Project Labor earned by
Contractor related to work under this Contract shall be retained by County until Final
Completion of the services herein described in any project Exhibit B Scope of Work.
County may elect to release specific retention payments based on mutually agreed
milestones, but in no case shall retention be released prior to Final Completion. All other
payment terms and conditions shall not be affected by the retention. In the event of
termination or cancellation of this Contract by County through no fault of Contractor,
Contractor shall be entitled to the refund of any funds in the retention account.
3.4.2 After fifty percent (50%) of the work has been completed, the Maricopa County
Executive Steering Committee may reduce the retainage to five percent (5%) of all
monies previously earned and all monies earned thereafter. Any reduction in retainage
SERIAL 180233-RFP
shall be in the discretion of the Maricopa County Executive Steering Committee. Any
interest earned on retainage shall accrue solely to the benefit of County.
3.4.3 The Contractor shall have the right, pursuant to Arizona Revised Statues, to submit
securities in lieu of retention for all work completed. The Contractor is required to
request this option at least ten (10) business days prior to submission of first Application
for Payment to allow time for preparation of forms. The Contractor shall request and
obtain securities forms through County. The County must identify either securities option
or retention option prior to first Application for Payment.
3.5 APPLICABLE TAXES:
3.5.1 Payment of Taxes: The Contractor shall pay all applicable taxes. With respect to any
installation labor on items that are not attached to real property performed by Contractor
under the terms of this Contract, the installation labor cost and the gross receipts for
materials provided shall be listed separately on the Contractor’s invoices.
3.5.2 State and Local Transaction Privilege Taxes: To the extent any State and local transaction
privilege taxes apply to sales made under the terms of this Contract it is the responsibility
of the seller to collect and remit all applicable taxes to the proper taxing jurisdiction of
authority.
3.5.3 Tax Indemnification: Contractor and all subcontractors shall pay all Federal, State, and
local taxes applicable to its operation and any persons employed by the Contractor.
Contractor shall, and require all subcontractors to hold Maricopa County harmless from
any responsibility for taxes, damages and interest, if applicable, contributions required
under Federal, and/or State and local laws and regulations, and any other costs including;
transaction privilege taxes, unemployment compensation insurance, Social Security, and
Worker’s Compensation.
3.6 TAX (SERVICES):
No tax shall be invoiced or paid against Contractor’s labor. It is the responsibility of the
Contractor to determine any and all applicable taxes.
3.7 TAX (COMMODITIES):
Tax shall not be invoiced against Contractor’s labor. It is the responsibility of the Contractor to
determine any and all applicable taxes.
3.8 STRATEGIC ALLIANCE for VOLUME EXPENDITURES ($AVE):
The County is a member of the $AVE cooperative purchasing group. $AVE includes the State of
Arizona, many Phoenix metropolitan area municipalities, and many K-12 unified school districts.
Under the $AVE Cooperative Purchasing Agreement, and with the concurrence of the successful
Respondent under this solicitation, a member of $AVE may access a contract resulting from a
solicitation issued by the County.
3.9 INTERGOVERNMENTAL COOPERATIVE PURCHASING AGREEMENTS (ICPA’s):
County currently holds ICPA’s with numerous governmental entities. These agreements allow
those entities, with the approval of the Contractor, to purchase their requirements under the terms
and conditions of the County Contract. It is the responsibility of the non-County government
entity to perform its own due diligence on the acceptability of the Contract under its procurement
rules, processes and procedures.
SERIAL 180233-RFP
4.0 AVAILABILITY OF FUNDS:
4.1 The provisions of this Contract relating to payment for services shall become effective when funds
assigned for the purpose of compensating the Contractor as herein provided are actually available
4.2 to County for disbursement. The County shall be the sole judge and authority in determining the
availability of funds under this Contract. County shall keep the Contractor fully informed as to the
availability of funds.
4.3 If any action is taken by, any State agency, Federal department, or any other agency or
instrumentality to suspend, decrease, or terminate its fiscal obligations under, or in connection
with, this Contract, County may amend, suspend, decrease, or terminate its obligations under, or in
connection with, this Contract. In the event of termination, County shall be liable for payment
only for services rendered prior to the effective date of the termination, provided that such services
are performed in accordance with the provisions of this Contract. County shall give written notice
of the effective date of any suspension, amendment, or termination under this Section, at least ten
(10) days in advance.
5.0 DUTIES:
5.1 The Contractor shall perform all duties stated in Exhibit “B”, or as otherwise directed in writing
by the issuance of a project scope of work or Purchase Order by the Procurement Officer.
5.2 During the Contract term, County may provide Contractor’s personnel with adequate workspace
for consultants and such other related facilities as may be required by Contractor to carry out its
contractual obligations.
6.0 TERMS AND CONDITIONS:
6.1 INDEMNIFICATION:
To the fullest extent permitted by law, and to the extent that claims, damages, losses or expenses
are not covered and paid by insurance purchased by the Contractor, the Contractor shall defend
indemnify and hold harmless the County (as Owner), its agents, representatives, agents, officers,
directors, officials, and employees from and against all claims, damages, losses, and expenses
(including, but not limited to attorneys' fees, court costs, expert witness fees, and the costs and
attorneys' fees for appellate proceedings) arising out of, or alleged to have resulted from the
negligent acts and errors, or willful omissions relating to the performance of this Contract.
Contractor's duty to defend, indemnify, and hold harmless the County, its agents, representatives,
agents, officers, directors, officials, and employees shall arise in connection with any claim,
damage, loss, or expense that is attributable to bodily injury, sickness, disease, death or injury to,
impairment of, or destruction of tangible property, including loss of use resulting there from,
caused by negligent acts and errors, or willful omissions in the performance of this Contract, but
only to the extent caused by the negligent acts or omissions of the Contractor, a subcontractor, any
one directly or indirectly employed by them, or anyone for whose acts they may be liable,
regardless of whether or not such claim, damage, loss, or expense is caused in part by a party
indemnified hereunder. Notwithstanding anything to the contrary, no provision of this Agreement
shall prohibit or affect Contractor’s right to seek contribution from any party responsible for the
underlying claim.
The amount and type of insurance coverage requirements set forth herein will in no way be
construed as limiting the scope of the indemnity in this paragraph.
The scope of this indemnification does not extend to the sole negligence of County.
NOTWITHSTANDING ANYTHING TO THE CONTRARY, MYTHICS’ TOTAL LIABILITY
UNDER THIS AGREEMENT, FOR ANY CAUSE OF ACTION WHATSOEVER, SHALL BE
LIMITED TO THE AMOUNT OF FEES PAID BY COUNTY UNDER THE APPLICABLE
STATEMENT OF WORK FROM WHICH SUCH LIABILITY ARISES.
SERIAL 180233-RFP
6.2 INFRINGEMENT DEFENSE INDEMNIFICATION:
ORACLE STANDARD TERMS AND CONDITIONS SHALL APPLY. (SEE EXHIBITS C, D
AND E AND F)
Exhibit C - ORACLE SOFTWARE PROGRAMS AND/OR SERVICES US
COMMUNITIES SUPPLEMENTAL TERMS AND CONDITIONS v041818 v032819.
Exhibit D - ORACLE CLOUD SERVICES US COMMUNITIES SUPPLEMENTAL
TERMS AND CONDITIONS v041818.
Exhibit E - ORACLE HARDWARE US COMMUNITIES SUPPLEMENTAL TERMS AND
CONDITIONS v041818 v032819.
Exhibit F - ORACLE LINUX AND ORACLE VM SERVICES SUPPLMENTAL PUBLIC
SECTOR TERMS AND CONDITIONS FOR ORACLE LINUX, ORACLE VM AND
VERRAZZANO SERVICES v190712 012323
6.3 SOURCE CODE ESCROW REQUIREMENT (IF APPLICABLE):
Source Code Escrow. Oracle confirms that a copy of the source code necessary to support the
Programs is maintained or will be placed into escrow. The source code escrow agreement was
entered into by Oracle America, Inc. on behalf of all members of the Oracle group of companies
(“Oracle Group”) and provides that only if the Oracle Group ceases to be in the business of
supporting the Programs, the escrow agent will furnish You with a copy of the escrowed materials
that have become unsupported. Any escrowed materials furnished under this provision shall be
considered licensed subject to the terms of this Contract and shall be used solely to maintain the
Programs. Oracle’s source code escrow agreement is private and confidential and is not available
for release to You. Oracle does not deposit source code for any third party programs. Upon request
from You, Oracle will register You with Oracle’s escrow agent as a beneficiary under Oracle’s
source code escrow agreement. To request registration, You must email Oracle at source-code-
escrow_ww@oracle.com. Thereafter, and provided that You are current on technical support for
the Programs for which technical support is offered, You will be contacted on an annual basis to
confirm whether You require Your registration to continue.
6.4 INSURANCE:
6.4.1 Contractor, at Contractor’s own expense, shall purchase and maintain the herein
stipulated minimum insurance from a company or companies duly licensed by the State
of Arizona and possessing a current A.M. Best, Inc. rating of B++. In lieu of State of
Arizona licensing, the stipulated insurance may be purchased from a company or
companies, which are authorized to do business in the State of Arizona, provided that
said insurance companies meet the approval of County. The form of any insurance
policies and forms must be acceptable to County.
6.4.2 All insurance required herein shall be maintained in full force and effect until all work or
service required to be performed under the terms of the Contract is satisfactorily
completed and formally accepted. Failure to do so may, at the sole discretion of County,
constitute a material breach of this Contract.
6.4.3 Contractor’s insurance shall be primary insurance as respects County, and any insurance
or self-insurance maintained by County shall not contribute to it.
6.4.4 Any failure to comply with the claim reporting provisions of the insurance policies or any
breach of an insurance policy warranty shall not affect the County’s right to coverage
afforded under the insurance policies.
SERIAL 180233-RFP
6.4.5 The insurance policies may provide coverage that contains deductibles or self-insured
retentions. Such deductible and/or self-insured retentions shall not be applicable with
respect to the coverage provided to County under such policies. Contractor shall be
solely responsible for the deductible and/or self-insured retention and County, at its
option, may require Contractor to secure payment of such deductibles or self-insured
retentions by a surety bond or an irrevocable and unconditional letter of credit.
6.4.6 The insurance policies required by this Contract, except Workers’ Compensation and
Errors and Omissions, shall name County, its agents, representatives, officers, directors,
officials and employees as Additional Insureds.
6.4.7 The policies required hereunder, except Workers’ Compensation and Errors and
Omissions, shall contain a waiver of transfer of rights of recovery (subrogation) against
County, its agents, representatives, officers, directors, officials and employees for any
claims arising out of Contractor’s work or service.
6.4.8 Commercial General Liability:
Commercial General Liability insurance and, if necessary, Commercial Umbrella
insurance with a limit of not less than $2,000,000 for each occurrence, $4,000,000
Products/Completed Operations Aggregate, and $4,000,000 General Aggregate Limit.
The policy shall include coverage for premises liability, bodily injury, broad form
property damage, personal injury, products and completed operations and blanket
contractual coverage, and shall not contain any provisions which would serve to limit
third party action over claims. There shall be no endorsement or modifications of the
CGL limiting the scope of coverage for liability arising from explosion, collapse, or
underground property damage.
6.4.9 Automobile Liability:
Commercial/Business Automobile Liability insurance and, if necessary, Commercial
Umbrella insurance with a combined single limit for bodily injury and property damage
of not less than $2,000,000 each occurrence with respect to any of the Contractor’s
owned, hired, and non-owned vehicles assigned to or used in performance of the
Contractor’s work or services or use or maintenance of the premises under this Contract.
6.4.10 Workers’ Compensation:
Workers’ Compensation insurance to cover obligations imposed by Federal and State
statutes having jurisdiction of Contractor’s employees engaged in the performance of the
work or services under this Contract; and Employer’s Liability insurance of not less than
$1,000,000 for each accident, $1,000,000 disease for each employee, and $1,000,000
disease policy limit.
Contractor, its contractors and its subcontractors waive all rights against Contract and its
agents, officers, directors and employees for recovery of damages to the extent these
damages are covered by the Workers’ Compensation and Employer’s Liability or
commercial umbrella liability insurance obtained by Contractor, its contractors and its
subcontractors pursuant to this Contract.
6.4.11 Errors and Omissions (Professional Liability) Insurance:
Errors and Omissions (Professional Liability) insurance and, if necessary, Commercial
Umbrella insurance, which will insure and provide coverage for errors or omissions or
professional liability of the Contractor, with limits of no less than $2,000,000 for each
claim.
SERIAL 180233-RFP
6.4.12 Crime:
Contractor shall maintain Commercial Crime Liability Insurance with a limit of not less
than $500,000 for each occurrence. The policy shall include, but not be limited to,
coverage for employee dishonesty, fraud, theft, or embezzlement.
6.4.13 Cyber:
Policy Limit:
6.4.13.1 The policy shall be issued with minimum limits of $100,000.
6.4.13.2 The policy shall include coverage for all directors, officers, agents and
employees of the Contractor.
6.4.13.3 The policy shall include coverage for third party fidelity.
6.4.13.4 The policy shall include coverage for theft.
6.4.13.5 The policy shall contain no requirement for arrest and conviction.
6.4.13.6 The policy shall cover loss outside the premises of the Named Insured.
6.4.13.7 The policy shall endorse (Blanket Endorsements are not acceptable) the
Department as Loss Payee as our interest may appear.
6.4.14 Technology Errors & Omission Insurance:
• Each claim $2,000,000
• Annual Aggregate $2,000,000
Such insurance shall cover any, and all errors, omissions, or negligent acts in the delivery
of products, services, and/or licensed programs under this Contract.
In the event that the Tech E&O insurance required by this Contract is written on a claims-
made basis, Contractor warrants that any retroactive date under the policy shall precede
the effective date of this Contract and, either continuous coverage will be maintained or
an extended discovery period will be exercised for a period of two (2) years, beginning at
the time work under this Contract is completed.
6.4.15 Network Security (Cyber) and Privacy Liability (IF APPLICABLE TO PROJECT):
• Each Claim $2,000,000
• Annual Aggregate $2,000,000
Such insurance shall include, but not be limited to, coverage for third party claims and
losses with respect to network risks (such as data breaches, unauthorized access or use,
ID theft of data) and invasion of privacy regardless of the type of media involved in the
loss of private information, crisis management and identity theft response costs. This
should also include breach notification costs, credit remediation, and credit monitoring,
defense and claims expenses, regulatory defense costs plus fines and penalties, cyber
extortion, computer program and electronic data restoration expenses coverage (data
asset protection), network business interruption, computer fraud coverage, and funds
transfer loss.
In the event that the Network Security and Privacy Liability insurance required by this
Contract is written on a claims-made basis, Contractor warrants that any retroactive date
under the policy shall precede the effective date of this Contract and, either continuous
coverage will be maintained, or an extended discovery period will be exercised for a
period of two (2) years beginning at the time work under this Contract is completed.
SERIAL 180233-RFP
6.4.16 County shall be a Certificate Holder:
Before providing the services as defined above, Developer shall furnish County with
Certificates of Insurance evidencing coverage required by this Article. The certificates
shall identify County as additional insured and shall be signed by a person authorized by
that insurer to bind coverage on its behalf.
All obligations for occurrence coverage shall survive termination of this Agreement.
Other insurance policies required hereby shall expressly provide that such policies shall
not be canceled, terminated or materially altered without thirty (30) days prior written
notice to County.
All insurance obligations of this Article shall survive termination of this Agreement.
It is understood that the County is “Self-Insured” and a Certificate of Insurance shall be
provided by County upon approval of this Agreement by the Parties.
6.4.17 Certificates of Insurance:
6.4.17.1 Prior to Contract award, Contractor shall furnish the County with valid and
complete certificates of insurance, or formal endorsements as required by the
Contract in the form provided by the County, issued by Contractor’s insurer(s),
as evidence that policies providing the required coverage, conditions and limits
required by this Contract are in full force and effect. Such certificates shall
identify this contract number and title.
6.4.17.2 In the event any insurance policy(ies) required by this Contract is(are) written on
a claims made basis, coverage shall extend for two years past completion and
acceptance of Contractor’s work or services and as evidenced by annual
Certificates of Insurance.
6.4.17.3 If a policy does expire during the life of the Contract, a renewal certificate must
be sent to County fifteen (15) calendar days prior to the expiration date.
6.4.18 Cancellation and Expiration Notice:
Applicable to all insurance policies required within the Insurance Requirements of this
Contract, Contractor’s insurance shall not be permitted to expire, be suspended, be
canceled, or be materially changed for any reason without thirty (30) days prior written
notice to Maricopa County. Contractor must provide to Maricopa County, within two (2)
business days of receipt, if they receive notice of a policy that has been or will be
suspended, canceled, materially changed for any reason, has expired, or will be expiring.
Such notice shall be sent directly to Maricopa County Office of Procurement Services
and shall be mailed or hand delivered to 160 South 4th Avenue Street, Phoenix, AZ
85003, or emailed to the Procurement Officer noted in the solicitation.
6.5 BOND REQUIREMENT (IF REQUIRED FOR ANY PROJECT):
6.5.1 Concurrently with the submittal of the Contract, the Contractor shall furnish the
Contracting Agency the following bonds, which shall become binding upon the award of
the contract to the Contractor.
6.5.1.1 Performance Bond equal to the full Contract amount ($________or as specified)
conditioned upon the faithful performance of the Contract in accordance with
plans, specifications and conditions thereof. Such bond shall be solely for the
protection of the Contracting Agency awarding the Contract.
SERIAL 180233-RFP
6.5.1.2 A Payment Bond equal to the full Contract amount ($________or as specified)
solely for the protection of claimants supplying labor and materials to the
Contractor or his Subcontractors in the prosecution of the work provided for in
such Contract.
6.5.2 Each such bond shall include a provision allowing the prevailing party in a suit on such
bond to recover as a part of his judgment such reasonable attorney’s fees as may be fixed
by a judge of the court.
6.5.3 Each bond shall be executed by a surety company or companies holding a certificate of
authority to transact surety business in the State of Arizona issued by the Director of the
Department of Insurance. The bonds shall not be executed by an individual surety or
sureties. The bonds shall be made payable and acceptable to the Contracting Agency.
The bonds shall be written or countersigned by an authorized representative of the surety
who is either a resident of the State of Arizona or whose principal office is maintained in
this State, as by law required, and the bonds shall have attached thereto a certified copy
of the Power of Attorney of the signing official. In addition, said company or companies
shall be rated “Best-A” or better as required by the Contracting Agency, as currently
listed in the most recent Best Key Rating Guide, published by the A.M. Best Company.
6.6 FORCE MAJEURE:
APPLICABLE ORACLE STANDARD TERMS AND CONDITIONS SHALL CONTROL. (SEE
EXHIBITS C, D, AND E AND F).
Exhibit C - ORACLE SOFTWARE PROGRAMS AND/OR SERVICES US
COMMUNITIES SUPPLEMENTAL TERMS AND CONDITIONS v041818 v032819.
Exhibit D - ORACLE CLOUD SERVICES US COMMUNITIES SUPPLEMENTAL
TERMS AND CONDITIONS v041818.
Exhibit E - ORACLE HARDWARE US COMMUNITIES SUPPLEMENTAL TERMS AND
CONDITIONS v041818 v032819.
Exhibit F - ORACLE LINUX AND ORACLE VM SERVICES SUPPLMENTAL PUBLIC
SECTOR TERMS AND CONDITIONS FOR ORACLE LINUX, ORACLE VM AND
VERRAZZANO SERVICES v190712 012323
6.7 WARRANTY (IF APPLICABLE):
APPLICABLE ORACLE STANDARD TERMS AND CONDITIONS SHALL CONTROL. (SEE
EXHIBITS C, D, AND E AND F)
Exhibit C - ORACLE SOFTWARE PROGRAMS AND/OR SERVICES US
COMMUNITIES SUPPLEMENTAL TERMS AND CONDITIONS v041818 v032819.
Exhibit D - ORACLE CLOUD SERVICES US COMMUNITIES SUPPLEMENTAL
TERMS AND CONDITIONS v041818.
Exhibit E - ORACLE HARDWARE US COMMUNITIES SUPPLEMENTAL TERMS AND
CONDITIONS v041818 v032819.
Exhibit F - ORACLE LINUX AND ORACLE VM SERVICES SUPPLMENTAL PUBLIC
SECTOR TERMS AND CONDITIONS FOR ORACLE LINUX, ORACLE VM AND
VERRAZZANO SERVICES v190712 012323
SERIAL 180233-RFP
6.8 DELIVERY:
6.8.1 Delivery shall specified on each order.
6.8.2 Exceptions to delivery schedule will be special order items that shall be identified.
6.8.3 Delivery shall be F.O.B. Destination, Freight Prepaid.
6.9 EXPEDITED DELIVERY:
6.9.1 If the Using Agency determines that rush shipping or other alternate shipping is required,
it shall notify the Contractor. The Contractor shall determine any additional costs
associated with such delivery terms and communicate that cost to the County.
6.9.2 The County shall not advise the Contractor to proceed with an expedited shipment until
acceptable terms are agreed upon and a purchase order is issued. Upon agreeing to the
additional costs, the Using Agency shall advise the Contractor to proceed.
6.9.3 Upon receipt of material(s) and invoicing, the County shall ensure that any additional
charges are in compliance with and do not exceed agreed to costs. The County shall
retain all documents related to these costs within the agency purchase file.
6.10 SHIPPING DOCUMENTS:
A packing list or other suitable shipping document shall accompany each shipment and shall
include the following:
6.10.1 Contract Serial number.
6.10.2 Contractor’s name and address.
6.10.3 Using Agency name and address.
6.10.4 Using Agency purchase order number.
6.10.5 A description of product(s) shipped, including item number(s), quantity (ies), number of
containers and package number(s), as applicable.
6.11 PERFORMANCE:
It shall be the Contractor’s responsibility to meet the proposed performance requirements.
Maricopa County reserves the right to obtain services on the open market in the event the
Contractor fails to correct the deficient service within 30 days after written notice.
6.12 SHIPPING CHARGES:
6.12.1 Unless expressly included in an Oracle product or service Stocking Keep Unit (SKU) all
shipping charges are separately orderable SKUs. FOB: Destination.
6.12.2 Exceptions to normal shipping charges:
Expedited freight will be pre-paid by the Contractor and added to invoice if the normal
shipping schedule does not meet County requirements. These requirements will be made in
writing to the contractor.
6.13 PACKAGING/PACKING:
Unless otherwise stated, commercial packages and packing, suitable for the type, size, and kind of
product, commonly used in the industry for the purpose, so constructed as to ensure acceptance
and safe delivery, at the lowest rate, to the point of delivery specified in the bid document is
acceptable.
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6.14 OPERATING MANUALS:
Upon delivery, Contractor shall provide comprehensive operational manuals, service manuals and
schematic diagrams, if required by the Department. These may be provided in hard copy or
electronically.
6.15 INSTALLATION:
The Contractor’s price shall include delivery and, if requested at the time of quote/bid, installation
of all equipment in a complete operating condition.
6.16 ACCEPTANCE (IF APPLICABLE):
6.16.1 Perpetual Licenses – Software is made available via a web link provided by the
Licensor; there is no acceptance period for perpetual licenses.
6.16.2 Engineered Systems and Hardware – Acceptance is upon delivery.
6.16.3 Cloud Services – Cloud services are provisions via a web link provided by the cloud
service provider; there is no acceptance period for cloud services.
6.17 RETURN POLICY:
All orders are non-cancellable and non-refundable.
6.18 INSPECTION OF SERVICES (IF APPLICABLE):
6.18.1 The Contractor shall provide and maintain an inspection system acceptable to County
covering the services under this Contract. Complete records of all inspection work
performed by the Contractor shall be maintained and made available to County during
Contract performance and for as long afterwards as the Contract requires.
6.18.2 County has the right to inspect and test all services called for by the Contract, to the
extent practicable at all times and places during the term of the Contract. County shall
perform inspections and tests in a manner that will not unduly delay the work.
6.18.3 If any of the services do not conform to Contract requirements, County is entitled to the
remedies provided hereunder the Oracle Standard Terms and Conditions. y:
6.18.3.1 With regard to services performed by Oracle:
If any of the Oracle Cloud Services do not conform to Contract
requirements, County is entitled to the remedies provided under Exhibit D
ORACLE CLOUD SERVICES US COMMUNITIES SUPPLEMENTAL
TERMS AND CONDITIONS v041818.
If any of the Oracle ACS Services do not conform to Contract
requirements, County is entitled to the remedies provided under Exhibit E
ORACLE HARDWARE US COMMUNITIES SUPPLEMENTAL TERMS
AND CONDITIONS v041818 v032819.
The parties agree that Oracle Technical Support Services and/or
Maintenance Support Services will be provided in accordance with Oracle’s
Technical Support Policies in effect at the time the services are provided.
You may access the current version of the technical support policies at
http://www.oracle.com/us/support/policies/index.html.
SERIAL 180233-RFP
6.18.3.2 With regard to professional services performed by Mythics:
Mythics professional services will be performed in accordance with a
quoted Statement of Work that will be incorporated in the Contractor
ordering documents. County remedies shall be as stated within these
Contractor ordering documents.
6.19 ORDERING AUTHORITY:
Any request for purchase shall be accompanied by a valid purchase order, issued by Office of
Procurement Services, a Purchase Order issued by the using Department or direction by a
Certified Agency Procurement Aid (CAPA) with a Purchase Card for payment.
6.20 NO MINIMUM OR MAXIMUM PURCHASE OBLIGATION:
This Contract does not guarantee any minimum or maximum purchases will be made. Orders will
only be placed under this Contract when the County identifies a need and proper authorization and
documentation have been approved.
6.21 BACKGROUND CHECK (IF REQUIRED BY PROJECT):
Contractors need to be aware that there may be multiple background checks (Sheriff’s Office,
County Attorney's Office, Courts as well as Maricopa County general government) to determine if
the respondent is acceptable to do business with the County. This applies to (but is not limited to)
the Contractor, subcontractors and employees.
6.22 SUSPENSION OF WORK: (THIS PROVISION SHALL NOT APPLY TO ORACLE CLOUD
SERVICES)
The Procurement Officer may order the Contractor, in writing, to suspend, delay, or interrupt all or
any part of the work of this contract for the period of time that the Procurement Officer determines
appropriate for the convenience of the County. No adjustment shall be made under this clause for
any suspension, delay, or interruption to the extent that performance would have been so
suspended, delayed, or interrupted by any other cause, including the fault or negligence of the
Contractor. No request for adjustment under this clause shall be granted unless the claim, in an
amount stated, is asserted in writing as soon as practicable after the termination of the suspension,
delay, or interruption, but not later than the date of final payment under the Contract.
6.23 STOP WORK ORDER:
The Procurement Officer may, at any time, by written order to the Contractor, require the
Contractor to stop all, or any part, of the work called for by this contract for a period of ninety (90)
calendar days after the order is delivered to the Contractor, and for any further period to which the
parties may agree. The order shall be specifically identified as a stop work order issued under this
clause. Upon receipt of the order, the Contractor shall immediately comply with its terms and take
all reasonable steps to minimize the incurrence of costs allocable to the work covered by the order
during the period of work stoppage. Within a period of 90 calendar days after a stop-work is
delivered to the Contractor, or within any extension of that period to which the parties shall have
agreed, the Procurement Officer shall either:
6.23.1 Cancel the stop work order; or
6.23.2 Terminate the work covered by the order as provided in the Default, or the Termination
for Convenience clause of this Contract.
SERIAL 180233-RFP
6.23.3 The Procurement Officer may make an equitable adjustment in the delivery schedule
and/or Contract price, or otherwise, and the Contract shall be modified, in writing,
accordingly, if the Contractor demonstrates that the stop work order resulted in an
increase in costs to the Contractor.
6.24 TERMINATION FOR CONVENIENCE:
Maricopa County may terminate the Contract for convenience by providing sixty (60) calendar
days advance notice to the Contractor.
6.25 TERMINATION FOR DEFAULT:
The County may, by written notice of default to the Contractor, terminate this Contract in whole
or in part if the Contractor fails to:
6.25.1 Deliver the supplies or to perform the services within the time specified in this Contract
or any extension;
6.25.2 Make progress, so as to endanger performance of this Contract; or
6.25.3 Perform any of the other provisions of this Contract.
The County’s right to terminate this contract under these subparagraphs may be exercised if the
Contractor does not cure such failure within ten (10) business days (or more if authorized in
writing by the County) after receipt of the notice from the Procurement Officer specifying the
failure.
6.26 STATUTORY RIGHT OF CANCELLATION FOR CONFLICT OF INTEREST:
Notice is given that pursuant to A.R.S. § 38-511 the County may cancel any Contract without
penalty or further obligation within three years after execution of the Contract, if any person
significantly involved in initiating, negotiating, securing, drafting or creating the Contract on
behalf of the County is at any time while the Contract or any extension of the Contract is in effect,
an employee or agent of any other party to the Contract in any capacity or consultant to any other
party of the Contract with respect to the subject matter of the Contract. Additionally, pursuant to
A.R.S § 38-511 the County may recoup any fee or commission paid or due to any person
significantly involved in initiating, negotiating, securing, drafting or creating the Contract on
behalf of the County from any other party to the Contract arising as the result of the Contract.
6.27 CONTRACTOR LICENSE REQUIREMENT:
6.27.1 The Contractor shall procure all permits, insurance, licenses and pay the charges and fees
necessary and incidental to the lawful conduct of his/her business, and as necessary
complete any required certification requirements, required by any and all governmental
or non-governmental entities as mandated to maintain compliance with and in good
standing for all permits and/or licenses. The Contractor shall keep fully informed of
existing and future trade or industry requirements, Federal, State and Local laws,
ordinances, and regulations which in any manner affect the fulfillment of a Contract and
shall comply with the same. Contractor shall immediately notify both Office of
Procurement Services and the Department of any and all changes concerning permits,
insurance or licenses.
6.27.2 Contractor furnishing finished products, materials or articles of merchandise that will
require installation or attachment as part of the Contract, shall possess any licenses
required. Contractor is not relieved of its obligation to obtain and possess the required
licenses by subcontracting of the labor portion of the Contract. Contractors are advised
to contact the Arizona Registrar of Contractors, Chief of Licensing, to ascertain licensing
requirements for a particular contract. Contractor shall identify which license(s), if any,
the Registrar of Contractors requires for performance of the Contract.
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6.28 SUBCONTRACTING:
6.28.1 The Contractor may not assign to another contractor or subcontract to another party for
performance of the terms and conditions hereof without the written consent of the
County. All correspondence authorizing subcontracting must reference the Contract
Number and identify the job project.
6.28.2 The subcontractor’s rate for the job shall not exceed that of the Prime Contractor’s rate,
as bid in the pricing section, unless the Prime Contractor is willing to absorb any higher
rates or the County has approved the increase. The subcontractor’s invoice shall be
invoiced directly to the Prime Contractor, who in turn shall pass-through the costs to the
County, without mark-up. A copy of the subcontractor’s invoice must accompany the
Prime Contractor’s invoice.
6.29 AMENDMENTS:
All amendments to this Contract shall be in writing and approved/signed by both parties. Maricopa
County Office of Procurement Services shall be responsible for approving all amendments for
Maricopa County.
6.30 ADDITIONS/DELETIONS OF REQUIREMENTS:
The County reserves the right to add and/or delete materials and services to a Contract. If a
service requirement is deleted, payment to the Contractor will be reduced proportionately, to the
amount of service reduced in accordance with the bid price. If additional materials or services are
required from a Contract, prices for such additions will be negotiated between the Contractor and
the County.
6.31 STRICT COMPLIANCE:
Acceptance by County of a performance that is not in strict compliance with the terms of the
Contract shall not be deemed to be a waiver of strict compliance with respect to all other terms of
the Contract.
6.32 VALIDITY:
The invalidity, in whole or in part, of any provision of this Contract shall not void or affect the
validity of any other provision of the Contract.
6.33 SEVERABILITY:
The removal, in whole or in part, of any provision of this Contract shall not void or affect the
validity of any other provision of this Contract.
6.34 RIGHTS IN DATA:
The County shall have the use of data and reports resulting from a Contract without additional cost
or other restriction except as may be established by law or applicable regulation. Each Party shall
supply to the other Party, upon request, any available information that is relevant to a Contract and
to the performance thereunder.
6.35 NON-DISCRIMINATION:
Contractor agrees to comply with all provisions and requirements of Arizona Executive Order
2009-09 including flow down of all provisions and requirements to any subcontractors. Executive
Order 2009-09 supersedes Executive order 99-4 and amends Executive order 75-5 and may be
viewed and downloaded at the Governor of the State of Arizona website
(http://azmemory.azlibrary.gov/cdm/singleitem/collection/execorders/id/680/rec/1) which is
hereby incorporated into this contract as if set forth in full herein. During the performance of this
Contract, Contractor shall not discriminate against any employee, client or any other individual in
any way because of that person’s age, race, creed, color, religion, sex, disability or national origin.
SERIAL 180233-RFP
6.36 CERTIFICATION REGARDING DEBARMENT AND SUSPENSION:
6.36.1 The undersigned (authorized official signing on behalf of the Contractor) certifies to the
best of his or her knowledge and belief that the Contractor, it’s current officers and
directors;
6.36.1.1 are not presently debarred, suspended, proposed for debarment, declared
ineligible, or voluntarily excluded from being awarded any contract or grant by
any United States Department or Agency or any state, or local jurisdiction;
6.36.1.2 have not within three (3) year period preceding this Contract;
6.36.1.2.1 been convicted of fraud or any criminal offense in connection with
obtaining, attempting to obtain, or as the result of performing a
government entity (Federal, State or local) transaction or contract;
and
6.36.1.2.2 been convicted of violation of any Federal or State antitrust statues or
conviction for embezzlement, theft, forgery, bribery, falsification or
destruction of records, making false statements, or receiving stolen
property regarding a government entity transaction or contract;
6.36.1.2.3 are not presently indicted or criminally charged by a government
entity (Federal, State or local) with commission of any criminal
offenses in connection with obtaining, attempting to obtain, or as the
result of performing a government entity public (Federal, State or
local) transaction or contract; and are not presently facing any civil
charges from any governmental entity regarding obtaining,
attempting to obtain, or from performing any governmental entity
contract or other transaction; and have not within a three (3) year
period preceding this Contract had any public transaction (Federal,
State or local) terminated for cause or default.
6.36.1.3 If any of the above circumstances described in the paragraph are applicable to
the entity submitting a bid for this requirement, include with your bid an
explanation of the matter including any final resolution.
6.36.2 The Contractor shall include, without modification, this clause in all lower tier covered
transactions (i.e. transactions with subcontractors) and in all solicitations for lower tier
covered transactions related to this Contract.
6.37 VERIFICATION REGARDING COMPLIANCE WITH A.R.S. §41-4401 AND FEDERAL
IMMIGRATION LAWS AND REGULATIONS:
6.37.1 By entering into the Contract, the Contractor warrants compliance with the Immigration
and Nationality Act (INA using e-verify) and all other Federal immigration laws and
regulations related to the immigration status of its employees and A.R.S. §23-214(A). The
Contractor shall obtain statements from its subcontractors certifying compliance and shall
furnish the statements to the Procurement Officer upon request. These warranties shall
remain in effect through the term of the Contract. The Contractor and its subcontractors
shall also maintain Employment Eligibility Verification forms (I-9) as required by the
Immigration Reform and Control Act of 1986, as amended from time to time, for all
employees performing work under the Contract and verify employee compliance using the
E-verify system and shall keep a record of the verification for the duration of the
employee’s employment or at least three (3) years, whichever is longer. I-9 forms are
available for download at USCIS.GOV.
SERIAL 180233-RFP
6.37.2 The County retains the legal right to inspect Contractor and subcontractor employee
documents performing work under this Contract to verify compliance with paragraph 6.37.1
of this Section. Contractor and subcontractor shall be given reasonable notice of the
County’s intent to inspect and shall make the documents available at the time and date
specified. Should the County suspect or find that the Contractor or any of its subcontractors
are not in compliance, the County will consider this a material breach of the Contract and
may pursue any and all remedies allowed by law, including, but not limited to; suspension
of work, termination of the Contract for default, and suspension and/or debarment of the
Contractor. All costs necessary to verify compliance are the responsibility of the Contractor.
6.38 INFLUENCE:
As prescribed in MC1-1203 of the Maricopa County Procurement Code, any effort to influence an
employee or agent to breach the Maricopa County Ethical Code of Conduct or any ethical conduct
may be grounds for Disbarment or Suspension under MC1-902.
An attempt to influence includes, but is not limited to:
6.38.1 A Person offering or providing a gratuity, gift, tip, present, donation, money,
entertainment or educational passes or tickets, or any type of valuable contribution or
subsidy,
6.38.2 That is offered or given with the intent to influence a decision, obtain a contract, garner
favorable treatment, or gain favorable consideration of any kind.
If a Person attempts to influence any employee or agent of Maricopa County, the Chief
Procurement Officer, or his designee, reserves the right to seek any remedy provided by the
Maricopa County Procurement Code, any remedy in equity or in the law, or any remedy provided
by this contract.
ABSOLUTELY NO CONTACT BETWEEN THE RESPONDENT AND ANY COUNTY
PERSONNEL, OTHER THAN THE OFFICE OF PROCUREMENT SERVICES, IS ALLOWED
DURING THE SOLICITATION PROCESS UNLESS THE COMMUNICATION IS IN
REGARDS TO PRE-EXISTING BUSINESS WITH THE COUNTY. ANY
COMMUNICATIONS REGARDING THE SOLICITATION, ITS PARTICIPANTS OR ANY
DOCUMENTATION PRIOR TO THE CONTRACT AWARD MAY BE GROUNDS FOR
DISMISSAL OF THE RESPONDENT FROM THE EVALUATION PROCESS.
6.39 CONTRACTOR EMPLOYEE WHISTLEBLOWER RIGHTS AND REQUIREMENT TO
INFORM EMPLOYEES OF WHISTLERBLOWER RIGHTS:
6.39.1 The Parties agree that this Contract and employees working on this Contract will be
subject to the whistleblower rights and remedies in the pilot program on Contractor
employee whistleblower protections established at 41 U.S.C. § 4712 by section 828 of the
National Defense Authorization Act for Fiscal Year 2013 (Pub. L. 112–239) and section
3.908 of the Federal Acquisition Regulation;
6.39.2 Contractor shall inform its employees in writing, in the predominant language of the
workforce, of employee whistleblower rights and protections under 41 U.S.C. § 4712, as
described in section 3.908 of the Federal Acquisition Regulation. Documentation of such
employee notification must be kept on file by Contractor and copies provided to County
upon request.
6.39.3 Contractor shall insert the substance of this clause, including this paragraph, in all
subcontracts over the simplified acquisition threshold ($150,000 as of September 2013).
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6.40 UNIFORM ADMINISTRATIVE REQUIREMENTS:
By entering into this Contract the Contractor agrees to comply with all applicable provisions of
Title 2, Subtitle A, Chapter II, PART 200—UNIFORM ADMINISTRATIVE REQUIREMENTS,
COST PRINCIPLES, AND AUDIT REQUIREMENTS FOR FEDERAL AWARDS contained in
Title 2 C.F.R. § 200 et seq.
6.41 ACCESS TO AND RETENTION OF RECORDS FOR THE PURPOSE OF AUDIT AND/OR
OTHER REVIEW:
6.41.1 In accordance with section MCI 371 of the Maricopa County Procurement Code the
Contractor agrees to retain (physical or digital copies of) all books, records, accounts,
statements, reports, files, and other records and back-up documentation relevant to this
Contract for six (6) years after final payment or until after the resolution of any audit
questions which could be more than six (6) years, whichever is latest. The County,
Federal or State auditors and any other persons duly authorized by the Department shall
have full access to, and the right to examine, copy and make use of, any and all said
materials.
6.41.2 If the Contractor’s books, records, accounts, statements, reports, files, and other records
and back-up documentation relevant to this Contract are not sufficient to support and
document that requested services were provided, the Contractor shall reimburse Maricopa
County for the services not so adequately supported and documented.
6.42 AUDIT DISALLOWANCES:
If at any time it is determined by the County that a cost for which payment has been made is a
disallowed cost, the County shall notify the Contractor in writing of the disallowance. The course
of action to address the disallowance shall be at sole discretion of the County, and may include
either an adjustment to future invoices, request for credit, request for a check or a deduction from
current invoices submitted by the Contractor equal to the amount of the disallowance, or to require
reimbursement forthwith of the disallowed amount by the Contractor by issuing a check payable
to Maricopa County.
6.43 OFFSET FOR DAMAGES:
In addition to all other remedies at Law or Equity, the County may offset from any money due to
the Contractor any amounts Contractor owes to the County for damages resulting from breach or
deficiencies in performance of the Contract.
6.44 CONFIDENTIAL INFORMATION:
Any information obtained in the course of performing this contract may include information that is
proprietary or confidential to the County. This provision establishes the Contractor’s obligation
regarding such information.
The Contractor shall establish and maintain procedures and controls that are adequate to assure
that no information contained in its records and/or obtained from the County or from others in
carrying out its functions (services) under the Contract shall be used by or disclosed by it, its
agents, officers, or employees, except as required to efficiently perform duties under the Contract.
The Contractor’s procedures and controls at a minimum must be the same procedures and controls
it uses to protect its own proprietary or confidential information. If, at any time during the
duration of the Contract, the County determines that the procedures and controls in place are not
adequate, the Contractor shall institute any new and/or additional measures requested by the
County within fifteen (15) business days of the written request to do so.
Any requests to the Contractor for County proprietary or confidential information shall be referred
to the County for review and approval, prior to any dissemination.
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6.45 PUBLIC RECORDS:
Under Arizona law, all Contracts are public records and must be retained by the Records Manager
at the Office of Procurement Services. Contracts shall be open to public inspection and copying
after Contract award and execution, except for such Contracts or sections thereof determined to
contain proprietary or confidential information by the Office of Procurement Services.
6.46 PRICES:
Contractor will make reasonable efforts to seek approval from Oracle to extend to County under
this Contract prices that are no higher than those paid by any other customer for these or similar
services.
6.47 INTEGRATION:
This Contract represents the entire and integrated agreement between the parties and supersedes
all prior negotiations, proposals, communications, understandings, representations, or agreements,
whether oral or written, express or implied.
6.48 RELATIONSHIPS:
6.48.1 In the performance of the services described herein, the Contractor shall act solely as an
independent contractor, and nothing herein or implied herein shall at any time be
construed as to create the relationship of employer and employee, co-employee,
partnership, principal and agent, or joint venture between the County and the Contractor.
6.48.2 The County reserves the right of final approval on proposed staff for all Task Orders.
Also, upon request by the County, the Contractor will be required to remove any
employees working on County projects and substitute personnel based on the discretion
of the County within two business days, unless previously approved by the County.
6.49 CHANGES:
In the event of a change to the distribution or reseller agreement between Contractor and Oracle,
changes to the license definitions and rules and/or changes to Global Price Lists, Contractor may
submit such changes as Oracle requires under Contractor’ distribution in writing to the County for
review. The County shall have thirty (30) days to accept or reject those changes. In the event the
County accepts the new terms and conditions, the County shall notify Contractor in writing of
such acceptance and the parties will negotiate and execute an Amendment to this Contract to
incorporate such changes. If Contractor and the County cannot reach agreement to the proposed
changes or the County fails to respond to Contractor request within thirty (30) days of receiving
notice from Contractor, Contractor may terminate this Contract.
6.50 GOVERNING LAW:
This Contract shall be governed by the laws of the State of Arizona. Venue for any actions or
lawsuits involving this Contract will be in Maricopa County Superior Court, Phoenix, Arizona.
6.51 ORDER OF PRECEDENCE:
In the event of a conflict in the provisions of this Contract and the Oracle Standard Terms (See
Exhibits C, D, and E and F) and Conditions the terms of this Contract shall prevail, except the
Oracle Standard Terms and Conditions shall prevail where it pertains to the use of the Oracle
products and services.
6.52 INCORPORATION OF DOCUMENTS:
The following are to be attached to and made part of this Contract:
6.52.1 Exhibit A, Pricing;
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6.52.2 Exhibit B, Scope of Work;
6.52.3 Exhibit C, Oracle Software Standard Terms and Conditions for Products and Services
ORACLE SOFTWARE PROGRAMS AND/OR SERVICES US COMMUNITIES
SUPPLEMENTAL TERMS AND CONDITIONS v041818 v032819;
6.52.4 Exhibit D, Oracle Cloud Services Terms and Conditions; ORACLE CLOUD
SERVICES US COMMUNITIES SUPPLEMENTAL TERMS AND CONDITIONS
v041818;
6.52.5 Exhibit E, Oracle Hardware Terms and Conditions ORACLE HARDWARE US
COMMUNITIES SUPPLEMENTAL TERMS AND CONDITIONS v041818
v032819;
6.52.6 Exhibit F - ORACLE LINUX AND ORACLE VM SERVICES SUPPLMENTAL
PUBLIC SECTOR TERMS AND CONDITIONS FOR ORACLE LINUX,
ORACLE VM AND VERRAZZANO SERVICES v190712 012323
6.52.7 Exhibit F G, Office of Procurement Services Contractor Travel and Per Diem Policy
6.52.8 Exhibit H, Reseller Purchase and Invoice Process
6.52.9 Exhibit I – Professional Services Terms and Conditions
NOTICES:
All notices given pursuant to the terms of this Contract shall be addressed to:
For County:
Maricopa County
Office of Procurement Services
ATTN: Contract Administration
160 South 4th Avenue 301 W. Jefferson St., Suite 700
Phoenix, Arizona 85003
For Contractor:
Mythics, Inc. LLC.
ATTN: Contract Vehicle Management
4525 Main Street
Suite 1500
Virginia Beach, VA 23462
Email: vehiclemgmt@mythics.com
6.53 WRITTEN CERTIFICATION PURSUANT to A.R.S. § 35-393.01:
If Contractor engages in for-profit activity and has 10 or more employees, and if this
agreement has a value of $100,000 or more, vendor certifies it is not currently engaged in,
and agrees for the duration of this agreement to not engage in, a boycott of goods or services
from Israel. This certification does not apply to a boycott prohibited by 50 U.S.C. § 4842 or a
regulation issued pursuant to 50 U.S.C. § 4842.
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6.54 FORCED LABOR:
6.54.1 By submitting a bid for this solicitation and/or entering into a contract as a result of
this solicitation, contractor agrees to comply with all applicable portions of Arizona
Revised Statutes Section 35-394. Contracting; procurement; prohibition; written
certification; remedy; termination; exception; definitions.
6.54.2 Contractor certifies that it does not currently, and agrees for the duration of the
contract, that it will not use:
6.54.2.1 The forced labor of ethnic Uyghurs in the People’s Republic of China.
6.54.2.2 Any goods or services produced by the forced labor of ethnic Uyghurs in
the People’s Republic of China.
6.54.2.3 Any contractors, subcontractors or suppliers that use the forced labor or
any good or services produced by the forced labor of ethnic Uyghurs in
the People’s Republic of China.
6.54.3 If contractor becomes aware during the term of the agreement that contractor is not
in compliance with this paragraph, the contractor shall notify the County within
five business days after becoming aware of the noncompliance. If the contractor
fails to provide a written certification to the County that the contractor has
remedied the noncompliance within 180 days after notifying the County of its
noncompliance, then the agreement terminates, except that if the agreement
termination date occurs before the end of the 180 days period, the agreement
terminates on the agreement termination date.
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EXHIBIT A
PRICING
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NIGP CODE: 20655
RESPONDENT'S NAME: Mythics, Inc. .
COUNTY VENDOR NUMBER: VS0000003170
ADDRESS: 4525 Main Street, Suite 1500, VA Beach, VA 23462
P.O. ADDRESS:
TELEPHONE NUMBER: 757-493-3010
FACSIMILE NUMBER: 757-266-0013
WEB SITE: www.mythics.com
Anna Decker
vehiclemgmt@mythics.com
YES NO
Product
Discount
Support
Discount
MINIMUM DISCOUNTS
MINIMUM DISCOUNTS SEE TAB FOR DETAILED PRICING
AVERAGE DISCOUNTS SEE TAB FOR DETAILED PRICING
MINIMUM DISCOUNTS SEE TAB FOR DETAILED PRICING
SEE TAB FOR PROFESSIONAL SERVICES
BY TASK ORDER ONLY
SEE TAB FOR SUPPORT SERVICES
BY TASK ORDER ONLY
AVERAGE DISCOUNTS SEE TAB FOR DETAILED PRICING
26%
5% Eff.
BY TASK ORDER ONLY
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1.3.1 Perpetual Licenses Catalog Products Percentage Percentage
Global Price List - shown in dark grey
Min. Discount
for Licenses
XX%
First Year
Maintenance
Percentage
based on
discounted
license Cost
Oracle E-Business Suite Applications Global Price List Component
Oracle Business Intelligence Applications Global Price List
*Eff. 9-20-19*2%
0.5% n/a
Oracle Utilities Global Price List -*Eff. 5-17-2023 n/a
DISCOUNT END USER WITH
BUDGET LESS THAN $100
MILLION (applies only to
applications and excludes Siebel
CRM, Professional Edition,
Primavera and SaaS offerings)
DISCOUNT END USER
WITH BUDGET MORE
THAN $100 MILLION
TRANSACTION BANDS FOR
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Insert Percentage
Below
Insert Percentage
Below
Insert Percentage
Below
Insert Percentage
Below
Insert Percentage
Below
Insert Percentage
Below
Oracle Engineered Systems Global
Price List
Min. Discount
Eng Systems
Hardware%
First Year Oracle
Premier Support
for Systems
Percentage based
on discounted
Hardware Cost
First Year Oracle
Premier Support
for Operating
Systems
Percentage based
on discounted
Hardware Cost
First Year Oracle
Customer Data
and Device
Retention
Percentage based
on discounted
Hardware Cost
Min. Discount for
Licenses XX%
First Year SULS
Percentage based
on discounted
license Cost
Percentage Insert Percentage
Below
Insert Percentage
Below
Insert Percentage
Below Percentage Percentage
Global Price List - shown in
dark grey
Min. Discount
Hardware%
First Year Oracle
Premier Support for
Systems Percentage
based on discounted
Hardware Cost
Premier Support
for Operating
Systems
Percentage based
on discounted
Customer Data
and Device
Retention
Percentage based
on discounted
Min. Discount
for Licenses
XX%
First Year SULS
Percentage based
on discounted
license Cost
22% 12% 8% 3% 29% 22%
17% 12% 8% 3% 29% 22%
25% 12% 8% 3% 29% 22%
35% 12% 8% 3% 29% 22%
Oracle Hardware Category Z 10% 12% 8% 3% 29% 22%
Oracle Hardware Category Y 2%
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1.3.4 Cloud Services Catalog Products
Global Price List - shown in dark grey
Labor Rate(s)
Labor Category Year 1 Year 2 Year 3 Year 4 Year 5
Application $ $ $ $ $ 149.26 $152.54
Associate
Consultant $ 99.81 $ $ $
$ 108.04
Eff. 3-22-23
$96.93 $99.06
Consulting/
Engineer $ $ $ $
$ 135.04
Eff. 3-22-23
$130.80
Director/
Engineer $ $ $ $ $ 206.13 $210.66 $237.3
Installation
Engineer $ $ $ $ 132.40
$ 135.04
Eff. 3-22-23
$130.80
Managing
Principal
Consultant
$ $ $ $ $ 206.13 $210.66
Practice
Director $ $ 221 $ $ $ 234.55 $239.71
Practice $ $ $ $ $ 221.13 $225.99 $242
Principal
Consultant $ $ $ 157.1 $ $ 163.48 $167.08
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Project
Manager
/Engineer $ $ $ $ $ 183.22 $187.25 $200.94
Senior
Consultant/ $ $ $ 1 $ $ 149.26 $152.54
Senior Project
Manager $ $ $ $ $ 208.49 $213.08 $228.6
Sr. Application
Developer $ $ $ 15 $ $ 163.48 $167.08
Sr. Practice
Director $ $ $ $ $ 248.76 $254.23 $272.
Sr. Principal
Consultant $ $ $ 218.6 $ $ 227.45 $232.45
Sr. Systems
Engineer $ $ $ $ $ 227.45 $232.45 $2
Staff
Consultant $ $ $ $
$ 135.04
Eff. 3-22-23
$130.80
Systems $ $ $ $ $ 206.13 $210.66 $22
Cloud Associate
Consultant $129.92 $149.61
Consultant $175.32
$203.50
Cloud Lead $224.00 $228.
Cloud Principal
Consultant I $258.30
Cloud Principal
Consultant II $324.03
Cloud Senior
Principal $360.04 $39
Cloud Solutions
Architect $391.43
Cloud Senior
Solution $413.22
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Cloud Subject
Matter Expert I $441.45
Cloud Subject
Matter Expert II $469.63 $56
Cloud Contracts
Administrator $131.49 $137.3
$281.78
Manager II $300.57
Cloud Program
Manager $319.34
1.3.6 Technical Support Services and/or Maintenance Support Services
Technical Support Services and/or Maintenance Support Services fees are calculated as a factor of fees paid on
net new licenses and/or hardware, renewal of services thereafter are priced based on a percentage increase over
prior years fees and provided in accordance with then current Technical Support Policies.
Note: Oracle University offerings are governed by the Oracle University terms and conditions available at
education.oracle.com and incorporated by reference.
1.3.7 Oracle Training and University Products
Oracle University Training
Services
Customer Transaction Band E-Business License and Technical Support Discounts (Enter Discount off of list price.
List price detailed at www.oracle.com/education
Eff. 01/01/22
1.3.7
5% off of list price
1.3.8 Financing Services
All financing will be quoted by using a Task Order
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EFF. 11/01/23
Modernization Services
Patch Management as a Service (PMaaS)
*Bundle of Patch Management as a Service offerings, which includes, On Premises Patch Planning Annual
Subscription, ODA Appliance Patch management Annual Subscription, Oracle DB Home Patch Management Annual
Subscription, Oracle DB Instance Patch Management Annual Subscription.
**Dependent upon purchase of On Premises Patch Planning Annual Subscription.
*** Dependent upon purchase of Oracle Cloud Patch Planning Annual Subscription.
Service Name Fixed Price
(Yearly)
Service Description
Annual Subscription* year for 1 ODA, 1 Oracle Home, and 1 Oracle
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EXHIBIT B
SCOPE OF WORK
ORACLE PRODUCTS AND SERVICES
1.0 INTRODUCTION AND BACKGROUND
1.1 MASTER AGREEMENT
Maricopa County (herein “Lead Public Agency”) on behalf of itself and all states, local
governments, school districts, public higher education institutions, and other government
agencies in the United States of America (herein “Participating Public Agencies”) is awarding
this contract to one or more qualified suppliers to enter into a Master Agreement for a complete
line of Oracle Products, Services and Solutions (herein “Products and Services”).
ALL PRODUCTS OFFERED MUST BE NEW OR LIKE NEW, UNUSED, LATEST DESIGN
AND TECHNOLOGY.
1.2 OBJECTIVES
1.2.1 Provide a comprehensive competitively solicited Master Agreement offering Products
and Services to Participating Public Agencies;
1.2.2 Establish the Master Agreement as a Supplier’s primary offering to Participating Public
Agencies;
1.2.3 Achieve cost savings for Suppliers and Participating Public Agencies through a single
competitive solicitation process that eliminates the need for multiple bids or proposals;
1.2.4 Combine the volumes of Participating Public Agencies to achieve cost effective pricing;
1.2.5 Reduce the administrative and overhead costs of Suppliers and Participating Public
Agencies through state of the art ordering and delivery systems;
1.2.6 Provide Participating Public Agencies with environmentally responsible products and
services.
1.3 GENERAL DEFINITION OF PRODUCTS AND/OR SERVICES
Oracle Products, Services and Solutions: Contractors are to provide the broadest possible
selection of Oracle Products, Services and Solutions they offer. The intent of this contract is to
provide Participating Public Agencies with products, services and solutions to meet their various
needs. Therefore, the contractors should have demonstrated experience in providing the Products,
Services and Solutions as defined in this Exhibit including but not limited to:
1.3.1 Perpetual Licenses – applications, database and options, business intelligent,
middleware and any other perpetual license offered by Oracle.
1.3.2 Engineered Systems – integrated software and hardware systems offered by Oracle.
1.3.3 Hardware, Servers, Storage and Networking - any servers, storage and networking
products offered by Oracle.
1.3.4 Cloud Services – Software as a Service (SaaS), Platform as a Service (PaaS), and
Infrastructure as a Service (IaaS) offered by Oracle.
1.3.5 Consulting/Professional Services – Consulting and integration services relating to
Oracle products and services.
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1.3.6 Technical Support Services and/or Maintenance Support Services – telephone
technical support, premier support for systems and any other support services available
from Oracle for license and hardware.
1.3.7 Oracle Training and University Products - Any related Oracle training including
instructor lead classes and self-guided learning paths.
1.3.8 Financing Services– Financing services for orders and solutions.
1.4 INTENT:
The intent of this contract is to establish a nationwide purchasing agreement for the acquisition of
Oracle products, services and solutions. The categories of descriptive examples in Section 2.12
are to provide a general, non-inclusive, description of the categories.
Other governmental entities under agreement with the County may have access to products or
services provided hereunder (see Sections 3.15, 3.16 and Exhibit 6, MICPA.)
The County reserves the right to add additional contractors, at the County’s sole discretion, in
cases where the currently listed contractors are of an insufficient number or skill-set to satisfy the
County’s needs or to ensure adequate competition on any project or task order work
It is expected that contractors will provide binding written Task Orders to be approved by the
using agency for all products or services to be purchased under this contract. If more than one
contractor is awarded a contract the members at their discretion may request Task Orders from one
or more contractors and select the Task Order that’s best meets their internal interests. .
2.0 SCOPE OF WORK:
2.1 Represent, sell, and service all the Oracle Products listed below (Section 2.12);
2.2 Be able to service local governments, states, school districts, and public higher education
institutions in the United States of America, and other governmental agencies and nonprofit
organizations;
2.3 Have the resources to work with multiple entities at the same time;
2.4 Throughout the life of this contract, the successful Contractor shall maintain expertise, resources
and capabilities to maintain an Oracle Platinum Partnership level.
2.5 Provide commercial hardware, software, services and solutions as ordered under the task order as
a member of the Oracle Platinum Partner Network in good standing with all required distribution
agreements;
2.6 Perform or have service delivery partners that can provide consulting, assessment, design,
integration, installation and management of Services/Solutions at the task order level;
2.7 Perform a wide range of professional, technical support and engineering Services/Solutions to
support the mission and objectives of Maricopa County and Participating Public Agencies as
authorized buyers off this contract;
2.8 Provide maintenance support Services/Solutions
2.9 Provide project management support for each deliverable under the contract;
2.10 Provide project specific and overall contract performance reporting, as required.
2.11 Provide on-going marketing of the contract by aligning and traveling with the U.S Communities
Program Managers, administrative and marketing personnel engaged in directly promoting the
contract to Participating Public Agencies through agency meetings, direct mail, national
publications, annual meetings and other such activities.
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2.12 PRODUCTS AND SERVICES REQUIRED:
2.12.1 Perpetual Licenses – applications, database and options, business intelligent,
middleware and any other perpetual license offered by Oracle.
2.12.2 Engineered Systems – integrated software and hardware systems offered by Oracle.
2.12.3 Hardware, Servers, Storage, and Networking - any servers, storage, and networking
products offered by Oracle.
2.12.4 Cloud Services – Software as a Service (SaaS), Platform as a Service (PaaS), and
Infrastructure as a Service (IaaS) offered by Oracle.
2.12.5 Consulting/Professional Services – Consulting and integration services relating to
Oracle products and services.
2.12.6 Technical Support Services and/or Maintenance Support Services – telephone
technical support, premier support for systems and any other support services available
from Oracle for license and hardware.
2.12.7 Oracle Training and University Products - Any related Oracle training including
instructor lead classes and self-guided learning paths.
2.12.8 Financing Services– Financing services for orders and solutions.
2.13 STAFF EXPERIENCE:
2.13.1 For Maricopa County, full-time and part-time staff, proposed consultants and
subcontractors who may be assigned direct work for this contract should be identified in
any project Task Orders.
2.14 FACILITIES:
During the course of this Contract, the County may provide the Contractor’s personnel with
adequate workspace for consultants and such other related facilities as may be required by
Contractor to carry out its obligation enumerated herein.
2.15 TRAINING:
The Contractor shall provide a minimum of (To be determined for each Task Order) to completely
train County personnel in the use and care of the equipment.
2.16 WARRANTY:
APPLICABLE ORACLE STANDARD TERMS AND CONDITIONS SHALL CONTROL.
Exhibit C - ORACLE SOFTWARE PROGRAMS AND/OR SERVICES US
COMMUNITIES SUPPLEMENTAL TERMS AND CONDITIONS v041818 v032819.
Exhibit D - ORACLE CLOUD SERVICES US COMMUNITIES SUPPLEMENTAL
TERMS AND CONDITIONS v041818.
Exhibit E - ORACLE HARDWARE US COMMUNITIES SUPPLEMENTAL TERMS AND
CONDITIONS v041818 v032819.
2.17 ACCEPTANCE:
2.17.1 Perpetual Licenses – Software is made available via a web link provided by the
Licensor; there is no acceptance period for perpetual licenses.
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2.17.2 Engineered Systems and Hardware – Acceptance is upon delivery.
2.17.3 Cloud Services – Cloud services are provisions via a web link provided by the cloud
service provider; there is no acceptance period for cloud services.
3.0 PROCUREMENT REQUIREMENTS:
3.1 DELIVERY:
3.1.1 Delivery shall be made within 48 hours after receipt of order (ARO) or as agreed with
using agency.
3.1.2 Exceptions to delivery schedule will be special order items that must be identified.
3.1.3 Maricopa County reserves the right to obtain material on the open market in the event
Contractors fail to make delivery and charge any price differential to the Contractor.
3.1.4 Delivery shall be F.O.B. Destination, Freight Prepaid.
3.2 EXPEDITED DELIVERY:
3.2.1 If the Using Agency determines that rush shipping or other alternate shipping is required,
it shall notify the Contractor. The Contractor shall determine any additional costs
associated with such delivery terms and communicate that cost to the County.
3.2.2 The County shall not advise the Contractor to proceed with an expedited shipment until
acceptable terms are agreed upon and a purchase order is issued. Upon agreeing to the
additional costs, the Using Agency shall advise the Contractor to proceed.
3.2.3 Upon receipt of material(s) and invoicing, the County shall ensure that any additional
charges are in compliance with and do not exceed agreed to costs. The County shall
retain all documents related to these costs within the agency purchase file.
3.3 SHIPPING DOCUMENTS:
A packing list or other suitable shipping document shall accompany each shipment and shall
include the following:
3.3.1 Contract Serial number.
3.3.2 Contractor’s name and address.
3.3.3 Using Agency name and address.
3.3.4 Using Agency purchase order number.
3.3.5 A description of product(s) shipped, including item number(s), quantity (ies), number of
containers and package number(s), as applicable.
3.4 PERFORMANCE:
It shall be the Contractor’s responsibility to meet the proposed performance requirements.
Maricopa County reserves the right to obtain services on the open market in the event the
Contractor fails to perform and any price differential will be charged against the Contractor.
3.5 SHIPPING CHARGES:
3.5.1 Shipping costs will be borne by the Contractor. FOB: Destination.
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3.5.2 Exceptions to normal shipping charges:
Expedited freight will be pre-paid by the Contractor and added to invoice if the normal
shipping schedule does not meet County requirements. These requirements will be made in
writing to the contractor.
3.6 PACKAGING/PACKING:
Unless otherwise stated, commercial packages and packing, suitable for the type, size, and kind of
product, commonly used in the industry for the purpose, so constructed as to ensure acceptance
and safe delivery, at the lowest rate, to the point of delivery specified in the bid document is
acceptable.
3.7 OPERATING MANUALS:
Upon delivery, Contractor shall provide comprehensive operational manuals, service manuals and
schematic diagrams, if required by the Department. These may be provided in hard copy or
electronically.
3.8 INSTALLATION (If required):
The Contractor’s price shall include delivery and installation of all equipment in a complete
operating condition.
3.9 CONTRACTOR EMPLOYEE MANAGEMENT:
3.9.1 Contractor shall endeavor to maintain the personnel proposed in their proposal
throughout the performance of this Contract. In the event that Contractor personnel’s
employment status changes, Contractor shall provide County a list of proposed
candidates with equivalent experience. Under no circumstances is it acceptable for the
implementation schedule to be impacted by a personnel change on the part of the
Contractor.
3.9.2 Contractor shall not reassign any key personnel without the express consent of the
County.
3.9.3 County reserves the right to immediately remove from its premises any Contractor
personnel it determines is a risk to County operations.
3.9.4 County reserves the right to request the replacement of Contractor personnel at any time,
for any reason. Said requested removal shall not be subject to part 3.9.1 3.11.1 of this
section.
3.10 TRAINING:
The Contractor shall provide training services as needed, depending on the product or service
purchased, to completely train County personnel in the use and care of the equipment. All training
shall take place on-site at Maricopa County.
3.11 MAINTENANCE (If Required):
The Contractor shall provide for maintenance under this Contract upon acceptance of materials by
the Department.
3.12 USAGE REPORT:
The Contractor shall furnish the County a usage report, upon request, delineating the acquisition
activity governed by the Contract. The format of the report shall be approved by the County and
shall disclose the quantity and dollar value of each contract item by individual unit.
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3.13 BACKGROUND CHECK:
Bidders/proposers need to be aware that there may be multiple background checks (Sheriff’s
Office, County Attorney's Office, Courts as well as Maricopa County general government) to
determine if the respondent is acceptable to do business with the County. This applies to (but is
not limited to) the company, subcontractors and employees and the failure to pass these checks
shall deem the respondent non-responsible.
3.14 STRATEGIC ALLIANCE for VOLUME EXPENDITURES ($AVE):
The County is a member of the $AVE cooperative purchasing group. $AVE includes the State of
Arizona, many Phoenix metropolitan area municipalities, and many K-12 unified school districts.
Under the $AVE Cooperative Purchasing Agreement, and with the concurrence of the successful
Respondent under this solicitation, a member of $AVE may access a contract resulting from a
solicitation issued by the County. If you do not want to grant such access to a member of $AVE,
please so state in your proposal. In the absence of a statement to the contrary, the County will
assume that you do wish to grant access to any contract that may result from this Request for
Proposal.
3.15 INTERGOVERNMENTAL COOPERATIVE PURCHASING AGREEMENTS (ICPA’s):
County currently holds ICPA’s with numerous governmental entities. These agreements allow
those entities, with the approval of the Contractor, to purchase their requirements under the terms
and conditions of the County Contract. It is the responsibility of the non-County government
entity to perform its own due diligence on the acceptability of the Contract under its procurement
rules, processes and procedures.
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EXHIBIT C
ORACLE SOFTWARE STANDART TERMS AND CONDITIONS FOR PRODUCTS AND SERVICES:
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EXHIBIT C
ORACLE SOFTWARE PROGRAMS AND/OR SERVICES US COMMUNITIES SUPPLEMENTAL
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EXHIBIT D
ORACLE CLOUD SERVICES TERMS AND CONDITIONS
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EXHIBIT E
ORACLE HARDWARE TERMS AND CONDITIONS
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EXHIBIT E
ORACLE HARDWARE US COMMUNITIES SUPPLEMENTAL TERMS AND CONDITIONS
v032819.
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EXHIBIT F
ORACLE LINUX AND ORACLE VM SERVICES SUPPLMENTAL PUBLIC SECTOR TERMS AND
CONDITIONS v190712.
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EXHIBIT F
ORACLE LINUX AND ORACLE VM SERVICES SUPPLMENTAL PUBLIC SECTOR TERMS AND
CONDITIONS FOR ORACLE LINUX, ORACLE VM AND VERRAZZANO SERVICES v190712 012323
Effective 03/22/2023
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180233 EXHIBIT F G
OFFICE OF PROCUREMENT SERVICES CONTRACTOR TRAVEL AND PER DIEM POLICY
1.0 All contract-related travel plans and arrangements shall be prior-approved by the County Contract
Administrator.
2.0 Lodging, per diem and incidental expenses incurred in performance of Maricopa County/Special District
(County) contracts shall be reimbursed based on current U.S. General Services Administration (GSA)
domestic per diem rates for Phoenix, Arizona. Contractors must access the following internet site to
determine rates (no exceptions): (www.gsa.gov).
2.1 Additional incidental expenses (i.e., telephone, fax, internet and copying charges) shall not be
reimbursed. They should be included in the contractor’s hourly rate as an overhead charge.
2.2 The County will not (under no circumstances) reimburse for Contractor guest lodging, per diem or
incidentals.
3.0 Commercial air travel shall be reimbursed as follows:
3.1 Coach airfare will be reimbursed by the County. Business class airfare may be allowed only when
preapproved in writing by the County Contract Administrator as a result of the business need of
the County when there is no lower fare available.
3.2 The lowest direct flight airfare rate from the Contractors assigned duty post (pre-defined at the
time of contract signing) will be reimbursed. Under no circumstances will the County reimburse
for airfares related to transportation to or from an alternate site.
3.3 The County will not (under no circumstances) reimburse for Contractor guest commercial air
travel.
4.0 Rental vehicles may only be used if such use would result in an overall reduction in the total cost of the
trip, not for the personal convenience of the traveler. Multiple vehicles for the same set of travelers for the
same travel period will not be permitted without prior written approval by the County Contract
Administrator.
4.1 Purchase of comprehensive and collision liability insurance shall be at the expense of the
contractor. The County will not reimburse contractor if the contractor chooses to purchase this
coverage.
4.2 Rental vehicles are restricted to sub-compact, compact or mid-size sedans unless a larger vehicle
is necessary for cost efficiency due to the number of travelers. (NOTE: contractors shall obtain
pre-approval in writing from the County Contract Administrator prior to rental of a larger vehicle.)
4.3 County will reimburse for parking expenses if free, public parking is not available within a
reasonable distance of the place of County business. All opportunities must be exhausted prior to
securing parking that incurs costs for the County. Opportunities to be reviewed are the DASH;
shuttles, etc. that can transport the contractor to and from County buildings with minimal costs.
4.4 County will reimburse for the lowest rate, long-term uncovered (e.g. covered or enclosed parking
will not be reimbursed) airport parking only if it is less expensive than shuttle service to and from
the airport.
4.5 The County will not (under no circumstances) reimburse the Contractor for guest vehicle rental(s)
or other any transportation costs.
5.0 Contractor is responsible for all costs not directly related to the travel except those that have been pre-
approved by the County Contract Administrator. These costs include (but not limited to) the following: in-
room movies, valet service, valet parking, laundry service, costs associated with storing luggage at a hotel,
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fuel costs associated with non-County activities, tips that exceed the per diem allowance, health club fees,
and entertainment costs. Claims for unauthorized travel expenses will not be honored and are not
reimbursable.
6.0 Travel and per diem expenses shall be capped at 15% of project price unless otherwise specified in
individual contracts.
7.0 Contractor shall provide, (upon request) with their invoice(s), copies of receipts supporting travel and per
diem expenses, and if applicable with a copy of the written consent issued by the Contract Administrator.
No travel and per diem expenses shall be paid by County without copies of the written consent as described
in this policy and copies of all receipts.
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EXHIBIT I
Mythics Professional
and
Modernization Services
Terms and Conditions
*NOTE: The terms and conditions contained herein shall only apply to any member and participating entity
of the US Communities Cooperative who is procuring professional or modernization services from Mythics,
LLC. Nothing in these terms shall apply to any member or participating entity who is ordering Oracle
products. These terms and conditions do not apply to Maricopa County.
Article I – Services
1. Statements of Work. Subject to the terms and conditions of this Agreement, Mythics shall perform the
services and/or provide the deliverables specified in one or more Statements of Work that Mythics and
Client may enter into from time to time during the Term (each a “Statement of Work” or “SOW”). Each
Statement of Work shall specify:
a. the professional services Mythics will provide to the Client under such Statement of Work (the
“Services”);
b. the components of the Client Systems for which Mythics will provide such Services, (Mythics-
Managed Systems);
c. the deliverables (if any) that Mythics will provide in connection with such Services;
d. the fees and costs for Mythics’ provision of such Services; and
e. such other elements as the Parties determine are necessary or advisable for purposes of the
Statement of Work.
2. Binding Nature of Statements of Work. No Statement of Work shall be effective unless and until
executed by both Mythics and the Client. Each fully executed Statement of Work shall be incorporated
into this Agreement and subject to its terms and conditions for all purposes. Any executed Statement(s) of
Work shall be numbered (or otherwise uniquely identified) and attached to this Agreement.
3. Remote Delivery. Unless otherwise provided in the applicable Statement of Work, Mythics shall provide
the Services via a remote delivery model, and Mythics’ personnel will not physically be located on
premises controlled by the Client or its Third-Party vendors.
4. Service Recipients. The Services to be provided by Mythics, as detailed in the applicable Statement of
Work, shall be exclusively received by and for the internal use of the Client.
Under limited circumstances, Affiliates of Client shall also be entitled to receive the Services, provided (i)
that the applicable Statement of Work identifies the Client Affiliate(s) who will benefit from the Services;
(ii) that each such Affiliate shall be bound by all obligations contained in the applicable Statement of Work,
as though they were the Client; and (iii) that the Client remains fully liable and responsible for the acts or
omissions of such Affiliates, to the same extent as if the Client itself had committed the act or made the
omission under this Agreement.
There shall be no Third-Party Beneficiaries to the terms and conditions of this Agreement, or the Services
outlined in the applicable Statement of Work.
5. Non-Transferability. All Services are intended for the Client named and identified in the Statement of
Work and shall not be transferred for the benefit of another Party, either in totality or in part.
6. Excluded Services. The Client is not entitled to any services or work by Mythics under this Agreement
other than the Services identified in the applicable Statement of Work. By way of example and not
limitation, Mythics shall not be responsible for the work outlined in the Excluded Services section of the
Statement of Work, unless expressly agreed to in the applicable Statement of Work or via a fully executed
and incorporated Change Order.
Article II – Personnel
1. Selection or Removal of Personnel. Mythics shall control the composition of the personnel team that
perform Services under this Agreement, and the Client is not entitled to select specific individuals to
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Services. Notwithstanding the previous sentence, the Client shall be entitled, for cause, to object
individuals assigned to its account and, on good cause shown, Mythics shall remove such individual and
assign a new team member in the removed individual’s place.
2. Non-Discrimination. Mythics shall not discriminate against any employee or applicant for employment
based upon sex, race, national origin, religion, color, pregnancy, ancestry, age, marital status, veteran
status, medical condition or disability, or any other legally protected basis. Mythics shall not discriminate
on such bases in any terms and conditions of employment, including, but not limited to, hiring,
employment, promotion, demotion or transfer, recruitment, advertising, lay-off, termination, rates of pay or
other compensation, and selection for training, including apprenticeship.
3. Background Checks. Mythics complies with laws and regulations pertaining to permitted criminal and
other background investigations and screening (collectively, “background screening”) and the permitted
uses of the findings of such background screening. Mythics may itself conduct pre-hiring background
screening with respect to certain employment positions. If the Client requires background screening of
Mythics’ employees or subcontractors, for whom such requested background screening has not already
been performed by Mythics, Mythics will conduct such background screening (consistent with applicable
law) and the costs of such screening shall constitute Reimbursable Expenses. Mythics will provide the
results of the background screening to Client, if requested and if permitted by applicable law. Mythics will
not include on the Client’s account individuals who have not passed background screening requirements
appropriate for the position at issue.
4. Drug Screening. Mythics’ personnel are all subject to Drug Screening at the time of hire and/or as may be
required to enforce its Drug Free Workplace policy. Mythics adheres to the then current standards for
Department of Transportation drug testing. Should additional drug screening be required as part of the
Statement of Work, Client shall provide such requirements to Mythics prior to the execution of the
Statement of Work and Client shall be responsible for the costs associated with any additional drug
screenings.
5. Non-Solicitation. To the fullest extent permitted by law, it is expressly agreed that neither Party will
directly solicit, hire, consult, or otherwise contract with any employee(s) of the other Party who are
associated with the investigation / marketing efforts and subsequent proposals, and/or contract/subcontract
efforts called for under this Agreement during the course of this Agreement and for a period of one (1) year
thereafter without prior written consent of the other Party. This shall not prohibit one Party from hiring any
employee of the other Party who responds to (i) routine employment solicitations, or open house or job fair
events, (ii) widely distributed announcements of job openings or (iii) an employee search firm acting on
such party’s behalf, so long as the party did not direct or encourage such firm to solicit employees of the
other party.
6. Subcontractors. Mythics may utilize subcontractors in the performance of Services. Any subcontractors
will be bound by confidentiality obligations no less restrictive than those contained herein. Mythics shall
remain responsible for the performance of the Services under the applicable Statement of Work, as well as
any subcontractors performing the Services on Mythics’ behalf.
Article III – Compensation
1. Fees. The Client shall pay to Mythics the fees specified in each Statement of work (collectively, “Fees”).
2. Invoices. Unless otherwise specified in a Statement of Work, Mythics shall submit invoices for Fees on a
monthly basis, and each invoice shall include the applicable Statement of Work number, the nature of the
Services provided, and the period of covered by the invoice. Invoices for Hourly Fees shall include time
sheets specifying daily hours for each week, and Mythics shall associate invoiced hours with the tasks
specified in the applicable Statement of Work.
3. Payment Terms. Unless otherwise specified in a Statement of Work, all payments from Client to Mythics
are due in full within thirty (30) days after receipt of a valid invoice. If Client wishes to dispute any invoice
or portion of any invoice, the Client must notify Mythics in writing within thirty (30) calendar days of
receipt of Mythics’ invoice, and the written notice must contain (i) the amount disputed, and (ii) sufficient
explanation as to the reason for disputing the invoice, such as to allow Mythics to provide a response to the
dispute or to correct any issues in a timely fashion. The Parties shall negotiate in good faith to resolve any
disputed invoices or portions thereof in an expeditious manner. Any portion of an invoice that is not
disputed shall be paid in full in accordance with the terms herein. If any portion of a bill has not been paid,
except for items disputed by the Client, within the sixty (60) day period, interest at the rate of 6% per
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annum, compounded monthly, of all owed amounts, shall automatically be added to the amount owed. If
any balance remains outstanding seventy- five (75) days following the date of the invoice, Mythics may
terminate this Agreement or any portion thereof. Termination of this Agreement or any portion thereof
pursuant to this provision shall not release Client from any of its obligations hereunder. If it becomes
necessary for Mythics to pursue any debts owed, Mythics shall be entitled to the recovery of any costs
related to collections efforts on any outstanding debts; including, but not limited to, collections fees, legal
costs, reasonable attorney’s fees, court costs, and any costs associated with enforcing a judgement.
Client shall confirm via telephone conversation with the appropriate accounts receivable point of contact
any changes to routing, banking or other payment-related information. Client shall be solely responsible for
ensuring all payments are received by Mythics as required herein.
All payment or invoice inquiries should be directed to the following points of contact:
Mythics, Inc.
Accounts Receivable
4525 Main Street, Suite 1500
Virginia Beach, Virginia 23462
Attn: Accounts Receivable
Telephone: 757-412-4362
Facsimile: 757-963-6198
Email: Invoicingteam@mythics.com
Client Name
Accounts Payable
Street Address
City, State ZIP
Attn:
Telephone:
Facsimile:
Email:
Article IV – Confidentiality, Indemnity and Limitation of Liability
1. Confidentiality. In performing consulting services under this Agreement, Mythics may be exposed to and
will be required to use certain “Confidential Information” (as hereinafter defined) of the Client. Mythics
agrees that Mythics will not, and Mythics’ employees, agents or representatives will not, use, directly or
indirectly, such Confidential Information for the benefit of any person, entity or organization other than the
Client, or disclose such Confidential Information without the written authorization of the President of the
Client, either during or after the term of this Agreement, for as long as such information retains the
characteristics of Confidential Information.
“Confidential Information” means information, not generally known, and proprietary to the Client or to a
third party for whom the Client is performing work, including, without limitation, information concerning
any patents or trade secrets, confidential or secret designs, processes, formulae, source codes, plans,
devices or material, research and development, proprietary software, analysis, techniques, materials or
designs (whether or not patented or patentable), directly or indirectly useful in any aspect of the business of
the Client, any vendor names, client and supplier lists, databases, management systems and sales and
marketing plans of the Client, any confidential secret development or research work of the Client, or any
other confidential information or proprietary aspects of the business of the Client. All information which
Mythics acquires or becomes acquainted with during the period of this Agreement, whether developed by
Mythics or by others, which Mythics has a reasonable basis to believe to be Confidential Information, or
which is treated by the Client as being Confidential Information, shall be presumed to be Confidential
Information.
2. Indemnification. Mythics covenants to fully indemnify, save and hold harmless Client, its officers,
employees, and agents ("Indemnitees") against all liability, damage, loss, claims, demands and actions
brought by a third party of any kind on account of 1) personal injuries (including, without limiting the
foregoing, workers' compensation and death claims), or 2) property loss or damage of any kind, which arise
out of or are in any manner connected with, or are claimed to arise out of or be in any manner connected
with services or products provided by Mythics under this agreement which may be attributed to negligence
or willful misconduct by Mythics.
In the event an indemnifiable event arises, the Indemnitee shall do the following:
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a. Notifies Mythics promptly in writing, as soon as practicable, but not later than 30 days after the
Indemnitee receives notice the claim, (or sooner if required by applicable law);
b. gives the Mythics sole control of the defense and any settlement negotiations; and
c. gives the Mythics the information, authority, and assistance the Provider needs to defend against
or settle the claim.
If the aforementioned requirements are not met, and such action or inaction on the part of the Indemnitee
unreasonably hinders or harms Mythics’ ability to adequately defend against such claims, Mythics shall be
alleviated from its indemnification obligations and the Indemnitee(s) shall have waived there right to seek
such Indemnification. Client may, at any time and for any reason, elect to retain counsel and participate in
the defense at its own expense.
3. Intellectual Property Indemnification. If a third party makes a claim against you (“Recipient”), that any
information, design, specification, instruction, software, data, or material (“Material”) furnished by Mythics
(“Provider”), and used by the Recipient infringes its intellectual property rights, the Provider, at its sole
cost and expense, will defend the Recipient against the claim and indemnify the Recipient from the
damages, liabilities, costs and expenses awarded by the court to the third party claiming infringement or the
settlement agreed to by the Provider if the Recipient does the following:
a. Notifies the Provider promptly in writing, not later than 30 days after the Recipient receives notice
the claim, (or sooner if required by applicable law);
b. gives the Provider sole control of the defense and any settlement negotiations; and
c. gives the Provider the information, authority, and assistance the Provider needs to defend against
or settle the claim.
If the Provider believes or it is determined that any of the Material may have violated a third party’s
intellectual property rights, the Provider may choose to either modify the Material to be non-infringing
(while substantially preserving its utility or functionality) or obtain a license to allow for continued use, or
if these alternatives are not commercially reasonable, the Provider may end the license for, and require
return of, the applicable Material and refund any fees the Recipient may have paid to the other party for it
and any unused, prepaid technical support fees you have paid for the license. The Provider will not
indemnify the Recipient if the Recipient alters the Material or uses it outside the scope of use identified in
the Provider's user documentation or if the Recipient uses a version of the Materials which has been
superseded, if the infringement claim could have been avoided by using an unaltered current version of the
Material which was provided to the Recipient. The Provider will not indemnify the Recipient to the extent
that an infringement claim is based upon any information, design, specification, instruction, software, data,
or material not furnished by the Provider. Mythics will not indemnify you to the extent that an infringement
claim is based upon the combination of any Material with any products or services not provided by
Mythics. Mythics will not indemnify you for infringement caused by your actions against any third party if
the program(s) as delivered to you and used in accordance with the terms of this agreement would not
otherwise infringe any third-party intellectual property rights. Mythics will not indemnify you for any claim
that is based on: (1) a patent that you were made aware of prior to the effective date of this agreement
(pursuant to a claim, demand or notice); or (2) your actions prior to the effective date of this agreement.
This section provides the parties' exclusive remedy for any infringement claims or damages.
4. Limitation of Liability. UNDER NO CIRCUMSTANCES SHALL EITHER PARTY BE LIABLE FOR
ANY INDIRECT, INCIDENTAL, SPECIAL, PUNITIVE, OR CONSEQUENTIAL DAMAGES
(INCLUDING, WITHOUT LIMITATION, DAMAGES FOR LOST PROFITS, REVENUE, DATA, USE,
OR SAVINGS) INCURRED BY EITHER PARTY, OR ANY THIRD PARTY, WHETHER IN AN
ACTION IN CONTRACT OR TORT, EVEN IF THE OTHER PARTY OR ANY OTHER PERSON HAS
BEEN INFORMED OF THE POSSIBILITY OF SUCH DAMAGES. EXCEPT FOR A VIOLATION OF
THE CONFIDENTIAL INFORMATION SECTION BELOW, MYTHICS’ TOTAL LIABILITY UNDER
THIS AGREEMENT, FOR ANY CAUSE OF ACTION WHATSOEVER, SHALL BE LIMITED TO THE
AMOUNT OF FEES PAID BY CLIENT UNDER THE APPLICABLE STATEMENT OF WORK FROM
WHICH SUCH LIABILITY ARISES.
Article V – Representations and Warranty
1. Representations. Mythics hereby represents it is a business appropriately registered and in good standing
in the applicable jurisdiction and has not been disbarred, recommended for disbarment or otherwise subject
to any disciplinary action that would prevent Mythics from fulfilling its obligations under this Agreement.
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Mythics has also not previously assumed any obligation(s) inconsistent with those undertaken by Mythics
pursuant to this Agreement.
2. Warranty. In rendering services under this Agreement, Mythics’ work shall be performed in a good and
workmanlike manner by fully qualified personnel, in conformance with the applicable Statement of Work,
and in accordance with generally accepted industry standards. Any deliverables shall conform in material
respect to the applicable Statement of Work, and deliverables shall not knowingly contain viruses, worms,
trojan horses, or other destructive or malicious devices or codes. Mythics shall not use time, materials, or
equipment of the Client without the prior written consent of the Client. For the avoidance of doubt, a fully
executed Statement of Work shall constitute the necessary consent of the client to use time, materials or
equipment of the Client in accordance with the applicable Statement of Work.
THIS WARRANTY IS EXCLUSIVE AND MYTHICS MAKES NO WARRANTIES (AND
EXPRESSLY DISCLAIM ANY AND ALL SUCH WARRANTIES), WHETHER EXPRESS, IMPLIED,
STATUTORY, OR OTHERWISE, INCLUDING, WITHOUT LIMITATION, WARRANTIES OF
MERCHANTABILITY, NON-INFRINGEMENT, OR FITNESS FOR A PARTICULAR PURPOSE. FOR
ANY BREACH OF THE WARRANTY, CLIENT’S EXCLUSIVE REMEDY, AND MYTHICS ENTIRE
LIABILITY, SHALL BE THE RE-PERFORMANCE OF THE DEFICIENT SERVICES, OR IF
MYTHICS CANNOT SUBSTANTIALLY CORRECT A BREACH IN A COMMERCIALLY
REASONABLE MANNER, YOU MAY END THE RELEVANT SERVICES AND RECOVER THE
FEES PAID TO MYTHICS FOR THE DEFICIENT SERVICES.
Article VI – Performance Conditions
1. Client Obligations. In order to deliver the Services in accordance with the applicable Statement of Work,
Mythics necessarily relies on the client for full and timely cooperation, support and information. As such,
this section sets forth the Client’s obligations in that regard. Additional obligations may be identified in the
applicable Statement of Work, if deemed necessary or appropriate by Mythics. Any failure by Client to
fulfill the obligations set forth in this provision may result in the need for a Change Order, due to increased
cost or time necessary to perform the Services in the applicable Statement of Work, or as provided for in
the terms of this Agreement, termination of the Services.
a. Client shall be responsible for the cost of obtaining any necessary background checks or
clearances for Mythics personnel.
b. Client shall provide Mythics access to the business, client, and technical information and facilities
necessary to perform its contractual obligations.
c. Client shall be responsible for coordinating with other organizations, contractors, and/or Third-
Party Vendors to obtain any necessary information in a commercially reasonable time in order to
prevent delays in Mythics’ performance.
d. Client shall ensure appropriate personnel are available in a timely manner to meet with Mythics, as
necessary, to allow Services to be performed in accordance with the applicable Statement of Work
or to address any matters of concern.
e. Unless otherwise addressed in the Statement of Work, Client shall ensure that all relevant in scope
Client Systems are up to date with patching and are on the most recent patching cycle at the time
of project commencement.
f. Client shall allow Mythics to install and have full access to the Client Systems’ tools necessary for
fulfillment of the Services.
g. Client shall provide Mythics with the IT resources necessary to install, configure, and run the
automation tools necessary to perform the Services.
h. Client shall provide Mythics with detailed and current change management policies and
procedures, in a commercially reasonable amount of time prior to the commencement of any
Services, to allow for full review and compliance.
i. Client shall be responsible for all negotiations with hardware, software, or other vendors, or any
other contractual relationship between the Client and Third Parties. Mythics, at the request of
Client, may provide suggestions regarding optimal product or vendor selection.
j. Client shall, during the term of this agreement, be responsible for Client IT infrastructure,
including its physical hardware, network connectivity, and on-premises and cloud based
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environments, and shall ensure that equipment within the Client IT infrastructure (i) originates
from an authorized source, and is not counterfeit or otherwise adulterated; (ii) is supported by the
Third Party vendor of such equipment; (iii) is stored and maintained in an appropriate physical
location that meets such vendor’s guidelines; and (iv) remains free from environmental influences
and conditions that may hinder or impair performance.
k. Client shall, during the term of this Agreement, ensure that Client Software (i) originates from an
authorized source and is not counterfeit or otherwise adulterated; (ii) is properly licensed or the
subject of a current subscription agreement; and (iii) remains supported by its vendor and has not
been deprecated.
l. Client shall ensure that the Client Systems are protected by information security controls
consistent with good practice and applicable law, including (i) a licensed, up to date and vendor
supported (a) server based antivirus solution that covers servers, desktops, notebooks/laptops,
email and all other relevant components of the Client Systems; (b) server based backup solution
that can be monitored and that will send notifications on job failures and successes; and (c)
hardware firewall between the Client’s internal network and the Internet; (ii) secure encryption of
wireless data traffic in the Client environment; and (iii) other requisite physical, technical and
administrative controls.
m. Client shall, in accordance with good practice, maintain requisite Client IT Services other than
those provided by Mythics in connection with the Services detailed in the Statement of Work.
n. Unless otherwise provided for in the applicable Statement of Work, Client shall be responsible for
testing and installing necessary updates (and upgrades) to the Client Systems in accordance with
good practice.
o. Client shall be solely responsible for the content of all data and information the Client, or its
Third-Party vendors, post to the Client Systems.
p. Client shall bear the costs associated with the fulfillment of its responsibilities under this section,
unless otherwise provided for in the applicable Statement of Work.
q. Client shall be responsible for obtaining and maintaining the necessary insurance policies to cover
all its Client owned hardware, software and systems, Property, Personnel and Premises, and any
Third Party owned equipment contractually requiring such coverage.
r. Client shall ensure that it complies with the requirements and restrictions set forth in the Portal
Use and Conditions section in this Agreement.
2. Change Orders. The Parties recognize that various factors may warrant a request by a Party for a proposed
change in the nature or scope the Services or in the nature or components of the Client Systems (each such
requested change, a “Proposed Change Order”).
Client shall be entitled, at any time and in its discretion, to request a Proposed Change Order with respect to
the then-current Services and/or the then-current Client Systems. Upon receipt of a request for a Proposed
Change Order, Mythics shall promptly prepare and present a Proposed Change Order to the Client that will
include the proposed amount of any necessary increase (or decrease) in the cost of performance resulting
from the requested change; and any other material impacts on its performance under the applicable
Statement of Work.
Mythics shall be entitled to submit, as may be necessary or desirable, Proposed Change Orders to address a
failure by the Client to meet its obligations as outlined in this Agreement or in the applicable Statement of
work; inaccuracies in an Initial Systems-Identification; or other good and sufficient cause. In its Proposed
Change Order, Mythics shall identify the reasons for its proposal, and the Fees associated with the change
in Services or Client Systems.
Promptly upon submission of a Proposed Change Order, the Parties shall meet to negotiate in good faith a
resolution to the issues presented in the Proposed Change Order, including equitable adjustments (either
increases or decreases) in applicable Fees. Upon mutual acceptance of a Proposed Change Order (as
submitted or as may be revised during the good faith negotiations), the Parties shall execute a formal
change order reflecting the subject matter and conditions of their negotiations (each a “Change Order”)
and attach it to the applicable Statement of Work. Upon execution, the services specified in the Change
Order shall be deemed to be “Services” under the applicable Statement of Work.
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A failure to agree upon a Proposed Change Order submitted by the Client shall relieve Mythics from
proceeding in performance of the Client's Proposed Change Order. A failure to agree upon a Proposed
Change Order submitted by Mythics, or on a modification required by a Change in Law, shall, upon good
cause shown, relieve Mythics from continuing to provide the affected Service; provided any associated
Fees are equitably reduced to account for the reduction in Services, and Mythics shall reflect such reduction
in subsequent invoices for the affected Service.
3. Stop Work Orders. Client may, at any time, by delivery of a written Stop Work Order to Mythics, require
Mythics to stop any or all of the Work, for thirty (30) calendar days after the Stop Work Order is delivered
to Mythics, and for any further period to which the parties may agree. Upon receipt of the Stop Work
Order, Mythics will immediately comply with its terms and take reasonable steps to minimize the costs
incurred to Client during the applicable Stop Work period. Within thirty (30) calendar days after a Stop
Work Order is delivered to Mythics, or within any mutually agreed extension of that period, Client will
either cancel the Stop Work Order or terminate the Work, as provided in the Termination clause herein. If a
Stop Work Order is cancelled, or the period of the Stop Work Order or any extension thereof expires,
Mythics will resume Work. Upon resumption of work, Mythics shall not be required to assign the same
personnel to the project. Additionally, Client shall make an equitable adjustment in the delivery schedule,
the Contract Amount, or both, if a. the Stop Work Order increased Mythics’ costs or the time required for
performance; and b. Mythics asserts its right to an equitable adjustment within thirty (30) calendar days
after the end of the applicable Stop Work period. If a Stop Work Order is not cancelled and the Work
covered by the Stop Work Order is terminated other than for cause, Client shall allow Mythics to invoice
for reasonable costs resulting from the Stop Work Order.
4. Deliverables. If applicable, Mythics shall prepare and provide to Client the reports, documentation, system
configurations, root cause analyses, and other materials and/or information as identified in the applicable
Statement of Work for delivery by Mythics to the Client (each a “Deliverable”). For the sake of clarity,
any Statement of Work billed on a Time and Materials (“T&M”) basis, shall not include any Deliverables
unless expressly identified and agreed to in the applicable Statement of Work.
a. Form of Deliverables. Deliverables will be provided in English, formatted per Mythics’
guidelines, substantially free of errors, and at a level of detail that is good and sufficient for a
person with technical proficiency in the target technology.
b. Acceptance of Deliverables. For a period of ten (10) business days after delivery, or such longer
period as may be provided under the applicable Statement of Work (the “Evaluation Period”), the
Client shall be entitled to review and test a Deliverable to determine whether it complies with such
Statement of Work (the “Acceptance Criteria”). If the Deliverable meets the Acceptance Criteria
in material respects, the Client shall accept the Deliverable and notify Mythics accordingly. If
Client does not provide a response to Mythics’ by the end of the Evaluation Period, the deliverable
shall be deemed accepted. If the Deliverable does not comply with Acceptance Criteria in material
respects, the Client shall notify Mythics during the Evaluation Period, and provide information
and assistance to demonstrate the non-compliance. Mythics shall then remedy the non-compliance,
at no additional charge. If the Client does not so notify Mythics during the Evaluation Period of
the non-conformance, the Deliverable shall be deemed accepted.
5. Intellectual Property Rights.
a. To Client. Subject to the terms and conditions of this Agreement, Mythics hereby grants to Client,
under Mythics’ Intellectual Property Rights and during and after the Term, a non-exclusive,
sublicensable, transferable, irrevocable, perpetual, paid-up, worldwide right and license to copy,
distribute, modify, perform, use, and otherwise exploit any Deliverables.
b. To Mythics. Subject to the terms and conditions of this Agreement, Client hereby grants to
Mythics, during the Term only, a limited, non-exclusive, non-transferable, non-sublicensable
license to access and use Client Data and Mythics-Managed Systems, solely for the purpose of
fulfilling its obligations to the Client under this Agreement, and for no other purpose.
c. Ownership Rights. Except for the rights expressly granted under this Article, each Party retains
sole ownership and control of its intellectual property rights, including, without limitation, to any
proprietary software or methodologies. To the extent the Client provides Mythics feedback,
enhancement requests, recommendations, or other information that is generally applicable to
managed services, Mythics shall have a paid-up license during and after the Term to use such
information in connection with its managed services.
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6. Portal Use and Conditions. If the Services outlined in the applicable Statement of Work require the Client
to use Mythics’ Managed Services Portal, the Client shall comply with this provision. The Managed
Services Portal (also referred to as the “Client Portal”, “CMP software” or “software”), is a proprietary
technology (patent pending) leveraged in the provision of the Services and is provided to customer on an
“AS IS” basis. Mythics grants to Client a non-exclusive, non-sublicensable, non-transferable, limited
license to use the software. Mythics shall retain all rights to the software. By utilizing the software, Client
agrees that it will not engage in, or allow any party to engage in, any reverse engineering or reconfiguration
of the software. Additionally, Client agrees that it will only use the software for its intended purpose and
any violation of this provision shall constitute a material breach of Client’s obligations under this
Agreement and may result in Mythics disabling Client’s access to the software and/or termination of this
Agreement in whole or in part. As the software is being offered on an “AS IS” basis, Mythics makes no
other warranties, express or implied, and hereby disclaims all implied warranties, including any warranty of
merchantability and warranty of fitness for a particular purpose.
7. Insurance. Shall be in compliance with those set forth in the requirements of the master US Communities
agreement between Mythics and Maricopa County.
Article VII - Term and Termination
1. Term. The term for any Services performed shall be defined in the applicable Statement of Work.
2. Termination for Non-Appropriations. In the event no funds are appropriated for this Agreement, or any
Statement(s) of Work issued pursuant to this Agreement, upon providing written notice to Mythics, Client
shall have the right in the applicable fiscal year to terminate this Agreement or the Statement(s) of Work
impacted by the lack of appropriated funds without penalties of any sort.
3. Termination for Cause. In the event that a Party is in material breach of any obligation under this
Agreement, the non-breaching Party may terminate this Agreement for cause after first:
a. providing the breaching Party with written notice of the breach (a “Notice of Breach”) and
b. providing thereafter a thirty (30) business day opportunity to cure beginning on the date of receipt
by the alleged breaching Party or Parties of the Notice of Breach, provided that if the breaching
Party has commenced a cure of the material breach during such cure period and is diligently
pursuing such cure, then the breaching Party shall have an additional thirty (30) business days to
complete such cure. The Parties may mutually agree to extend the cure period beyond the
additional thirty (30) business days.
If the breaching Party does not render a cure within the applicable cure period, or within a mutually agreed
upon extended period of time, this Agreement shall be deemed terminated as of the expiration of such
applicable cure period.
4. Termination of Individual Statement(s) of Work. Where a non-breaching Party has the right to terminate
this Agreement due to a material breach of a Statement of Work, it may in its discretion terminate this
Agreement or the Statement of Work affected by the material breach. Any Statement(s) of Work that are
not terminated shall continue in full force and effect under this Agreement.
5. Termination for Insolvency. To the extent permitted by law, in the event a Party shall make an
assignment for the benefit of creditors or shall have a petition in bankruptcy filed for or against it that is not
dismissed within sixty (60) calendar days, the other Party shall have the right to immediately terminate this
Agreement.
6. Termination by Mutual Agreement. The Parties may, at any time, agree in writing to terminate this
Agreement or any Statement(s) of Work issued pursuant to this Agreement.
7. Termination for Convenience. Mythics may, at any time and upon providing thirty (30) business days
written notice to Client, terminate this Agreement without cause.
8. Effect of Termination.
a. Cessation of Services and Access. Upon expiration or termination of this Agreement (subject to
the partial termination process set under the subsection titled, Termination of Individual
Statement(s) of Work)):
i. Mythics shall cease providing the Services;
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ii. Mythics shall disable Client’s access to any Client Portals;
iii. the Client shall disable Mythics’ access to any other Client Systems and Mythics shall not
exercise or seek to exercise access privileges to such Client Systems; and
iv. each Party shall return the other Party’s Confidential Information or certify in writing to
its destruction.
b. Return of Equipment. Within 30 days of the expiration or termination of this Agreement,
Mythics will return to Client the materials, supplies, equipment, and other items provided or paid
for by Client (if any), to the extent not yet fully consumed by Mythics in the performance of the
Services.
9. Unpaid Fees Upon Termination. Termination of this Agreement for any reason shall not excuse the
Client’s obligation to pay in full any and all undisputed amounts that have accrued, nor shall termination by
Mythics’ result in a refund of Fees paid.
Article VIII – General
1. Headings. All headings, titles, subtitles utilized herein are for reference purposes only.
2. Notice(s). All notices, requests, consents, and other communications hereunder (a “Communication”) shall
be in writing and shall be deemed to have been given:
a. If mailed, on the date of receipt of such Communication when sent via first class United States
registered mail, return receipt requested, postage prepaid to the address listed below for the Party
to whom the Communication is being sent (the “Notice Party”);
b. If hand delivered or delivered by courier, upon actual delivery of such Communication to the
Notice Party at the address listed below for such Notice Party; or
c. If sent by electronic mail or other electronic means, on the first business day after the date of the
sender’s receipt of a confirmed transmission of such Communication to the Notice Party at the
electronic mail address, if any, listed below for such Notice Party provided the party giving such
Communication mails a copy of such Communication within two days after the electronic
transmission of such Communication by facsimile to the Notice Party.
The addresses, electronic mail address (email), and facsimile numbers for each party to this
Agreement, as of the date of this Agreement, are:
Address
City, State ZIP
Attn:
Telephone:
Facsimile:
Email:
4525 Main Street, Suite 1500
Virginia Beach, VA 23462
Attn: Contracts
Telephone: 757-412-4362
Facsimile: 757-412-1060
3. Modification. No modification, termination or attempted waiver of this Agreement, or any provision
thereof, shall be valid unless in writing signed by the party against whom the same is sought to be enforced.
4. Waiver of Breach. The waiver by a party of a breach of any provision of this Agreement by the other party
shall not operate or be construed as a waiver of any other or subsequent breach by the party in breach.
5. Order of Precedence. In the event of any inconsistencies or conflicts between the terms and conditions
herein and other contract documents, the following order or precedence shall be used to determine the
which terms will supersede:
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a. The applicable Statement of Work and any fully executed and incorporated Change Orders.
b. The terms in this Exhibit I (as may be amended or modified).
c. The terms and conditions of the US Communities Contract.
d. Any other contract documents.
6. Compliance with the Law. The Parties hereby covenant to comply with all applicable federal, state and
local laws and regulations for the duration of this Agreement.
7. Disputes. Disputes under this agreement shall be referred to the appropriate Client president, or their
designee, and Mythics’ president, or their designee, thirty (30) days before either party may commence
formal proceedings; provided however, that this provision shall not restrain either party from seeking
injunctive or equitable relief.
When seeking to resolve a dispute, the party’s designated executives shall consider the types and impacts of
the disputed matters, the effect of the dispute on the Program and Client’s success as awardee, the cost to
both parties of resolving the dispute and the practical effects on the business of each party resulting from
the resolution or failure to resolve any such dispute. In the event that the designated executives are unable
to resolve a dispute in the required time or longer, if extended by the mutual agreement of the parties, either
party may then submit the matter for formal proceedings which may include litigation or alternate dispute
resolution. In the event litigation is necessary to enforce any provision of or resolve any dispute arising out
of this Agreement, the Parties agree that any proceeding relating to or arising from the Agreement shall be
heard and litigated exclusively in a state or federal court, having appropriate jurisdiction over such matters,
located in the Client’s state of incorporation or business operations. Each party hereto consents to the
personal jurisdiction in any such action brought in any such court, consents to service of process by
registered mail upon each party’s designated legal counsel and waives any objection to venue in any such
courts and any claim that any such court is an inconvenient forum. During this process, each party will
continue performing its obligations under this Agreement.
8. Governing Law. This Agreement shall be governed and construed in accordance with the laws of the
Client’s state of incorporation or business operations without giving effect to such State’s principles of
conflicts of laws and the laws of the United States of America.
9. Partial Invalidity. In case any one or more of the provisions contained herein shall, for any reason, be held
to be invalid, illegal, or unenforceable in any respect, such invalidity, illegality or unenforceability shall not
affect any other provisions of this Agreement, but this Agreement shall be construed as if such invalid,
illegal or unenforceable provision or provisions had never been contained herein.
10. Changes in Law. In the event that Mythics is wholly or partially prevented from or hindered in providing
one or more Services by a change in applicable law (or changes in the interpretation or enforcement thereof
by a governmental authority with requisite jurisdiction) (each a “Change in Law”), then Mythics shall not
be obligated to deliver the affected Services; and the Parties shall treat the Change in Law as a Proposed
Change Order and proceed in accordance with the requirements for Change Orders contained herein.
11. Force Majeure. Neither Party shall be liable to the other for any loss, claim or damage as a result of any
delay or failure in the performance of any obligation hereunder, directly or indirectly caused by or resulting
from: acts of the government; acts of God; acts of third persons; strikes, embargoes, delays in the mail,
transportation and delivery; power failures and shortages; fires; floods; epidemics, pandemics and
unusually severe weather conditions; or other causes which do not result from the fault or negligence of
such Party.
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MYTHICS, INC. LLC., 4525 MAIN STREET, SUITE1500, VIRGINIA BEACH, VA 23462
PRICING SHEET: NIGP CODE 20655
Terms: NET 30
Vendor Number: VS0000003170
Certificates of Insurance Required
Contract Period: To cover the period ending November 30, 2023 2028.
Capital Road
Improvement and
Preservation Program
(CRIPP)
2024 through 2031
Contra Costa County Public Works Department
255 Glacier Drive, Martinez, CA 94553
www.contracosta.ca.gov/227/Public-Works
Phone 925-313-2000
Email admin@pw.cccounty.us
Table of Contents
The CRIPP ................................................................................................................ 3
How to Use This CRIPP Document ............................................................................. 4
Budgets are Communication Tools .......................................................................... 4
Accomplishments since the previous CRIPP ................................................................ 5
CRIPP Projects ...................................................................................................... 5
The Mission and Goals of the CRIPP........................................................................ 6
Countywide Roadway Inventory ................................................................................. 8
Meeting the Needs of Transportation Users ................................................................ 8
Active Transportation Plan ..................................................................................... 9
Vision Zero Program ............................................................................................ 10
Complete Streets ................................................................................................. 11
Transportation Infrastructure Challenges .................................................................. 11
Pavement Condition ............................................................................................. 11
Pedestrian and Bicycle Infrastructure .................................................................... 12
Sidewalks and Curb Ramps ............................................................................... 12
Bicycle Connectivity .......................................................................................... 13
Traffic Signals ..................................................................................................... 14
County Bridge Program ........................................................................................ 15
Green Stormwater Infrastructure .......................................................................... 16
Climate Change ................................................................................................... 17
Limited Resources ............................................................................................... 18
Increasing Costs .................................................................................................. 19
Changing Priorities ............................................................................................... 19
The Next Seven Years ............................................................................................. 20
Revenue Sources ................................................................................................. 21
Gas Tax Funds ................................................................................................. 21
Local Funding ................................................................................................... 21
State Funding................................................................................................... 22
1
Competitive Grant Funding ................................................................................ 23
Tabulation of Revenues and Expenses .................................................................. 24
Road Program Outlook ............................................................................................ 25
Capital Road Projects: Countywide and Supervisor Districts ....................................... 29
Countywide Projects ......................................................................................... 31
Supervisor District I .......................................................................................... 35
Supervisor District II ......................................................................................... 45
Supervisor District III ........................................................................................ 55
Supervisor District IV ........................................................................................ 67
Supervisor District V.......................................................................................... 73
List of Appendices
Appendix A: Abbreviation Index
Appendix B: Staff Reports and Resolutions
B.1 County Road Improvement and Preservation Policy
B.2 Acceptance of Active Transportation Plan
B.3 Adoption of Vision Zero Action Plan
B.4 Adoption of Complete Streets Policy
B.5 Gas Tax Board Order
B.6 Staff Report for Approval of Projects Funded by SB1
B.7 Staff Report to Adopt the 2024-2030 CRIPP
Appendix C: Areas of Benefit
Appendix D: Unfunded Project List
2
The CRIPP
The Contra Costa County Capital Road Improvement and Preservation Program (CRIPP)
describes how the Public Works Department (PWD) maintains and improves the County’s
infrastructure within the public road right of way. The CRIPP explains upcoming projects
and their budgets to improve the County’s roadways, bridges, storm drains, traffic lights,
bike infrastructure, sidewalks, curb ramps, and roadway landscaping. See Appendix A for
an abbreviation index and Appendix B.1 for the CRIPP policy.
The CRIPP also is an expenditure plan that lays out the funded transportation projects in
the County for the next seven years and is approved by the Board of Supervisors. It is
pivotal to the County’s Road Program, which aims to provide a safe, efficient, and reliable
transportation system that balances social, environmental, and economic needs of the
County.
This capital budget presented in the CRIPP emphasizes:
• Leveraging federal and state grants with local funds to maximize available funding
for new infrastructure;
• Responsibly managing funds to maintain and improve existing infrastructure;
• Planning for future demands on the transportation system; and
• Effectively managing fiscal resources and seeking funding opportunities.
It is also important to note:
• The CRIPP is a planning document. When the Board of Supervisors approves the
CRIPP, it does not automatically approve each individual project listed in the
document. Each project in the CRIPP is subject to its own separate public
environmental review, engineering feasibility analysis, and environmental
assessment.
• As information is gathered about each project, PWD may determine that the
project cost will likely vary significantly from what was originally estimated for
reasons not known at the time the CRIPP was published. In such cases, the PWD
will study various alternatives to find a solution to address the funding shortfall or
by identifying other funding sources. PWD will adjust subsequent CRIPPs to reflect
the changes to the project scope or cost.
3
How to Use This CRIPP Document
The CRIPP is divided into two sections. The first section provides an in-depth explanation
of the Road Program and summarizes the status of the Road Program over the last two
years since the previous CRIPP was adopted.
This introduction also describes elements of the road program that are not necessarily
capital projects such as Vision Zero and the implementation of the County’s Active
Transportation Plan. It also provides information on the various types of funding available
and provides a summary of the overall capital budget.
The second section summarizes all active projects and how all funding revenue will be
allocated over the next seven years. Project worksheets describe each project and provide
budget information in further detail.
The appendices contain additional information. Appendix A is helpful because it contains
an abbreviation list. The transportation industry uses many abbreviations, which are not
always indicated in the text and tables. Appendix B contains useful policies, staff reports,
and background on the CRIPP and the elements that make up the CRIPP.
Budgets are Communication Tools
This CRIPP communicates challenges, opportunities, and choices presented in
maintaining and improving Contra Costa County’s public roadway infrastructure.
This document and its projects have been reviewed by a number of people throughout
the County including various County staff and members of the public prior to its adoption.
This outreach was accomplished through public workshops and community meetings such
as those held by area Municipal Advisory Councils. Input has also been received from
members of the Board of Supervisors and their staff, from PWD staff, and from
Department of Conservation and Development (DCD) staff.
4
Accomplishments
since the previous
CRIPP
Highlights from the past two years
include the following:
• About 92 miles of the 657 miles of roadway
that is maintained by the County were
surface treated as part of the pavement
preservation program.
• Conducted pavement dig out and base failure
repair projects at sites in Bay Point,
Lafayette, Pacheco, Contra Costa Centre, and
Kirker Pass Road.
• Installed 14 curb ramps at selected
intersections in Kensington, two curb ramps
in Rodeo, and 12 curb ramps in Bay Point.
• Made complete streets improvements
including the County’s first roundabout on
Danville Boulevard in Alamo.
CRIPP Projects
Capital road projects are located in the
unincorporated portions of the County and
have unique scopes of work such as adding
sidewalks, bike lanes, cross walks, curb
ramps, traffic signals, and other safety
devices.
Capital road projects often involve significant
public outreach and design. Some include
regulatory permitting and utility coordination
or relocation before construction can begin.
A key distinction between a capital project
and one that is in the operating budget is
that capital projects are distinct, usually
Recently Completed Projects
San Pablo Dam Road and Bailey Road Signal
Hardware Upgrades
This project upgraded the signal hardware for traffic
lights on important intersections on San Pablo Dam
Road and Bailey Road. This included upgrading the
intersections, as well as installing cameras for safety
features known as “advanced dilemma detection” at
the intersections. This $1.5 million project was being
completed in 2024
published.
Marsh Drive Bridge
This was a major bridge replacement project over the
Walnut Creek Channel. The existing 1938 bridge was
replaced with a new one that meets current standards
and allows for safe public access with bicycle and
pedestrian facilities. This $17 million project was
completed in 2023.
Danville Boulevard Roundabout
This will be the first County maintained roundabout
downtown Alamo.
million in federal f
Improvement Program. Construction of this project
began in 2023 with a project cost of $8 million. The
project was being completed in 2024 at the time the
CRIPP was being published.
5
multi-year projects that are independently funded by one or many sources, or that add
or modify some facility or feature within the road right-of-way. In contrast, projects in
the operating budget chiefly focus on maintaining the facilities the County already has.
In some cases, a maintenance cycle job such as a chip or slurry seal may be considered
a capital project if it uses a contractor instead of PWD maintenance forces.
The Mission and Goals of the CRIPP
The mission of the Capital Road Program is to finance, design, build, and maintain
roadway infrastructure in the unincorporated areas of the County. Each capital project is
selected based on criteria that PWD has developed, which meet one or more of the
following six goals:
•Safety: This type of project improves a road or an intersection such that it either
tends to cause people to drive more slowly, provides a separation between
motorists and bicyclists and pedestrians, or warns motorists if they may be
departing their lane. The goal is to reduce the frequency and severity of collisions.
•Reliability: This type of project or activity restores a road or other piece of
infrastructure to a better condition. As a road degrades, surface treatment
activities like slurry or chip seals improve the condition of the road. However, if a
road degrades too far before such treatment is performed, the road will further
degrade and may require a much more expensive treatment, which could include
removing the old pavement and replacing it with new pavement. As roads age,
they get exponentially more expensive to repair. PWD has typically performed less
expensive but more frequent surface treatments that extend the life of the
pavement. However, there have been budgetary pressures that have caused PWD
to defer the maintenance to later years. The consequence of deferring
maintenance is that it borrows money from the future in terms of pavement
replacement costs because PWD could otherwise use a less expensive method.
•Efficiency: This type of project typically adds capacity or improves efficiency for
motor vehicles travelling on County roads. Efficiency projects are designed to
improve the level of service (LOS) of roadway corridors and intersections. LOS is
a measure of how much delay a motorist encounters on corridors and at
intersections. These projects may include adding new travel lanes or turning lanes.
They also include signal timing adjustments that require analysis of how each
intersection operates. As local, state, and federal policies have moved toward
complete streets, the County has focused on performing fewer efficiency projects,
with more focus on achieving other goals. With the State of California’s new
emphasis on reducing Vehicle Miles Traveled (VMT) with the passage of SB 743
6
(Steinberg, 2013), LOS analysis for the automobile is no longer evaluated under
the California Environmental Quality Act (CEQA).
• Multi-Modal Mobility: This type of project includes improving bicycle, pedestrian,
and transit uses within the right of way. Pedestrian and bicycle infrastructure is
built where feasible in accordance with the County’s Complete Streets Policy and
Active Transportation Plan (ATP). Infrastructure that promotes connectivity of all
roadway users, especially pedestrian, bicycle, and transit promotes a thriving
community. One key advantage of focusing on multi-modal projects is they often
result in fewer cars using the corridor because of the mode shift (i.e. drivers
become pedestrians or bicyclists). This in turn would improve LOS, and thus
benefit the efficiency goal discussed above.
• Equity/Environmental Justice: Environmental Justice means the just treatment and
meaningful involvement of all people, regardless of income, race, color, or other
defining characteristic in decision-making that affects human health and the
environment so that people are fully protected from disproportionate and adverse
human health, environmental effects, and hazards such as those caused by the
construction and operation of transportation facilities. Equity is a large part of that,
and one aspect of it is with regard to socio-economic status. For example, people
who live in communities that are considered “impacted” because their median
income falls below a certain level are being given a higher priority than other
communities because there has been a push by governments in recent years to
apply more resources to these underserved areas. Another form of equity is the
Americans with Disabilities Act and the requirements to make the road right of way
accessible to all users, regardless of disability. Most grant opportunities that are
offered today rate equity and environmental justice as a high criterion for project
selection. This means there is substantial investment being made in impacted
communities to boost safety and multi-modal mobility.
• Sustainability: Today there is more focus on the longevity of projects than there
was in the past, which is especially true in the face of climate change. Sustainability
projects may consider sea level rise by modifying a location that is within the path
of inundation. They may also consider a reduction in greenhouse gas emissions,
which are a biproduct of vehicle exhaust linked to climate change. This provides
further justification for multi-modal projects and projects that decrease traffic
congestion.
7
Countywide Roadway Inventory
In order to provide a sense of scale, below is an overview of Contra Costa County roadway
inventory.
•657 miles of Publicly Maintained Roadway (as of 2024)
•81 miles of Bikeway (Class 1 Trails, Class 2 Bike Lanes, and Class 3 Bike Routes)
•105 Traffic Signalized Intersections
•107 Four-Way Stop-Controlled Intersections
•1,234 Two-Way Stop-Controlled Intersections
•1,075 Crosswalks
•86 Vehicle Bridges with more than a 20-foot span
•11 Vehicle Bridges with less than a 20-foot span
•9 Pedestrian Bridges
•440 miles of Sidewalk
Meeting the Needs of Transportation Users
The transportation network is an always-evolving system with a wide variety of users and
needs that must be met safely and efficiently. The need to create new safe systems while
maintaining existing facilities is important. PWD gathers the needs of its constituents by
analyzing various data such as demographics, economic indicators, health statistics,
collision data, and social trends. This data-driven approach helps the County to identify
areas of concern and to understand the specific needs of different communities.
The County has also used this data to develop plans and programs that address a range
of transportation issues in the County. Most communities have safety and traffic issues
as common areas of concern. The development and implementation of plans and policies
such as the ATP, Vision Zero, and Complete Streets are proven methods of planning and
programs that help address these issues.
8
Active Transportation Plan
Contra Costa County has created an Active
Transportation Plan (ATP), which focuses on
improving walking, biking, and rolling
(i.e., wheeled mobility devices used by people
with disabilities, strollers, scooters,
skateboards, etc.) in the unincorporated areas
of the County. Input from community
members helped to develop this plan.
Everyone who shared experiences, challenges,
and visions of walking, biking, and rolling was
very helpful.
The ATP has a list of prioritized project recommendations that will:
• Improve roadway infrastructure conditions and create new routes for people to
walk, bike, and roll.
• Make walking, biking, and rolling to parks, schools, stores, and other community
destinations safer and more comfortable.
• Prioritize community engagement efforts and project recommendations in
disadvantaged communities.
• Develop a list of implementable projects to help the County improve safety and
comfort for people walking, biking, and rolling.
An update process for the ATP was completed in April 2022. Please see Appendix B.2 or
visit https://www.contracosta.ca.gov/ActiveTransportation for more
information.
9
Vision Zero Program
Vision Zero is a change in how to think about and
approach fatalities and major injuries on the
roadways. Instead of accepting collisions that result
in fatalities and serious injuries as inevitable, Vision
Zero requires people to instead think of these
collisions as preventable through a Safe System
Approach. A Safe System Approach addresses the five
elements of a safe transportation system through
shared responsibility and redundancy using the
following elements: safe road users, safe vehicles,
safe speeds, safe roads, and post-crash care.
For too long, fatalities and severe injuries from traffic collisions have been viewed as
inevitable side effects of modern life. Each year, more than 40,000 people nationwide the
population of a small city are needlessly killed in traffic collisions on American streets and
thousands more are injured. While often referred to as “accidents,” the reality is that
these tragedies can be prevented by taking a more proactive, preventative approach that
prioritizes traffic safety as a public health issue.
On March 1, 2022, the County adopted the Action Plan from the Vision Zero Final Report
that was crafted by the PWD, DCD, and the Contra Costa Health Department. Outside
agencies and groups, such as the California Highway Patrol (CHP), the Contra Costa
Transportation Authority (CCTA), 511 Contra Costa, and bicycle advocates provided
important assistance to the County in this effort. The County passed a resolution on
November 28, 2023, making Contra Costa County an official Vision Zero County in
California.
Vision Zero includes capital improvements, but it is more than that. Contra Costa’s
commitment to Vision Zero brought together a multi-disciplinary group that became the
Technical Advisory Committee (TAC) that formed to address key Vision Zero focus areas
for the County using the Safe System Approach into the future.
For more information, please see Appendix B.3 or visit the County’s website at
https://www.contracosta.ca.gov/VisionZero.
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Complete Streets
Contra Costa County adopted a Complete Streets Policy on July 12, 2016. (See
Appendix B.4.) Complete Streets are planned, designed, operated, and maintained to
provide safe and comfortable travel for users of all ages and abilities. Complete Streets
allow use of all modes of transportation, including pedestrians, bicyclists, transit, and
motorists, as well as emergency response, road maintenance, and goods movement.
The Complete Streets Policy is closely related to the ATP and Vision Zero Plan. This policy
advocates for streets that accommodate the diverse needs of all road users, and
implementing Complete Streets delivers that objective without compromising any one
group. Prioritizing Complete Streets projects within transportation planning and design
fosters a holistic approach, which means planning that prioritizes safety and accessibility
for all road users.
Ultimately, the synergistic integration of ATP, Vision Zero, and Complete Streets
represents a forward-thinking approach to transportation safety and mobility that aligns
with the County’s goal of making streets safe and accessible to all. By promoting active
transportation while simultaneously prioritizing road safety and accessibility for all users,
communities can create more livable, sustainable, and equitable transportation systems.
Transportation Infrastructure Challenges
With a large geographic area, many roadway facilities in various conditions, and many
diverse communities throughout the County, PWD needs to consider many competing
factors in order to identify needs and to generate solutions and capital projects to meet
those needs.
Pavement Condition
The Contra Costa County Pavement Management System aims
to monitor the roadway pavement condition every two years
and keep the pavement condition index (PCI) in the good range
of 70 or greater and to reduce the $57.4 million backlog in
County street maintenance. The PCI is a standard rating system
that all public agencies use to rate their pavement.
The transportation budget includes a maintenance program of
more than $18 million per year for the pavement surface
treatment program, with the intent to increase this amount
each year. The County’s current PCI is 73 with arterial roads
having a PCI of 75, collector roads 73, and residential roads 72.
If the County does not fully fund the surface treatment program
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as planned, the PCI that is projected over the next several years will drop. The budget
manager must weigh all these factors to balance the capital budget with the pavement
rehabilitation budget.
The Pavement Management System’s goal is to schedule areas for paving based on
geographic limits so as to focus on entire communities to minimize construction impacts
and to minimize transportation costs by the contractor. This increases the efficiency and
cost effectiveness of the program.
An annual paving program has multiple benefits for all street users. Maintained roadways
are safer, have fewer potholes, produce less wear and tear on vehicles, have updated
striping, and often provide an opportunity to incorporate pedestrian and bicyclist
improvements, as exemplified by new curb ramp installation and pavement striping for
new bikeways. Every time a roadway receives a new surface, staff evaluates opportunities
to install bicycle lanes or identify a street as a bike route.
Pedestrian and Bicycle Infrastructure
Most roads in Contra Costa County were constructed when the car was the primary mode
of transportation. Today, as PWD works to upgrade the facilities, planners and engineers
must give more thought to accommodating pedestrians, especially the disabled, and to
building better connections for bicycles. The ATP and the Vision Zero Plan discussed
above play a big role in determining where gaps in pedestrian and bicycle infrastructure
exist and where they should be filled with a project.
Sidewalks and Curb Ramps
Currently, requests for sidewalk and curb ramp installations for ADA access are received
by the Transportation Engineering Division, and if approved, are incorporated into a
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priority list. Missing curb ramps are
also installed prior to a street’s
pavement rehabilitation as directed by
Federal law which requires that when
major construction such as a roadway
replacement project occurs, pedestrian
facilities must be upgraded for
compliance with ADA.
PWD’s sidewalk priority list contains
over 28,000 linear feet of sidewalk
gaps throughout the County. County
roads vary from urban settings like
Kensington, Bay Point, and the downtown area of Alamo, to rural roads in east County
like Marsh Creek Road. Roads without sidewalks are common in the rural portions of the
County; however, they are a necessity for the safe mobility of residents within urban
settings.
In addition to PWD’s efforts to close gaps in the sidewalk system, land developers are
required to install sidewalks within their developments. Often, they are required to
construct sidewalks and bike lanes offsite from their development, depending on their
impacts to the existing transportation system.
The curb ramp priority list contains about 41 curb ramps requested from the public with
a high number in Bay Point and Alamo. These will be installed as funding allows.
Bicycle Connectivity
CCTA, in coordination with the County, has
developed a Bicycle Network Plan that is used
to evaluate potential bicycle projects. There are
four main classes of bike facilities, ranging from
dedicated paths (Class I) to traditional bike
lanes in the road shoulders (Class II) to bike
routes where bicyclists are allowed the full use
of a vehicle lane (Class III) to special bicycle
lanes that are separated from vehicular traffic
(Class IV).
One project that the County currently has in the
planning phase and that was funded by a grant
is the North Bailey Road Active Transportation
Corridor Project in Bay Point. For this project,
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a Class IV two-way cycle track will be constructed along Bailey Road between State Route
4 and Willow Pass Road. The public eagerly anticipates that this project will connect the
commercial strip on Willow Pass Road and the Delta DeAnza Trail with the Pittsburg/Bay
Point Bay Area Rapid Transit (BART) station located south of Highway 4. This project is
expected to be constructed in 2026.
Another bicycle connectivity project that the County is working on is the Treat Boulevard
Corridor Improvements project which has also received State Transportation
Improvement Program funding. This project will construct Class IV bike lanes along the
very busy Treat Boulevard to connect the Contra Costa Centre area of the County to the
surrounding City of Walnut Creek. The project also includes intersection improvements
that prioritize bicycle and pedestrian traffic and increase their safety while still allowing
the high volume of vehicular traffic on Treat Boulevard to flow through as efficiently as
possible. This project is projected to be built in 2026.
The County is also starting the scoping process for a Safe Routes to School project along
Pacifica Avenue in the Bay Point that will add a two-way cycle track, pedestrian crossings,
and traffic calming features. This project has received ATP funding and is projected to be
built in 2027.
Another ATP project that has received funding and is currently being scoped is the San
Pablo Avenue Complete Streets / Bay Trail Gap Closure Project. This project will
implement a road diet to reduce the road from four lanes to two lanes each direction with
a center left turn lane. It will also construct a Class I shared use (pedestrians and bikes)
path which will become the San Francisco Bay Trail between Rodeo and Crockett. This
project is projected to be built in 2027.
Traffic Signals
The Traffic Section maintains a traffic signal priority list that
currently contains eight potential projects. The priority list was
compiled from those unsignalized intersections that have been
found to meet “traffic signal warrants.” A traffic signal warrant is
an engineering document that prequalifies an intersection for
adding a traffic signal, based on criteria such as traffic volumes,
turning counts, and collision history.
Traffic signals are often funded through dedicated capital
projects that may include grant funding. In order to accelerate
the construction of some of the signals, the PWD also developed
an Area of Benefit (AOB) program that collects fees from
developers to offset their transportation impacts within the area of influence of the
development. These fees are eventually used by the County to fund projects that improve
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traffic. These projects include signalization of intersections that may or may not have had
a prior signal warrant analysis done.
The last two major intersections that received signal modifications were the Byron
Highway and Camino Diablo intersection and the State Route 4 and Bailey Road
interchange intersection. It has been several years since the County installed a new traffic
signal at an existing intersection; however, a new signal is expected with the North Bailey
Road Active Transportation Corridor project that will be constructed in the Bay Point area
near Willow Pass Road in 2026.
County Bridge Program
As noted above, the County has an inventory of 106 bridges. Most of the bridges cross
creeks and waterways within the County, whereas some cross roadways and railroad
tracks. Some of the County’s bridges were constructed over 50 years ago and require
maintenance in order to extend the life of the bridge or are due to be replaced with a
new structure.
During the last four years, the PWD
replaced one of the Marsh Creek Road
bridges over Marsh Creek and the
bridge on Marsh Drive that crosses the
Walnut Creek flood control channel
near Concord. Upcoming bridge
replacement projects include two more
bridges on Marsh Creek Road, bridges
on Byron Highway, Morgan Territory
Road and Freeman Road, and a poly
overlay and painting of the Del Monte
Drive bridge in the San Pablo area.
Vehicle bridges over 20 feet long are
inspected every two years by the State of California, and the County determines what
maintenance treatment the bridges require. Based on these inspections some bridges are
structurally deficient, meaning they may not be able to carry the same weight they could
when they were constructed or are vulnerable to an earthquake. Other bridges are
geometrically constrained, meaning they may be too narrow and do not meet current
road standards or have sharp curves approaching the bridges.
The federal government has funding available for bridge rehabilitation and replacement
under the Highway Bridge Program (HBP). These funds are vitally important to
maintenance of bridges within the County. This funding mechanism is rather complex and
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can take a long time to realize, oftentimes longer than ten years. A local match is usually
required for the funding, which is roughly 12 percent of the total cost of the work.
Green Stormwater Infrastructure
Green Stormwater Infrastructure (GSI) is required by the County on many of its projects
and is a requirement of the Bay Area Municipal Regional Storm Water National Pollution
Discharge Elimination System Permit (MRP) issued by the California Regional Water
Quality Control Board, Section C.3. GSI for roadways
and new subdivisions typically includes the treatment
of stormwater to remove sediments and pollutants
before the water is discharged into the storm drain
system. Facilities like bio-retention basins or swales
collect stormwater from the roadway surface and allow
it to be filtered through a special soil mix before either
being infiltrated into the ground or drained into the
storm drain system and ultimately into a creek, the
bay, or other waterway.
While not necessarily a capital project, PWD has been
required to
have GSI placed in the right-of-way since the
Alamo Creek Subdivision was constructed in
2005. In 2020, PWD constructed the Rodeo
Downtown Infrastructure project where
another GSI facility was installed. These
facilities look like landscaping and most
members of the public may not even
recognize their environmental importance. In
2021, Kirker Pass Road Northbound Truck
Climbing Lane Project built two bio-filtration
basins.
Another element of GSI and storm water
treatment is trash capture. In 2012, PWD
began to inventory the amount of trash
present in the County road right-of-way, in accordance with Section C.10, Trash Load
Reduction, of the Municipal Regional Permit. As part of the trash reduction requirements,
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PWD installs devices that collect trash in many of
the drainage inlets, at major manholes, or at outlets
into channels, to reduce or eliminate the trash that
flows within stormwater from being discharged
directly to creeks and waterways. Not only is
installation of these devices a new capital expense
for PWD, but these devices also require annual
maintenance to clean out the trash, which presents
a new funding challenge.
PWD will continue to develop new methods to
implement GSI in roadway projects that comply with
the MRP and fit within the project scope and budget.
Additional information about green infrastructure
can be found in the County’s Green Infrastructure Plan at https://cccleanwater.org/wp-
content/uploads/2024/04/CCCPW-GI-Plan_Final_07-29-19.pdf.
Climate Change
In 2015 the County adopted the Climate Action Plan (CAP), which outlines the actions
that will be taken to address the changing climate. To meet CAP goals, PWD looks for
ways to incorporate the following concepts and ideas when developing transportation
projects and in the administration of existing transportation programs:
• Expand opportunities for biking and walking to reduce greenhouse gas emissions.
• Consider VMT in the review of land development applications as a new way of
viewing impacts of development.
• Maintain the existing roadway landscaping to capture and sequester carbon gas
emissions that cause global warming.
• Consider sea level rise as a factor in the development of future projects that could
be impacted by rising waters.
• Support watershed programs for drainage inlet trash capture devices and street
sweeping programs.
• Encourage pedestrian and bicycle modes of travel through safety improvements
and bike network expansion.
• Seek opportunities to use permeable pavement to increase local groundwater
infiltration.
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•Advocate and use new concrete mix designs that aim to reduce greenhouse gas
emissions.
•Construct GSI to help to improve water quality and recharge local water tables.
Some examples of projects that help meet CAP goals include:
•The North Bailey Road Active Transportation Corridor project will add about 2,400
feet of dedicated two-way cycle track to the heavily traveled Bailey Road between
State Route 4 and Willow Pass Road. This is scheduled to be constructed in 2026.
•The Treat Boulevard Corridor Improvement project aims to improve the safety of
bicyclists between Main Street and Jones Road for about 2,150 feet. It will
encourage biking along this heavily trafficked corridor. This project is near the
busy I-680 ramps, Iron Horse Trail, and Pleasant Hill BART station. It is scheduled
to be constructed in 2026.
•The Camino Tassajara Realignment Project proposes to add a bikeway and Class I
trail to connect with the City of Dublin’s trail system along Camino Tassajara from
Windemere Parkway to the County Line for about 2,500 feet. This project is
scheduled to be constructed in 2027.
Additional information about the Climate Action Plan can be found on the County’s
website at https://www.contracosta.ca.gov/8678/Climate-Action-Plan.
Limited Resources
PWD has been successful at receiving federal, state, and local grants from various funding
sources. In 2021, Congress approved a new federal funding bill titled "Infrastructure
Investment and Jobs Act" (IIJA). This bill created many competitive funding programs,
including categories for transportation in the millions of dollars. In addition, there were
safety grants, programs to fund bicycle and pedestrian projects, and other funding
opportunities for projects. However, each grant requires a local match that ranges from
approximately five percent to over twenty percent of the total project cost.
The County has allotted general fund money from the County budget to be used as the
local match for grant programs funded by IIJA projects, which in effect frees up other
funds such as gas taxes for other important items. These general funds have allowed
PWD to not only fund these new projects, but to keep existing projects moving that may
otherwise have needed to be delayed as a result of prioritizing the local match.
Limited resources can heavily influence how transportation projects are implemented.
Funding, deadlines, staff size, and material constraints all play a role in whether a project
can be done efficiently. Oftentimes, these resources are competing against each other,
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which leads to prioritizing projects based on available resources and urgent needs. This
prioritization process usually involves trade-offs, potentially delaying projects that would
otherwise be completed if resources were not limited. The requirement for a local match
will need to be balanced with the available funds for the maintenance program.
Increasing Costs
Inflation always occurs and its effect can play a crucial role in the planning and execution
of projects. Infrastructure projects often involve large sums of money and long design-
to-construction timelines, sometimes spanning several years. During this time, inflation
can significantly impact project costs due to fluctuations in prices of materials and the
cost of labor. Inflation may limit the real value of available revenues, so engineers and
planners must carefully consider inflation when estimating project budgets and securing
grants.
During the onset of the COVID-19 pandemic, there was year-to-year inflation as high as
thirteen percent. This meant that projects that were conceived and budgeted several
years prior had to be reevaluated with new budgets. Since revenue increases did not
keep pace with the cost of inflation, several projects from the last CRIPP had to be
delayed in order to maintain the overall budget. One major issue is that grant funds are
fixed at the time they are received and do not escalate with the cost of inflation. This
means grant writers must be cautious when setting unit prices at levels they are expected
to be at years in the future.
Grant fund amounts do not typically increase to accommodate inflation. When project
costs go up, the costs must be borne by the existing funds. As explained above, a local
match is required by all projects, and these sources are already heavily utilized. If
additional funding cannot be found, then the project may have to be canceled and all
grant funds returned to the funder, including amounts already spent. So far, the County
has a history of meeting its commitments to all projects that have been funded.
In addition to inflation, the County experienced almost $19 million of unexpected damage
to the roadway system caused by storm events in 2022. About half of this cost will be
covered by federal and state funds but the balance will be paid for with local funds. These
unforeseen projects to restore the roadways after the storm events greatly impacts the
schedule and available revenue for other projects.
Changing Priorities
The County Road Program has experienced a variety of factors that have affected the
construction of new infrastructure and maintenance of existing infrastructure. The County
currently face the following challenges:
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•Determining how to best balance the need for increased maintenance with the
funding opportunities for capital improvements while considering all the issues
below.
•Keeping up with current trends and regulations, including addressing how projects
affect the environment. PWD strives to create a sustainable transportation network
to address the impacts of the road system on the environment. Future projects
may include GSI, cool pavements, permeable pavements, complete streets, multi-
modal ways to travel, recycled materials, and drought tolerant landscaping, where
feasible. A sustainable transportation network will positively affect climate change,
reduce greenhouse gas emissions, and improve water quality.
•Addressing issues of environmental justice in the development of projects, which
is a great concern for the residents and stakeholders. Environmental justice is the
fair treatment and meaningful involvement of all people regardless of race, color,
national origin, or income, with respect to the development, implementation, and
enforcement of environmental laws, regulations, and policies.
•Supporting a mode shift from the single-occupancy vehicle to other more active
and environmentally friendly modes of transportation like walking, biking, rolling,
carpooling, and using transit.
The Next Seven Years
A major goal for the County over the next seven years is to increase the amount of
available funding for surface treatments and the budget for routine maintenance of the
over 657 miles of roadways and related infrastructure like culverts, catch basins, guard
rails and bridges. As
noted above, since
there are no other
sources of funds for
maintenance, the
only place these
funds can come
from is the capital
budget. This places
a large burden on
the County to utilize
its existing funding
sources to apply for
and receive grant
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funds, to wisely distribute local funds that need to be used as the local match for projects,
and to do all of this as efficiently and effectively as possible to maximize the available
resources.
Revenue Sources
An important step in developing a capital budget is to determine available funds, which
requires revenue and expense projections as discussed below:
Gas Tax Funds
Gas Tax Funds are revenues paid by the state to cities and counties
from the per-gallon motor vehicle fuel tax and from vehicle
registration taxes. Gas Tax funds are the primary funding source
for the County’s Road Program. The County uses the majority
of the Gas Tax funds for road operation and maintenance, but
the next most significant portion is used for the local match
on capital projects. Without these funds the County would
miss an opportunity to obtain additional outside funding to
help construct much needed safety and multi-modal
transportation improvements. Gas taxes also fund staff time
to prepare the actual grant application. See Appendix B.5 and B.6
for the County-adopted guidelines for the expenditure of Gas Tax revenues following
passage of Proposition 111 in 1990.
Local Funding
Measure J (formerly Measure C): Contra Costa County voters approved the Contra
Costa Transportation Improvement and Growth Management
Program ordinance (Measure C) in November 1988. Measure
C provide for a ½-cent sales tax for transportation projects
within Contra Costa County. Measure C had a twenty-year life
and expired in 2009. In November 2004, voters approved the
continuation of the County’s ½ - cent sales tax by passing
Measure J and extended the transportation funding for 25
more years.
Area of Benefit (AOB): The County has a total of 14 AOB programs within
unincorporated Contra Costa County. An AOB is a mitigation fee program designed to
improve the capacity and safety of the County's road network within a defined boundary
as land development occurs. AOB funds are only applied to projects within the AOB
boundary and that are on the AOB project list. These funds only comprise a portion of
the project cost and projects tend to wait until other funding becomes available in the
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form of grants. Every year PWD collects roughly $1,500,000 from developers in all AOBs.
Some AOBs have more development activity than others; therefore, the value collected
varies from AOB to AOB. For more detailed information on each AOB and the AOB
program in general, please see Appendix C.
Trust (Traffic Mitigation) Funds: When a large development makes a significant
impact on the roadway system, the developer may be required to
contribute to a road improvement fund to mitigate the impacts
of the development. The County has three trust funds to be used
for specific projects. Navy Mitigation Funds in the Bay Point Area
provided $5 million to help fund new transportation
improvements and waterfront access to offset the loss of Port
Chicago Highway through the Concord Naval Weapons Station.
Other developer fees include the Discovery Bay West Traffic
Mitigation Funds, and the Keller Canyon Mitigation Funds. Each of
these funds are held in trust by the County and are listed as separate
funding sources in this CRIPP. Every year PWD collects roughly $50,000 in trust funds.
Other Local Funds: These funds include monies from other partner agencies that are
participating in construction of a project due to a shared responsibility of the facility. In
addition, funds also come from several regional fee programs throughout the County
where the fee program is adopted by several participating jurisdictions and is
administered jointly through a separate authority. As these regional fee programs are not
under the authority of the County, the revenue and expenditures for these programs are
not included in the CRIPP except for how they may be utilized for projects. The regional
fee programs include the East Contra Costa Regional Fee and Financing Authority
(ECCRFFA), the Southern Contra Costa (SCC) fees, West Contra Costa Transportation
Commission (WCCTC), and the Tri-Valley Transportation Development (TVTD) fee.
State Funding
State Local Match: These funds are revenues paid by the State to
Counties from the State Highway Account. The funds are used
for transportation purposes to match federally-funded
transportation projects. The County receives a fixed amount of
$100,000 every year.
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Competitive Grant Funding
PWD staff has been successful at obtaining
grants from federal, state, and local funding
programs to construct a variety of projects.
Grants help leverage a small amount of funds for
large projects. The types of competitive grants
are listed below:
ATP – The Active Transportation Program
consolidates various federal and state
transportation grant programs that are offered
every two years. The goals of the ATP include,
but are not limited to, increasing the proportion
of trips accomplished by walking and biking,
increasing safety and mobility of non-motorized
users, advancing efforts of regional agencies to
achieve greenhouse gas reduction goals,
enhancing public health, and providing a broad
spectrum of projects to benefit many types of
users including disadvantaged communities.
HBP – The Highway Bridge Program provides
funds to replace or rehabilitate public bridges
when the State and Federal Highway
Administration (FHWA) determines that a bridge
is significantly important and qualifies under the
HBP program guidelines. Funding is typically
ongoing, but the amount of money available
compared with the number of bridges needing
repair or replacement within the state is small,
which means that bridge repair/replacement can
remain unfunded for a long period of time.
HSIP – The Highway Safety Improvement
Program is a federal aid program that is offered
every two years with the goal of reducing the
number of traffic fatalities and serious injuries on
all public roads.
OBAG – The One Bay Area Grant program is a
Metropolitan Transportation Commission (MTC)
funding approach that targets project
How Competitive are
Grants?
The County has been successful in winning
grants. For example, in 2022 the County
funding for four projects, and in 2023 the
County was awarded $6,170,000 for seven
projects.
Grant preparation costs are shown in blue
and represent how much it costs for staff
to write and submit all of the grants. Grant
earnings are shown in orange, and the
chart demonstrates an impressive ratio of
37.67, which means that for every $1.00
that the County spent to write and submit
the grants, the County is poised to receive
$37.67 back.
Some grant projects were relatively small
in scope and take just a year or two to
design and construct. Other projects have
design, environmental documentation,
utility relocation, right-of-way acquisition
and the actual construction that may span
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investments in Priority Development Areas and is available every two to four years. These
regional capital projects focus on the following: local street and road maintenance,
streetscape enhancements, bicycle and pedestrian improvements, transportation
planning, and Safe Routes to School projects.
TDA – The Transportation Development Act is an annual competitive, regional, state-
funded grant intended for projects to improve pedestrian and bicyclist safety and
accessibility.
IIJA – The Infrastructure Investment and Jobs Act is a federal funding program passed
by Congress that is intended to fund road maintenance, public transit systems, and
promote the adoption of electric vehicles. The goal of the IIJA is to modernize and
improve the nation’s infrastructure. The Safe Streets for All (SS4A) and the Rebuilding
American Infrastructure with Sustainability and Equity (RAISE) are two IIJA grant
programs that PWD has applied for. The PWD received Rural and Tribal Assistance Pilot
Program funds for planning and engineering on Vasco Road in east County.
Tabulation of Revenues and Expenses
The figure below shows the relative proportions of the various revenue sources that are
applied to capital projects in the County.
Once the funding sources are known, it is then possible to project out the expenditures
for the various projects within the CRIPP. The budgets for each project are updated at
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least once a year and at major project milestones such as completing the environmental
document, developing construction plans, and awarding of a construction contract.
The table below summarizes the revenues and expenditures over the next seven plus
years:
Revenue & Expenses for Fully Funded Active Projects
Note: $ amount is shown in thousands.
Road Program Outlook
With the COVID-19 crisis now basically in the past, the CRIPP shows a generally positive
outlook over the next seven-year period. However, inflation and competing priorities for
the fixed amount of local funding the County annually receives such as gas tax and
Measure J is a significant challenge.
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One concern is that gas tax revenues are once again in decline. A large reason for this
decline is the proliferation of electric vehicles. These vehicles get their energy from the
electric grid instead of from the gas pump, which is generally good for the environment
because of the reduction of greenhouse gases. However, these vehicles contribute
significantly to wear and tear on the roads due to the weight of the batteries but are not
funding their share. There is legislation to move toward a mileage-based tax system, but
there are many issues, including issues of privacy, that need to be addressed first before
this revenue stream becomes a reality.
The County has been successful at receiving grant funds and will be administering these
projects for the next several years. However, grant funds come with a challenge because
they must include a local match, and historically the main source for these local match
funds is the finite gas tax. Fortunately, the Road Program received a welcome boost when
the Board of Supervisors voted to provide additional monies out of general fund revenue
to fund large infrastructure projects awarded under the IIJA. These projects could not be
built if these additional funds were not provided.
Another significant challenge for the next several years is the repair of infrastructure from
damage caused by the winter storms that occurred during the winter of 2022/23. The
County had a total of 47 projects that requested Emergency Relief federal funds. Federal
funds do not cover the entire cost of these projects, which causes yet another significant
challenge for deciding how to allocate local funds.
A major goal over the next seven years is to continue to increase the amount of available
funding for the pavement surface treatment program and routine maintenance of over
657 miles of County roadway. Investing in maintenance of roads is remunerative because
if a road deteriorates further than a surface treatment can fix, it will require a much more
expensive pavement replacement. A major challenge for maintenance is that the funding
source per year is fixed and there are very few if any grants available to fund
maintenance.
A new challenge to PWD is funding multi-modal and green street maintenance. These
facilities require specialized equipment and staff training, which substantially increases
the cost per mile of roadway when compared with a similar roadway that was designed
twenty or more years ago for the efficient throughput of automobiles. This means that
unless new funding sources are found, it is likely that the overall level of maintenance
will decrease, which will lead to an even greater share of the funds needing to go to
reactive maintenance such as pothole filling and base failure repairs. This may ultimately
cut into the capital improvement budget, which would make highly needed projects
unfundable.
What does the future hold for the types of road projects that the County delivers? The
future will include building projects that are safe, reliable, efficient, multi-modal,
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sustainable, and equitable. This biennially published CRIPP is a dynamic, ever-changing
document that reacts to financial and social changes, legislated requirements, and
community desires while balancing the needs of the communities that the County serves.
This document and its updates are available at:
https://www.contracosta.ca.gov/383/Capital-Road-Improvement-
Preservation-Pr.
G:\transeng\CRIPP\CRIP Updates\2024-2025 CRIPP\20 - Final Document\CRIPP 2024.docx
CS:cp
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CAPITAL ROAD IMPROVEMENT & PRESERVATION PROGRAM –
Active and Completed Project List
The following pages contain the list of active and complete projects for the 2024 CRIPP publication. The
Active and Completed CRIPP project list is sorted by Board of Supervisor Districts and Countywide
projects. There are 41 listed active or completed projects; however, some projects span across two
districts and are listed more than once. Projects are considered active when funding has been secured for
the project. Projects that have been completed between the publication of the 2022 CRIPP and this one are
also included to ensure the list is a comprehensive representation of the County's Road Program.
Each tabbed section generally contains the following information:
County-Wide Projects are introduced before District I. These projects are on-going programs that vary
geographically on a yearly basis. For example, a County-Wide Curb Ramp project may focus on one area
of the County, and another area in the following year.
Board of Supervisor District-wide project overview map provides a quick reference to locate
active projects.
Active project list within the district (excluding countywide projects as discussed above) with project
descriptions allow the reader to view the active projects.
Active project data sheets include a project description, funding schedule, and vicinity map. In
support of Road Program's four areas of focus, these projects are categorized as follows:
Project
Category
Description
Safety
Safety projects are scoped primarily to reduce vehicle, pedestrian, and
bicycle collisions. Almost all projects have a safety aspect; however to
be categorized as a safety project, it must have been originally scoped
to have a safety component rather than specifically for a reliability,
efficiency, or accessibility component.
Reliability
Reliability projects are scoped to improve or sustain a rating index such
as pavement condition index (PCI), Bridge Sufficiency rating, Bridge
Health Index, and Culvert Condition Index (under development).
Pavement and bridge projects are typically categorized "Reliability."
Efficiency
Efficiency projects are usually generated from Level Of Service (LOS)
studies, from roadway capacity issues, or from traffic signal warrants.
LOS studies are often found in AOB studies. Efficiency projects tend to
be more costly to design and construct since these are
more systemic improvement than localized improvements.
Multi-Modal
Mobility
Accessibility project include ADA upgrades, pedestrian and bicycle
improvements, and pedestrian flashers. Complete street projects are
usually placed in this category.
Sustainability
Sustainable projects include projects that reduce the negative impacts on
the environment. Projects that reduce greenhouse gases and encourage
active transportation are considered sustainability projects.
Equity /
Environmental
Justice
Equity projects in transportation seek to address fairness in mobility and
accessibility. These projects provide equitable access for transportation
based on a communities transportation needs, particularly for underserved
communities.
30
31
Countywide Active Projects
C-1. Bridge Preventative Maintenance Project - (HBP) - This project is to perform
maintenance such as surface treatments to various bridges in the County based on the
periodic bridge inspections of County bridges. Construction is scheduled for 2025. This
project is funded by: HBP, Gas Tax.
C-2. Countywide Guardrail Upgrades - Phase 2 - (HSIP) - This project will upgrades
existing guardrails by replacing sub-standard MBGR guardrails with Caltrans standard
MGS guardrails and end treatments. Construction is scheduled for 2025. This project is
funded by: HSIP, Gas Tax.
Countywide Complete Projects
C-1c. 2022 Countywide Surface Treatment Project - (Maintenance) - This project will
apply various surface tratments to County roadways. Construction was completed in
2022. This project was funded by: RMRA, Gas Tax.
C-2c. 2022 Countywide Curb Ramp Project - (Maintenance) - This project will install
ADA compliant curb ramps at multiple locations in the unincorporated Bay Point,
Pacheco, Rodeo, and Contra Costa Centre areas. Construction was completed in 2022.
This project was funded by: Gas Tax, TDA.
C-3c. 2022 Trash Capture Device Installation - (Maintenance Division) - This project
installed trash capture devices at various locations in unincorporated County.
Construction was completed in 2022. This project was funded by: Gas Tax.
32
Supervisor District: Countywide Countywide In-Progress
Project No. C-1 Bridge Preventative Maintenance Project
Purpose & Need: Ensure the maintenance and safety of the existing bridges throughout the County.
Project Description: This project is to perform maintenance such as surface treatments to various bridges in
the County based on the periodic bridge inspections of County bridges.
Funding Sources: HBP, Gas Tax
Construction Year: 2025
Total Estimated Project Cost: $1,217,000
Project Goals:
Reliability
Total Prior FY23/24 to
FY24/25
FY25/26 to
FY26/27
FY27/28 to
FY28/29
FY30/31 to
Future
$4,000 $6,000 $3,000
$165,000 $5,000
$461,000 $50,000
$2,000
$521,000
$1,217,000 $632,000 $582,000 $3,000
$457,000 $81,000 $3,000
$175,000 $501,000
33
Supervisor District: Countywide Countywide In-Progress
Project No. C-2 Countywide Guardrail Upgrades - Phase 2
Purpose & Need: The purpose is to improve roadway safety and reduce the seriousness of collisions
throughout the County. Because this treatment has a high benefit in reducing serious collisions, it is a top
priority for the County to continue upgrading our guardrails until all of them meet current standards.
Project Description: This project will upgrades existing guardrails by replacing sub-standard MBGR guardrails
with Caltrans standard MGS guardrails and end treatments.
Funding Sources: HSIP, Gas Tax
Construction Year: 2025
Total Estimated Project Cost: $2,194,00
Project Goals:
Safety, Reliability
Total Prior FY23/24 to
FY24/25
FY25/26 to
FY26/27
FY27/28 to
FY28/29
FY30/31 to
Future
$20,000 $4,000
$85,000
$367,000
$514,000 $1,204,000
$2,194,000 $986,000 $1,208,000
$532,000 $662,000
$454,000 $546,000
34
35
Supervisor District I Active Projects
I-1. Appian Way at Fran Way Crosswalk Enhancements - (HSIP) - (El Sobrante) - This
project is to construct pedestrian refuge islands and install rapid rectangular flashing
beacons at the intersection. Construction is scheduled for 2025. This project is funded
by: HSIP, TDA, Gas Tax.
I-2. Appian Way Utility Undergrounding Project - (Rule 20A) - (El Sobrante) - This
project undergrounds existing overhead power lines on Appian Way as part of a PG&E
program. Construction is scheduled for 2028. This project is funded by: PG&E Rule 20A,
Gas Tax.
I-3. Briones Area Guardrail Upgrades - (HSIP) - (Briones) - This project will remove
approximately 43 guardrails and replace them with new guardrails that meet the current
Caltrans standard. Construction is scheduled for 2024. This project is funded by: HSIP,
Gas Tax.
I-4. Del Monte Drive Bridge Painting and Poly Overlay (Bridge No. 28C0207) - (HBP) -
(Montalvin Manor) - This project proposes to paint the bridge superstructure and apply a
Poly Overlay to the bridge deck. Construction is scheduled for 2025. This project is
funded by: HBP, Gas Tax.
I-5. Tara Hills Curb Ramps on Shawn Drive - (TDA Grant) - (Tara Hills) - The proposed
project will install twelve ADA curb ramps on Shawn Drive. These ADA curb ramps will
include detectable warning surfaces. Existing stop bars will be shifted a few feet away
from the intersection. Construction is scheduled for 2024. This project is funded by: TDA,
Gas Tax.
I-6. Market Avenue at UPRR Crossing Improvements Project - (Railroad-Highway Grade
Crossing Program) - (North Richmond) - This project is to reconstruct the existing
railroad crossing to current standards. The project is joint between the County, CPUC,
UPRR, and Caltrans. Construction is scheduled for 2025. This project is funded by:
Railroad-Highway Grade Crossing Program, Gas Tax.
Supervisor District I Complete Projects
I-1c. San Pablo Dam Road and Bailey Road Signal Hardware Upgrades - (HSIP) - (El
Sobrante/Bay Point) - This project installed signal hardware upgrades at 11 intersections
on San Pablo Dam Road, including: new LED signal heads, back plates, illuminated street
name signs, 2070E controllers, conflict monitor units, video camera detection systems,
touchless pedestrian push buttons, and pedestrian countdown signal heads. Construction
was completed in 2023. This project was funded by: HSIP, Gas Tax.36
I-2c. Westminster and Kenyon Avenue Accessibility Project - (TDA Grant) - (Kensington)
-This project installed fourteen curb ramps along selected intersections on Westminster
Avenue and Kenyon Avenue and installed a double-sided RRFB system at the
intersection of Kenyon Avenue and Trinity Avenue. Construction was completed in
2023. This project was funded by: TDA, Gas Tax.
37
Rodeo
Alhambra Valley
Crockett
North Richmond
Kensington
Tara Hills
El Sobrante
Bayview
East Richmond Heights
Montalvin Manor
Port Costa
Rollingwood
Mountain View
Reliez Valley
Richmond
Hercules
Pinole
Orinda
Lafayette
Martinez
El Cerrito
Moraga
San PabloI
V
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Bear Creek R
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Richm
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Carls
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Cutting Blvd
Rheem Blvd
Cum
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Morag
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Hilltop Dr
Fran
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Cas
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Mce
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Macdonald Ave
Pinole V
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Castro Ranch Rd
Croc
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Garr
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Pa
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I-2c
I-1c
I-4
I-3
I-2I-1
CRIPP Project Map
District 1 Active Projects
District 1 Completed Projects
City
Unincorporated Place
2024 Supervisor District Boundary
Note: Projects are identified with Supervisor District number and project number for its District.
0 1.5 30.75
Miles¹
Supervisor District I
I-6I-6
I-5
38
Supervisor District: I El Sobrante In-Progress
Project No. I-1 Appian Way at Fran Way Crosswalk Enhancements
Purpose & Need: Increase pedestrian safety at crosswalk; blind curve does not provide sufficent decision sight
distance for vehicular drive to react to crossing pedestrian.
Project Description: This project is to construct pedestrian refuge islands and install RRFB system at the
intersection.
Funding Sources: HSIP, TDA, Gas Tax
Construction Year: 2025
Total Estimated Project Cost: $535,000
Project Goals:
Safety, Mobility
Total Prior FY23/24 to
FY24/25
FY25/26 to
FY26/27
FY27/28 to
FY28/29
FY30/31 to
Future
$21,000 $39,000
$5,000
$70,000 $90,000
$5,000
$305,000
$535,000 $21,000 $119,000 $395,000
$250,000
$40,000 $145,000
$21,000 $79,000
39
Supervisor District: I El Sobrante In-Progress
Project No. I-2 Appian Way Utility Undergrounding Project
Purpose & Need: Utilities will be placed underground to improve the aesthetics by removing roadside obstacles
along the gateway to the El Sobrante community.
Project Description: This project undergrounds existing overhead power lines on Appian Way as part of a
PG&E program.
Funding Sources: PG&E Rule 20A, Gas Tax
Construction Year: 2028
Total Estimated Project Cost: $4,433,000
Project Goals:
Safety, Reliability
Total Prior FY23/24 to
FY24/25
FY25/26 to
FY26/27
FY27/28 to
FY28/29
FY30/31 to
Future
$20,000 $28,000 $20,000 $60,000 $50,000
$5,000
$300,000
$3,950,000
$4,433,000 $25,000 $28,000 $20,000 $360,000 $4,000,000
$25,000 $28,000 $20,000 $360,000 $100,000
$3,900,000
40
Supervisor District: I Briones In-Progress
Project No. I-3 Briones Area Guardrail Upgrades
Purpose & Need: The County needs to upgrade deficient guardrails to reduce the potential and severity of
injuries when vehicles collide with them. The HSIP grant allows the County to leverage its funds and upgrade
more guardrails in a more timely manner, providing a safer environment for drivers in the event of a collision.
Project Description: This project will remove approximately 43 guardrails and replace them with new guardrails
that meet the current Caltrans standard.
Funding Sources: HSIP, Gas Tax
Construction Year: 2024
Total Estimated Project Cost: $2,611,000
Project Goals:
Safety, Reliability
Total Prior FY23/24 to
FY24/25
FY25/26 to
FY26/27
FY27/28 to
FY28/29
FY30/31 to
Future
$19,000 $21,000
$22,000 $68,000
$145,000 $121,000
$2,215,000
TOTAL $2,611,000 $186,000 $2,425,000
$186,000 $1,433,000
$992,000
41
Supervisor District: I Montalvin Manor In-Progress
Project No. I-4 Del Monte Drive Bridge Painting and Poly Overlay
Purpose & Need: The existing bridge requires repair.
Project Description: This project proposes to paint the bridge superstructure and apply a Poly Overlay to the
bridge deck.
Funding Sources: HBP, Gas Tax
Construction Year: 2027
Total Estimated Project Cost: $1,284,000
Project Goals:
Reliability
Total Prior FY23/24 to
FY24/25
FY25/26 to
FY26/27
FY27/28 to
FY28/29
FY30/31 to
Future
$3,000 $6,000 $3,000
$40,000 $40,000
$138,000 $138,000
$50,000
$866,000
$1,284,000 $181,000 $1,100,000 $3,000
$50,000 $300,000 $3,000
$131,000 $800,000
42
Supervisor District: I Tara Hills In-Progress
Project No. I-5 Tara Hills Curb Ramps on Shawn Drive
Purpose & Need: This project will create a walkable path to a local school and will improve pedestrian safety in
the community.
Project Description: The proposed project will install twelve ADA curb ramps on Shawn Drive. These ADA curb
ramps will include detectable warning surfaces. Existing stop bars will be shifted a few feet away from the
intersection.
Funding Sources: TDA, Gas Tax
Construction Year: 2024
Total Estimated Project Cost: $731,000
Project Goals:
Safety. Mobility, Equity
Total Prior FY23/24 to
FY24/25
FY25/26 to
FY26/27
FY27/28 to
FY28/29
FY30/31 to
Future
$11,000 $101,000
$4,000
$35,000 $184,000
$396,000
$731,000 $46,000 $685,000
$33,000 $618,000
$13,000 $67,000
43
Supervisor District: I North Richmond In-Progress
Project No. I-6 Market Avenue at UPRR Crossing Improvements
Purpose & Need: The crossing is ranked very high on the list of deficient railroad crossings due to recent
serious collisions and incidents.
Project Description: This project is to reconstruct the existing railroad to current standards. The project is joint
between the County, CPUC, UPRR, and Caltrans.
Funding Sources: Railroad-Highway Grade
Crossings Program, Gas Tax
Construction Year: 2025
Total Estimated Project Cost: $1,622,000
Project Goals:
Safety, Equity
Total Prior FY23/24 to
FY24/25
FY25/26 to
FY26/27
FY27/28 to
FY28/29
FY30/31 to
Future
$58,000 $182,000
$2,000 $23,000
$200,000
$1,157,000
$1,622,000 $60,000 $405,000 $1,157,000
$9,000 $35,000 $6,000
$51,000 $370,000 $1,151,000
44
45
Supervisor District II Active Projects
II-1. Camino Tassajara/Tassajara Road Realignment Project - (Alignment Study) -
(Tassajara Valley) - This project proposes to realign and reconstruct Camino Tassajara
and Tassajara Road from a 2-lane roadway to a 4-lane divided roadway and add Class II
and Class I bike lanes, median island installation, and drainage inmprovements.
Construction is scheduled for 2025. This project is funded by: SCC Sub-Regional,
Tassajara JEPA
II-2. Danville Blvd/Orchard Ct Complete Streets Improvements - (HSIP) - (Alamo) - The
project will construct a roundabout at the Danville Boulevard/Orchard Court intersection,
reconstruct sidewalks through the corridor along with curb extensions and curb ramps in
order to meet ADA requirements and accommodate existing mature trees in the
sidewalk. Construction is scheduled for 2024. This project is funded by: HSIP, Measure J
Regional, Trust 8192, Gas Tax.
II-3. Freeman Road and Briones Valley Road Bridge Maintenance Project - (HBP) -
(Saranap) - In District II, the purpose of the Freeman Road Bridge Maintenance Project
is to clean and repaint all structural steel members, replace joint seals at the abutments,
backfill any eroded embankment slope paving with concrete, and seal the concrete curbs
and roadway deck. In District III, the Briones Valley Road Preventative Maintenance
project, over Briones Creek, includes repainting the bridge superstructure and replacing
or tightening all bolted connections between the deck and steel plates. Construction is
scheduled for 2026 for the Freeman Road Bridge and 2028 for the Briones Valley Road
Bridge. This project is funded by: HBP, Gas Tax.
II-4. Livorna Road Shoulder Widening - (TDA) - (Alamo) - The proposed project includes
widening the southern shoulder of Livorna Road along a 200-ft segment to a uniform 5-ft
shoulder for bicycle travel. Construction is scheduled for 2024. This project is funded by:
TDA, Gas Tax.
II-5. Norris Canyon Road Slide Repair and Safety Improvements - (Measure J) -
(Unincorporated San Ramon) - The project will widen and realign an approximately
1,000-foot segment of Norris Canyon Road and install a safety rail/guard rail on the
south side of the roadway. Construction is scheduled for 2025. This project is funded by:
Measure J, Gas Tax.
46
Supervisor District II Complete Projects
II-1c. Iron Horse Trail Crossing Enhancements - (TDA Grant) - (Alamo) - This project
installed new RRFBs with passive activation systems at the Hillgrade Avenue and Las
Trampas Road crossings of the Iron Horse Regional Trail and added passive activation
systems to the existing flasher systems at Stone Valley Road West. Construction was
completed in 2023. This project was funded by: TDA, Gas Tax.
II-2c. Pleasant Hill Road Bridge Rehabilitation - (HBP) - (Unincorporated Pleasant Hill)
-This project rehabilitated the bridge to extend its service life. Construction was
completed in 2023. This project was funded by: HBP, Gas Tax.
47
Alamo
Blackhawk
Diablo
Norris Canyon
Reliez Valley
Saranap
Alhambra Valley
San Miguel
Castle Hill
Camino Tassajara
North GateShell Ridge
Contra Costa Centre
Pacheco
Acalanes Ridge
Acalanes Ridge
Kensington
Concord Antioch
Danville
Orinda
San Ramon
Lafayette
Walnut Creek
Moraga
Clayton
Brentwood
Pleasant Hill
Martinez OakleyRichmond
Pinole
Richmond
Pittsburg
Richmond
II-2c
II-1c
II
IV III
I V V
Marsh
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Clayton
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Treat
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Bollin
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Alhamb
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Alcos
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Concord Blvd
Morag
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Lone Tree Way
Highland R
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Taylor Blvd
Sa
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Balfour Rd
Diablo Rd
Kirke
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Rheem Bl
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II-5
II-4II-3
II-2
II-1
CRIPP Project Map
District II Active Projects
District II Completed Projects
City
Unincorporated Place
2024 Supervisor District Boundary
Note: Projects are identified with Supervisor District number and project number for its District.
0 2 41
Miles¹
Supervisor District II
48
Supervisor District: II Tassajara Valley In-Progress
Project No. II-1 Camino Tassajara & Tassajara Road Realignment Project
Purpose & Need: The purpose of this project is to realign and widen Camino Tassajara to improve safety for
motorists and accessibility for bicyclists and pedestrians. The roadway realignment will also improve sight
distance by removing the S-curve.
Project Description: This project proposes to realign and reconstruct Camino Tassajara and Tassajara Road
from a 2-lane roadway to a 4-lane divided
roadway and add Class II and Class I bike lanes,
median island installation, and drainage
inmprovements.
Funding Sources: SCC Sub-Regional,
Tassajara JEPA
Construction Year: TBD
Total Estimated Project Cost: $3,469,000
Project Goals:
Safety, Efficiency
Total Prior FY23/24 to
FY24/25
FY25/26 to
FY26/27
FY27/28 to
FY28/29
FY30/31 to
Future
$104,000 $9,000
$189,000 $280,000
$1,300,000 $1,055,000
$17,000 $450,000
$65,000
$3,469,000 $1,610,000 $1,859,000
$185,000 $1,092,000
$199,000 $1,664,000
$329,000
Gas Tax $0 $1,226,000 $1,226,000
49
Supervisor District: II Alamo In-Progress
Project No. II-2 Danville Boulevard & Orchard Court Complete Streets Improvements
Purpose & Need: The Danville Boulevard/Orchard Court intersection is ranked within the top five locations in
the County with the highest number of bicycle and/or pedestrian collisions at an intersection. The proposed
improvements will help increase safety for all users at the intersection.
Project Description: The project will construct a roundabout at the Danville Boulevard/Orchard Court
intersection, reconstruct sidewalks through the
corridor along with curb extensions and curb
ramps in order to meet ADA requirements and
accommodate existing mature trees in the
sidewalk.
Funding Sources: HSIP, Measure J Regional,
Trust 8192, Gas Tax
Construction Year: 2024
Total Estimated Project Cost: $7,984,000
Project Goals:
Safety, Mobility, Sustainibility
Total Prior FY23/24 to
FY24/25
FY25/26 to
FY26/27
FY27/28 to
FY28/29
FY30/31 to
Future
$96,000 $3,000
$110,000
$1,469,000
$1,781,000
$1,179,000 $3,346,000
TOTAL $7,984,000 $4,635,000 $3,349,000
$900,000
$3,465,000 $(486,000)
$448,000 $2,230,000
Measure J Regional $1,370,000 $665,000 $705,000
Trust 8192 $57,000
50
Supervisor District: II Saranap In-Progress
Project No. II-3 Freeman Road and Briones Valley Road Bridge Maintenance Project
Purpose & Need: This is a bridge maintenance project to perform repairs and to paint the bridges for long-
term upkeep.
Project Description: In District II, the scope of the Freeman Road Bridge Maintenance Project is to clean and
repaint all structural steel members, replace joint seals at the abutments, backfill any eroded embankment
slope paving with concrete, and seal the concrete
curbs and roadway deck. In District III, the scope
of the Briones Valley Road Prevenative
Maintenance project includes repainting the
bridge superstructure and replacing or tightening
all bolted connections between the deck and steel
plates.
Funding Sources: HBP, Gas Tax
Construction Year: F-2026
B-2028
Total Estimated Project Cost: $1,368,000
Project Goals:
Reliability
Total Prior FY23/24 to
FY24/25
FY25/26 to
FY26/27
FY27/28 to
FY28/29
FY30/31 to
Future
$3,000 $6,000 $6,000
$110,000 $130,000
$851,000 $262,000
$1,368,000 $113,000 $987,000 $268,000
$113,000 $376,000 $158,000
$611,000 $110,000
51
Supervisor District: II Alamo In-Progress
Project No. II-4 Livorna Road Shoulder Widening
Purpose & Need: The project will improve bicyclist safety by wideing the roadway shoulder on a 200-ft
segment of Livorna Road and will complete bicycle accessibility from I-680.
Project Description: The proposed project includes widening the southern shoulder of Livorna Road along a
200-ft segment to a uniform 5-ft shoulder for bicycle travel.
Funding Sources: TDA, Gas Tax
Construction Year: 2024
Total Estimated Project Cost: $393,000
Project Goals:
Safety, Mobility
Total Prior FY23/24 to
FY24/25
FY25/26 to
FY26/27
FY27/28 to
FY28/29
FY30/31 to
Future
$5,000 $8,000
$1,000 $3,000
$66,000 $84,000
$226,000
TOTAL $393,000 $72,000 $321,000
$69,000 $224,000
$3,000 $97,000
52
Supervisor District: II San Ramon (unincorporated) In-Progress
Project No. II-5 Norris Canyon Road Slide Repair and Safety Improvements
Purpose & Need: The purpose of this project is to improve safety along Norris Canyon Road by widening and
realigning a narrow segment of Norris Canyon Road.
Project Description: The project will widen and realign an approximately 1,000-foot segment of Norris Canyon
Road and install a safety rail/guard rail on the south side of the roadway.
Funding Sources: Measure J, Gas Tax
Construction Year: 2025
Total Estimated Project Cost: $4,351,000
Project Goals:
Safety, Reliability
Total Prior FY23/24 to
FY24/25
FY25/26 to
FY26/27
FY27/28 to
FY28/29
FY30/31 to
Future
$128,000 $8,000 $3,000 $3,000
$103,000 $100,000
$351,000 $234,000
$26,000 $25,000
$3,120,000
$250,000
TOTAL $4,351,000 $608,000 $367,000 $2,456,000
$367,000 $1,979,000
$222,000 $3,000
$386,000 $1,044,000
TVTC Fee $350,000 $350,000
53
54
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Supervisor District III Active Projects
III-1. Bixler Rd and Regatta Dr Intersection Improvements - (TDA Grant) - (Discovery
Bay) - This project includes installing a number of infrastructure improvements such as
an RRFB system, advanced warning signs, a median island, and a pedestrian path, as
well as updated striping and pavement markings. Construction is scheduled for 2025. This
project is funded by: TDA, Gas Tax.
III-2. Byron Highway Bridge Replacement over California Aqueduct (Bridge No. 28C0121)
-(HBP) - (Byron) - This project will replace the bridge. Construction is scheduled for
2024. This project is funded by: HBP, DWR, Gas Tax.
III-3. Byron Highway Safety Improvements - (HSIP) - (Byron) - This project will add
intersection lighting, add segment lighting; install dynamic/variable speed warning signs;
and install edgeline rumble strips/stripes. Construction is scheduled for 2025. This project
is funded by: HSIP, Gas Tax.
III-4. Deer Valley Road Traffic Safety Improvements - (HSIP) - (East County) - This
project will install traffic safety improvements such as dynamic/variable speed feedback
signs, guardrails, and curve shoulder widening. Construction is scheduled for 2025. This
project is funded by: HSIP, Gas Tax.
III-5. Vasco Road Safety - Phase 2 - (Safety Project) - (Byron) - This project will
continue the concrete median barrier in the northerly direction through the existing 3-
lane segment for an approximate length of 1.5 miles. Associated pavement widening,
signing, striping, turn pockets, retaining walls, drainage improvements will also occur.
Construction is scheduled for 2026. This project is funded by: Prop 1B, RM3, Measure J
Regional, Measure J Return To Source, Gas Tax.
III-6. Vasco Road Safety Improvements - (HSIP) - (Byron) - This project will install
median rumble strips, channelizers, striping, and traffic signal hardware upgrades
consisting of retroflective back plates. The traffic signal located on the northeast corner
of Vasco Road and Walnut Boulevard will be relocated further away from the road to
better accommodate turning trucks. Construction is scheduled for 2025. This project is
funded by: HSIP, Gas Tax.
56
III-7. Walnut Boulevard Shoulder Widening - (TDA) - (East County) - The project will
widen the roadway shoulder and add Class II bike lanes for the southbound direction
along approximately 850 feet of Walnut Boulevard. The existing centerline rumble strip
will be removed and reconstructed at the new roadway centerline location.
Construction is scheduled for 2024. This project is funded by: HSIP, TDA, Gas Tax.
Supervisor District III Complete Projects
III-1c. Marsh Creek Road Bridge Replacement - (HBP) - (East County) - This project is
to replace the bridge to extend its service life. Construction was completed in 2023.
This project was funded by: HBP, East County Regional AOB, Gas Tax.
III-2c. Byron Highway and Byer Road Intersection Improvements - (HSIP) - (Byron) -
The project will install traffic safety improvements along 2000 feet of Byron Highway
including a dedicated left turn pocket at Byer Road, a two-way left turn lane, and wider
6-foot, paved shoulders. Construction was completed in 2022. This project is funded
by: HSIP, Discovery Bay West Mitigation, Discovery Bay AOB, East County AOB, Gas
Tax.
57
Byron
Alamo
Knightsen
Bay Point
Blackhawk
Discovery Bay
Bethel Island
Diablo
Norris Canyon
Camino Tassajara
North Gate
Clyde
San Miguel
AntiochConcord
Oakley
Danville
Pittsburg
San Ramon
BrentwoodClaytonIII
II
V
IV
III-2c
III-5
III-4
III-7
III-2
III-1
III-3
CRIPP Project Map
2024 Supervisor District Boundary
Note: Projects are identified with Supervisor District number and project number for its District.
0 3 61.5
Miles¹
Supervisor District III
III-1c
III-6
58
Supervisor District: III Discovery Bay In-Progress
Project No. III-1 Bixler Road and Regatta Drive Intersection Improvements
Purpose & Need: The purpose of this project is to improve pedestrian safety at the intersection of Bixler Road
and Regatta Drive in Discovery Bay.
Project Description: This project includes installing a number of infrastructure improvements such as an RRFB
system, advanced warning signs, a median island, and a pedestrian path, as well as updated striping and
pavement markings.
Funding Sources: TDA, Gas Tax
Construction Year: 2025
Total Estimated Project Cost: $487,000
Project Goals:
Safety, Mobility
Total Prior FY23/24 to
FY24/25
FY25/26 to
FY26/27
FY27/28 to
FY28/29
FY30/31 to
Future
$9,000 $21,000
$4,000
$175,000
$3,000
$275,000
$487,000 $9,000 $478,000
$387,000
$9,000 $91,000
59
Supervisor District: III Byron In-Progress
Project No. III-2 Byron Highway Bridge Replacement over California Aqueduct
Purpose & Need: The existing bridge is approaching the end of its service life.
Project Description: This project will replace the bridge.
Funding Sources: HBP, DWR, Gas Tax
Construction Year: 2025
Total Estimated Project Cost: $25,083,000
Project Goals:
Reliability
Total Prior FY23/24 to
FY24/25
FY25/26 to
FY26/27
FY27/28 to
FY28/29
FY30/31 to
Future
$2,000 $6,000 $6,000 $3,000
$407,000 $40,000
$1,885,000 $245,000
$312,000 $5,025,000
$2,665,000 $14,487,000
$25,083,000 $2,606,000 $7,981,000 $14,493,000 $3,000
$268,000 $673,000 $1,974,000 $2,000
$498,000 $243,000 $1,553,000 $1,000
$1,840,000 $7,065,000 $10,966,000
60
Supervisor District: III Byron In-Progress
Project No. III-3 Byron Highway Safety Improvements
Purpose & Need: The purpose is to decrease the number of collisions on this stretch of Byron Highway. The
two-lane principle arterial is set in a rural area with winding curves, narrow lanes, and narrow shoulders.
Project Description: This project will add intersection lighting, add segment lighting; install dynamic/variable
speed warning signs; and install edgeline rumble strips/stripes.
Funding Sources: HSIP, Gas Tax
Construction Year: 2025
Total Estimated Project Cost: $2,023,000
Project Goals:
Safety, Reliability
Total Prior FY23/24 to
FY24/25
FY25/26 to
FY26/27
FY27/28 to
FY28/29
FY30/31 to
Future
$15,000 $37,000
$15,000 $5,000
$224,000 $184,000
$41,000 $1,502,000
TOTAL $2,023,000 $15,000 $317,000 $1,691,000
$8,000 $164,000 $534,000
$7,000 $153,000 $1,157,000
61
Supervisor District: III East County (unincorporated) In-Progress
Project No. III-4 Deer Valley Road Traffic Safety Improvements
Purpose & Need: This project aims to improve the overall roadway safety at the identified curves along the
rural Deer Valley Road and reduce the severity of injuries for possible future collisions. This project will install
dynamic/variable speed feedback signs, guardrails, and curve widening to aid drivers as they navigate these
curves. The dynamic/variable speed feedback signs will alert drivers of their speed as they approach the
curves. Installation of guardrails will protect the drivers from striking the utility poles and chevron signs. Curve
widening will allow for a recovery area for a driver
to regain control of the vehicle.
Project Description: This project will install traffic
safety improvements such as dynamic/variable
speed feedback signs, guardrails, and curve
shoulder widening.
Funding Sources: HSIP, Gas Tax
Construction Year: 2025
Total Estimated Project Cost: $1,866,000
Project Goals:
Safety
Total Prior FY23/24 to
FY24/25
FY25/26 to
FY26/27
FY27/28 to
FY28/29
FY30/31 to
Future
$43,000 $1,000
$75,000
$371,000
$19,000 $1,357,000
$1,866,000 $508,000 $1,358,000
$247,000 $493,000
$261,000 $865,000
62
Supervisor District: III Byron In-Progress
Project No. III-5 Vasco Road Safety - Phase 2
Purpose & Need: Vasco Road is a major rural arterial that is heavily traveled by commuters and has a history
of severe collisions. These long term upgrades and improvements will provide substantial safety improvements
to the roadway.
Project Description: This project will continue the concrete median barrier in the northerly direction through
the existing 3-lane segment for an approximate
length of 1.5 miles. Associated pavement
widening, signing, striping, turn pockets, retaining
walls, and drainage improvements will also occur.
Funding Sources: Prop 1B, RM3, Measure J
Regional, Measure J Return To Source, Gas Tax
Construction Year: 2026
Total Estimated Project Cost: $30,132,000
Project Goals:
Safety, Efficiency
Total Prior FY23/24 to
FY24/25
FY25/26 to
FY26/27
FY27/28 to
FY28/29
FY30/31 to
Future
$149,000 $4,000 $2,000
$519,000 $220,000
$1,430,000 $50,000
$241,000
$13,000 $27,504,000
$30,132,000 $2,352,000 $274,000 $18,506,000
$3,100,000
$745,000 $274,000 $9,406,000
$327,000
Measure J RTS $80,000 $80,000
Prop 1B $1,200,000
Regional Measure 3 $15,000,000
63
Supervisor District: III Byron In-Progress
Project No. III-6 Vasco Road Safety Improvements
Purpose & Need: Vasco Road is a two-lane undivided highway that experiences high vehicular traffic volumes
in both directions of travel. This project mill help mitigate the serious collisions on Vasco Road.
Project Description: This project will install median rumble strips, channelizers, striping, and install traffic signal
hardware upgrades consisting of retroflective back plates. The traffic signal located on the northeast corner of
Vasco/Walnut will be relocated further away from
the road to better accommodate turning trucks.
Funding Sources: HSIP, Gas Tax
Construction Year: 2025
Total Estimated Project Cost: $1,197,000
Project Goals:
Safety
Total Prior FY23/24 to
FY24/25
FY25/26 to
FY26/27
FY27/28 to
FY28/29
FY30/31 to
Future
$5,000 $65,000 $2,000
$20,000
$157,000
$310,000 $638,000
$1,197,000 $5,000 $552,000 $640,000
$138,000 $342,000
$5,000 $414,000 $298,000
64
Supervisor District: III East County (unincorporated) In-Progress
Project No. III-7 Walnut Boulevard Shoulder Widening
Purpose & Need: This project will improve bicyclist safety along the corridor. Walnut Boulevard is included in
the Contra Costa Countywide Bicycle and Pedestrian Plan as a future Class II bike lane, and constructing this
project would continue the progress towards creating this bike facility.
Project Description: The project will widen the roadway shoulder and add Class II bike lanes for the
southbound direction along approximately 850
feet of Walnut Boulevard. The existing centerline
rumble strip will be removed and reconstructed at
the new roadway centerline location.
Funding Sources: HSIP, TDA, Disco Bay West
Construction Year: 2024
Total Estimated Project Cost: $1,281,000
Project Goals:
Safety, Mobility
Total Prior FY23/24 to
FY24/25
FY25/26 to
FY26/27
FY27/28 to
FY28/29
FY30/31 to
Future
$59,000
$13,000
$384,000
$825,000
$1,281,000 $456,000 $825,000
$381,000 $576,000
$249,000
$75,000
65
66
67
Supervisor District IV Active Projects
IV-1. Morgan Territory Road Bridges 5.0 and 5.2 Replacement - (Maintenance Division) -
(East County) - This project will replace two bridges on Morgan Territory Road.
Construction is scheduled for 2024. This project is funded by: Gas Tax.
IV-2. San Miguel Pedestrian Path - (TDA) - (Unincorporated Walnut Creek) - This project
proposes to construct an all-weather, ADA-compliant pedestrian path along the
southern side of San Miguel Drive. The scope of work includes two primary components:
(1)an asphalt pathway and berm; and (2) concrete sidewalk, curb, and gutter within
the City of Walnut Creek. In addition, the project scope includes installation of storm
drain lines within the City of Walnut Creek. Construction is scheduled for 2025. This
project is funded by: TDA, Gas Tax.
IV-3. Treat Boulevard Corridor Improvements - (I-680/Treat Blvd Bicycle and Pedestrian
Plan) - (Contra Costa Centre) - This project will construct bicycle infrastructure and
pedestrian enhancements along the Treat Boulevard Corridor, including: lane
reconfiguration to establish Class IV buffered bicycle lanes and a new Class I shared use
path, closing three free right-turn lanes, ADA improvements such as curb tamps and
improved passageways, and signal modifications. Construction is scheduled for 2026.
This project is funded by: STIP, Gas Tax, Former RDA.
Supervisor District IV Complete Projects
IV-1c. Marsh Drive Bridge Replacement Over Walnut Creek - (HBP) - (East County ) -
This project is to replace the bridge. Construction was completed in 2022. This project
was funded by: HBP, EBRPD, PG&E, CCWD, Gas Tax.
IV-2c. Mayhew Way and Cherry Lane Trail Crossing Enhancement - (TDA) - (Contra
Costa Centre) - Mayhew Way’s project site constructed two separated bulb-outs to
provide a chicane on Mayhew Way at the Iron Horse Regional Trail crossing. These
bulb-outs provided an island for two rectangular rapid flash beacons (RRFBs). Cherry
Lane’s project site updated the Contra Costa Canal trail crossing. The existing in-ground
pavement flashers were obsolete and were replaced. Construction was completed in
2022. This project was funded by: HBP, EBRPD, PG&E, CCWD, Gas Tax.
68
Alamo
Bay Point
Blackhawk
Diablo
Vine Hill
Saranap
Reliez Valley
San Miguel
Pacheco
Castle Hill
North GateShell Ridge
Contra Costa Centre
Clyde
Acalanes Ridge
AntiochConcord
Pittsburg
Walnut Creek
Danville
Lafayette
Martinez
Pleasant Hill
Clayton
Moraga
Brentwood
Oakley
IV-2c
IV-1c
II
IV
V
IIIMarsh C
r
e
e
k
R
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Baile
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R
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De
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V
a
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R
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N G
a
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R
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Clayton
A
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Trea
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B
l
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Ygnacio
V
a
l
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R
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Morg
a
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T
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r
r
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o
r
y
R
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Da
n
v
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l
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B
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Concord Blvd
Willow
P
a
s
s
R
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Taylor Blvd
Mo
r
e
l
l
o
A
v
e
E18Th St
Buchanan Rd
Pl
e
a
s
a
n
t
H
i
l
l
R
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Kirker P
a
s
s
R
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Diablo Rd
Hillcr
e
s
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A
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Reli
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z
V
a
l
l
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R
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St
M
a
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R
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Ra
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r
o
a
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A
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Walnut
B
l
v
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Po
r
t
C
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H
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Stone V
a
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R
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Som
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r
s
v
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R
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Alh
a
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b
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a
A
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Myrtle
D
r
Co
n
t
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a
C
o
s
t
a
B
l
v
d
Ca
s
t
l
e
R
o
c
k
R
d
Monu
m
e
n
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B
l
v
d
Empire Mine Rd
Boyd Rd
N Parkside Dr
Ho
w
e
R
d
San
M
i
g
u
e
l
D
r
Livorna R
d Summ
i
t
R
d
A
S
t
No
r
t
o
n
v
i
l
l
e
R
d
Mi
t
c
h
e
l
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C
a
n
y
o
n
R
d
South
G
a
t
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R
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Paso Nogal
Hart
z
A
v
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Glensid
e
D
r
Willow Pass Rd
IV-3
IV-2
IV-1
CRIPP Project Map
City
Unincorporated Place
2024 Supervisor District Boundary
Note: Projects are identified with Supervisor District number and project number for its District.
0 1.5 30.75
Miles¹
Supervisor District IV
69
Supervisor District: IV East County (unincorporated) In-Progress
Project No. IV-1 Morgan Territory Road Bridges 5.0 & 5.2 Replacement
Purpose & Need: The bridges are near the end of their service life and need to be replaced.
Project Description: This project will replace two bridges on Morgan Territory Road.
Funding Sources: Gas Tax
Construction Year: 2024
Total Estimated Project Cost: $5,927,000
Project Goals:
Reliability
Total Prior FY23/24 to
FY24/25
FY25/26 to
FY26/27
FY27/28 to
FY28/29
FY30/31 to
Future
$5,000 $6,000 $6,000
$58,000 $105,000 $35,000
$367,000 $150,000
$50,000
$644,000 $4,501,000
$5,927,000 $430,000 $955,000 $4,542,000
$430,000 $955,000 $4,542,000
70
Supervisor District: IV Walnut Creek (unincorporated) In-Progress
Project No. IV-2 San Miguel Drive Pedestrian Path
Purpose & Need: This project aims to install a pedestrian path to improve pedestrian safety and connectivity
and encourage an alternative travel mode to driving. The road currently has two travel lanes with narrow
shoulders and horizontal curves and is absent pedestrian pathways, resulting in pedestrians walking close to or
within the travel lane.
Project Description: This project proposes to
construct an all-weather, ADA-compliant
pedestrian path along the southern side of San
Miguel Drive. The scope of work includes two
primary components: (1) an asphalt pathway and
berm; and (2) concrete sidewalk, curb, and gutter
within the City of Walnut Creek. In addition, the
project scope includes installation of storm drain
lines within the City of Walnut Creek.
Funding Sources: TDA, Gas Tax
Construction Year: 2025
Total Estimated Project Cost: $1,522,000
Project Goals:
Safety, Mobility
Total Prior FY23/24 to
FY24/25
FY25/26 to
FY26/27
FY27/28 to
FY28/29
FY30/31 to
Future
$23,000
$6,000
$155,000 $113,000
$29,000
$1,196,000
$1,522,000 $184,000 $1,338,000
$14,000 $548,000
$85,000 $754,000
$85,000 $36,000
71
Supervisor District: IV Contra Costa Centre In-Progress
Project No. IV-3 Treat Boulevard Corridor Improvements
Purpose & Need: The purpose of this project is to improve safety and connectivity for pedestrians and
bicyclists along Treat Boulevard. Treat Boulevard currently creates challenges for the users of transit as the
wide roadways (up to nine lanes) and intersections become barriers for pedestrians to cross.
Project Description: This project will construct bicycle infrastructure and pedestrian enhancements along the
Treat Boulevard Corridor, including: lane
reconfiguration to establish Class IV buffered
bicycle lanes and a new Class I shared use path,
closing three free right-turn lanes, ADA
improvements such as curb ramps, improved
passageways, and signal modifications.
Funding Sources: STIP, Gas Tax, Former RDA
Construction Year: 2026
Total Estimated Project Cost: $4,747,000
Project Goals:
Safety, Efficiency
Total Prior FY23/24 to
FY24/25
FY25/26 to
FY26/27
FY27/28 to
FY28/29
FY30/31 to
Future
$132,000 $60,000 $10,000
$13,000 $120,000
$171,000 $760,000
$28,000 $3,453,000
$4,747,000 $316,000 $968,000 $3,463,000
$553,000
$316,000 $204,000 $162,000
$736,000 $1,180,000
Local STIP $1,596,000 $28,000 $1,568,000
72
73
Supervisor District V Active Projects
V-1. Franklin Canyon Road Safety Improvements - (HSIP) - (Unincorporated Martinez) -
This project is to install 12 inch centerline rumble strips along the unincorporated
segment of Franklin Canyon Road. Construction is scheduled for 2024. This project is
funded by: HSIP, Gas Tax.
V-2. North Bailey Road Active Transportation Corridor - (ATP Grant) - (Bay Point) - This
project will construct bicycle and pedestrian improvements including construction of a
two-way cycle track, new landscape areas adjacent to the cycle track and in the
roadway median, and intersection improvements. The intersection of Bailey Road with
Mary Ann Lane/Placer Drive will be signalized. Construction is scheduled for 2025. This
project is funded by: ATP, Gas Tax.
V-3. Pacifica Avenue Safe Routes to School - (ATP) - (Bay Point) - This project will
construct 2,400 feet of a Class IV two-way cycle track bike facility, 400 feet of new
sidewalk, 500 feet of widened sidewalk, bulb-outs, and 3 raised crosswalks. Construction
is scheduled for 2027. This project is funded by: ATP, Gas Tax.
V-4. San Pablo Avenue Complete Streets/Bay Trail Gap Closure - (ATP) - (Rodeo) - This
project will implement a road diet and construct a Class I shared use path along the San
Francisco Bay Trail. The project will also construct new sidewalk and ADA improvements,
truck climbing lanes, and intersection improvements. Construction is scheduled for 2027.
This project is funded by: ATP, Gas Tax.
V-5. Second Avenue Bridge Replacement (Bridge No. 28C0383) - (HBP) - (Pacheco) -This
project will replace the Second Avenue Bridge over Grayson Creek. Construction is
scheduled for 2028. This project is funded by: HBP, Gas Tax.
Supervisor District V Completed Projects
V-1c. Alves Lane Trail Crossing - (TDA) - (Bay Point) - This project installed rectangular
rapid flashing beacons (RRFBs), a raised crosswalk, striping with accompanying signage,
red curbs, and ADA compliant detectable warning surfaces. Construction was completed
in 2022. This project was funded by: TDA, Gas Tax.
V-2c. Crockett Area Guardrail Upgrades - (HSIP) - (Crockett) - This project removed
approximately 41 guardrails and replaced them with new guardrails that meet the
current Caltrans standard on arterials and major collectors in the unincorporated
Crockett area. Construction was completed in 2022. This project was funded by: HSIP,
Gas Tax.
74
Alamo
Bay PointRodeo
Reliez Valley
Vine Hill
Diablo
El Sobrante
Saranap
Alhambra Valley
Crockett
San Miguel
Kensington
Pacheco
Castle Hill
North Gate
El Sobrante
Shell Ridge
Contra Costa Centre
Clyde
Mountain View
Acalanes Ridge
Port Costa
Acalanes Ridge
Tara Hills
East Richmond Heights
East Richmond Heights
AntiochConcord
Pittsburg
Orinda Lafayette
Martinez
Walnut Creek
Hercules
Moraga
Pinole
ClaytonPleasant Hill
El Cerrito
Oakley
Brentwood
Danville
V
II
I IV
IIIMarsh
C
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R
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Baile
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R
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De
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R
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Clayton
A
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Treat
B
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Ygn
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R
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Alhambra
V
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Mo
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Alha
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Concord Blvd
Mo
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a
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W
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Wil
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P
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R
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Taylor Blvd
Morello
A
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E18Th St
Buchanan Rd
Bear
C
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R
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Plea
s
a
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H
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Kirke
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P
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R
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Hi
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A
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St
M
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R
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San
P
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A
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Cumm
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Sk
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Port Chicago H
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Walnut B
l
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Fra
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C
a
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R
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Som
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s
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R
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Myrtle
D
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Marina
V
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a
N Parkside Dr
Livorna R
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A
S
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Nor
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R
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Solano
W
a
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Ac
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a
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R
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V-1c
V-5
V-4
V-1
V-2c
CRIPP Project Map
Unincorporated Place
2024 Supervisor District Boundary
Note: Projects are identified with Supervisor District number and project number for its District.
0 2.5 51.25
Miles¹
Supervisor District V
V-3
V-2
75
Supervisor District: V Martinez(unincorporated) In-Progress
Project No. V-1 Franklin Canyon Road Safety Improvements
Purpose & Need: The purpose is to improve roadway safety on this two-lane, rural, major collector with
winding curves, narrow lanes, and narrow shoulders.
Project Description: This project is to install 12" centerline rumble strips along the unincorporated segment of
Franklin Canyon Road.
Funding Sources: HSIP, Gas Tax
Construction Year: 2024
Total Estimated Project Cost: $532,000
Project Goals:
Safety
Total Prior FY23/24 to
FY24/25
FY25/26 to
FY26/27
FY27/28 to
FY28/29
FY30/31 to
Future
$14,000 $5,000
$3,000
$114,000
$2,000 $394,000
$532,000 $133,000 $399,000
$57,000 $23,000
$76,000 $376,000
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Supervisor District: V Bay Point In-Progress
Project No. V-2 North Bailey Road Active Transportation Corridor
Purpose & Need: The goal of this project is to improve the pedestrian and bicycle environment along Bailey
Road in Bay Point in accordance with the 2010 Bailey Road Pedestrian and Bicycle Improvement Plan.
Project Description: This project will construct bicycle and pedestrian improvements including construction of a
two-way cycle track, new landscape areas adjacent to the cycle track and in the roadway median, and
intersection improvements. The intersection of
Bailey Road with Mary Ann Lane/Placer Drive will
be signalized.
Funding Sources: ATP, Gas Tax, Navy Mitigation
Funds
Construction Year: 2025
Total Estimated Project Cost: $10,760,000
Project Goals:
Safety, Mobility, Sustainibility, Equity
Total Prior FY23/24 to
FY24/25
FY25/26 to
FY26/27
FY27/28 to
FY28/29
FY30/31 to
Future
$219,000 $13,000 $3,000
$50,000
$550,000 $400,000
$175,000
$9,350,000
TOTAL $10,760,000 $819,000 $588,000 $9,353,000
$104,000 $395,000 $5,660,000
$127,000 $70,000
$715,000 $2,789,000
Navy Mit $900,000 $66,000 $834,000
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Supervisor District: V Bay Point In-Progress
Project No. V-3 Pacifica Avenue Safe Routes to School
Purpose & Need: The existing conditions on Pacifica Avenue offer many challenges for students walking,
biking, and rolling to school such as narrow sidewalk, a gap in pedestrian infrastructure, vehicles parking in
the bike lane, vehicle speeds, midblock crossings, and no separation between non-motorized and motorized
users on segments of the roadway. This project will improve the multi-modal transportation network and
increase roadway safety for active transportation and encourage a mode-shift to walking, biking, and rolling
for the communities’ local trips.
Project Description: This project will construct
2,400 feet of a Class IV two-way cycle track bike
facility, 400 feet of new sidewalk, 500 feet of
widened sidewalk, bulb-outs, and 3 raised
crosswalks.
Funding Sources: ATP, Gas Tax
Construction Year: 2027
Total Estimated Project Cost: $4,842,000
Project Goals:
Safety, Mobility, Equity
Total Prior FY23/24 to
FY24/25
FY25/26 to
FY26/27
FY27/28 to
FY28/29
FY30/31 to
Future
$1,000 $69,000 $30,000 $3,000
$130,000
$340,000 $392,000
$150,000
$110,000 $3,617,000
$4,842,000 $1,000 $539,000 $682,000 $3,620,000
$365,000 $317,000 $3,220,000
$1,000 $174,000 $365,000 $400,000
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Supervisor District: V Rodeo In-Progress
Project No. V-4 San Pablo Avenue Complete Streets/Bay Trail Gap Closure
Purpose & Need: With San Pablo Avenue being a commercial trucking route, the physical seperation between
motorists and bicylists/pedestrians provided by the Class I path will be very important for the safety of non-
motorized users.
Project Description: This project will implement a road diet and construct a Class I shared use path along San
Francisco Bay Trail. The project will also construct
new sidewalk and ADA improvements, truck
climbing lanes, and intersection improvements.
Funding Sources: ATP, Gas Tax
Construction Year: 2027
Total Estimated Project Cost: $13,727,000
Project Goals:
Safety. Mobility, Sustainibility, Equity
Total Prior FY23/24 to
FY24/25
FY25/26 to
FY26/27
FY27/28 to
FY28/29
FY30/31 to
Future
$14,000 $98,000 $25,000 $20,000
$210,000
$850,000 $993,000
$2,485,000 $9,032,000
$13,727,000 $14,000 $1,158,000 $3,503,000 $9,052,000
$1,000,000 $1,285,000 $8,232,000
$14,000 $1,176,000 $820,000
$158,000 $1,042,000
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Supervisor District: V Pacheco In-Progress
Project No. V-5 Second Avenue Bridge Replacement
Purpose & Need: Bridge is near the end of its useful life and needs to be replaced.
Project Description: This project will replace the Second Avenue Bridge over Grayson Creek.
Funding Sources: HBP, Gas Tax
Construction Year: 2028
Total Estimated Project Cost: $9,411,000
Project Goals:
Reliability
Total Prior FY23/24 to
FY24/25
FY25/26 to
FY26/27
FY27/28 to
FY28/29
FY30/31 to
Future
$8,000 $6,000 $6,000 $3,000
$28,000 $1,320,000 $100,000
$100,000
$7,840,000
$9,411,000 $36,000 $1,426,000 $7,946,000 $3,000
$36,000 $356,000 $2,370,000 $3,000
$1,070,000 $5,576,000
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Capital Road Improvement and Preservation Program (CRIPP)
Report for 2024 through 2031.
Acronym Description
ADA Americans with Disabilities Act
AOB Area of Benefit
Alamo Area of Benefit – Traffic Mitigation Fees
Active Transportation Program - Funds for projects/programs
that encourage increased use of active modes of
transportation to reduce greenhouse gas emissions and to
promote healthier communities
Bay Point Area of Benefit – Traffic Mitigation Fees
Bethel Island Area of Benefit – Traffic Mitigation Fees
Briones Area of Benefit – Traffic Mitigation Fees
Contra Costa County
Contra Costa County Flood Control District also know as
Contra Costa County Flood Control Water Conservation
District. This acronym was used in the Countywide Trash
Capture project
Contra Co Trans psta ortation Authority
Contra Costa Water District - Funds contributed by the Contra
Costa Water District
Community Development Block Grant - Funds set aside for
frontage improvements in economically depressed areas.
Central County Area of Benefit – Traffic Mitigation Fees
California Public Utilities Commission
Comprehensive Transportation Priority List maintained by
CCTA
Discovery Bay Area of Benefit – Traffic Mitigation Fees
Discovery Bay West Mitigation Funds – Traffic Mitigation Fees
Department of Water Resources – Co-sponsor for Bridge
Improvement on Byron Highway
East Bay ParkRegional District
Alamo AOB
ATP
Bay Point AOB
Bethel Island AOB
Briones AOB
CCC
CCCFCD
CCTA
CCWD
CDBG
Cent County AOB
CPUC
CTPL
Disco Bay AOB
Disco Bay West
DWR
EBRPD
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Capital Road Improvement and Preservation Program (CRIPP)
Report for 2024 through 2031.
Acronym
ECCRFFA/RTDIM
East County Regional
AOB or ECRAOB
Former RDA
Gas Tax
GSI
HBP
Herc/Rodeo/Crock
AOB
HR3
HSIP
JEPA
Keller Canyon Mit
Fund
Lifeline Grant
LOS
Description
East Contra Costa Regional Fee & Financing
Authority/Regional Transportation Development Impact
Mitigation
East County (Regional) Area of Benefit – Traffic Mitigation
Fees
Former Redevelopment Agency - Bond funds designated for
former redevelopment areas
Gas Tax Funds - Sales tax on gasoline used to enhance road
operation and maintenance.
Green Stormwater Infrastructure – Formerly GI or Green
Infrastructure
Highway Bridge Program - Funds for bridges in need of
replacement, and for seismic retrofit program.
Hercules/Rodeo/Crockett Area of Benefit – Traffic Mitigation
Fees
High Risk Rural Road Program - Funds for safety
improvements to rural roads defined as high risk.
Highway Safety Improvement Program - Funds for
infrastructure-related highway safety improvements that lead
to a significant reduction in traffic fatalities and serious
injuries on all public roads.
Joint Exercise Powers Agreement - Term used to identify a
joint agreement between the County and another agency,
Cities, etc. on a particular capital project
Keller Canyon Landfill Mitigation Funds - Mitigation funds from
Keller Canyon Landfill. Funds are for pavement maintenance
between SR4 and Keller Canyon Landfill Entrance. City of
Pittsburg has a fair-share portion of these funds.
Lifeline Grant are funds intended to improve mobility for low-
income residents.
Level of Service refers to the operational status of an
intersection or segment of roadway
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Capital Road Improvement and Preservation Program (CRIPP)
Report for 2024 through 2031.
Acronym
Martinez AOB
Measure J
Measure J PBTF
Measure J Regional
Measure J RTS
Measure J TLC
N Richmond AOB
Navy Mit
OBAG
OBAG-LSR
OBAG-FAS
Pacheco AOB
Phillips 66 funds
Prop 1B
Description
Martinez Area of Benefit – Traffic Mitigation Fees
Measure J - An umbrella name for various CCTA administered
local funding source
Measure J Pedestrian, Bicycle and Trail Facilities Program -
Funds for pedestrian, bicycle, and trail facilities.
Measure J: Regional Funds - Portion of sales tax measure
designated for projects of regional significance.
Measure J: Return to Source Funds - Portion of sales tax
measure returned to local jurisdictions to be used for
transportation projects within Contra Costa County.
Measure J Transportation for Livable Communities Program -
Funds for projects/programs for plans and facilities that
encourage more walking, bicycling and transit use.
North Richmond Area of Benefit – Traffic Mitigation Fees
Navy Mitigation Funds - Mitigation funds from closure of Port
Chicago Highway.
One Bay Area Grant Program – Grant program that focuses on
transportation investments in priority development areas
(PDA's).
One Bay Area Grant (for) Local Streets and Roads - A specific
OBAG funding source to support local streets and roads
One Bay Area Grant (for) Federal Aid Source - A specific
OBAG funding source for certain types of capital projects
Pacheco (West Concord) Area of Benefit – Traffic mitigation
fees.
Conoco Phillips 66 - Conoco Phillips grant program to support
the community.
Proposition 1B - These state funds makes safety
improvements and repairs to local streets and roads and
improves seismic safety of local bridges by providing for a
bond issue.
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Capital Road Improvement and Preservation Program (CRIPP)
Report for 2024 through 2031.
RDA
Acronym
Redevelopment Agency
Description
Rich/El Sobr AOB
RM3
RRFB
RSS Abatement Fund
SCC
So County AOB
So Walnut Cr AOB
SR
SR2S
State Match
STIP
SUA
TDA
TVTC Fee
West County AOB
Richmond/El Sobrante Area of Benefit – Traffic mitigation
fees.
Regional Measure 3 - A supplemental local funding source
from the State of California
Rectangular Rapid Flash Beacons - A pedestrian actuated
feature at crosswalk to notify drivers that a pedestrian is in
the vicinity of the crosswalk
Richmond Sanitary Service Abatement Funds - Funds
appropriated for the purchase of historic markers on San
Pablo Dam Road.
South Contra Costa
South County Area of Benefit – Traffic Mitigation Fees
South Walnut Creek Area of Benefit – Traffic Mitigation Fees.
This AOB has been incorporated into the Central County AOB
State Route
Safe Routes to School (State) - Funds emphasize construction
of infrastructure to aid in safety near schools.
State Match Funds - Funds to match federally funded
transportation projects.
State Transportation Improvement Program - Funds
transportation projects on and off the State Highway System.
Stormwater Utility Assessment – This is a Flood Control
District funding source.
Transportation Development Act - Funds for construction of
bicycle and pedestrian facilities.
Tri-Valley Transportation Development Fee - Regional traffic
mitigation fees.
West County Area of Benefit – Traffic Mitigation Fees
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Capital Road Improvement and Preservation Program (CRIPP)
Report for 2024 through 2031.
Capital Road Improvement and Preservation Program (CRIPP)
Report for 2024 through 2031.
Capital Road Improvement and Preservation Program (CRIPP)
Report for 2024 through 2031.
ROAD PROGRAM AT WORK
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ROAD PROGRAM AT WORK
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ROAD PROGRAM AT WORK
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ROAD PROGRAM AT WORK
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ROAD PROGRAM AT WORK
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ROAD PROGRAM AT WORK
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Capital Road Improvement and Preservation Program (CRIPP)
Report for 2024 through 2031.
ROAD PROGRAM AT WORK
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ROAD PROGRAM AT WORK
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ROAD PROGRAM AT WORK
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ROAD PROGRAM AT WORK
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ROAD PROGRAM AT WORK
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ROAD PROGRAM AT WORK
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Capital Road Improvement and Preservation Program (CRIPP)
Report for 2024 through 2031.
RECOMMENDATION(S):
ADOPT Resolution No. 2020/121 approving a list of projects for Fiscal Year 2020/21
funded by Senate Bill 1 (SB1): The Road Repair and Accountability Act of 2017, Road
Maintenance and Rehabilitation Account funds, and DIRECT staff to submit the list to the
California Transportation Commission. (All Districts)
FISCAL IMPACT:
100% allocation to the Road Fund from Road Maintenance and Rehabilitation Account
program under Senate Bill 1 (SB1) in the approximate amount of $16.4 million.
BACKGROUND:
California cities and counties are seeing a significant influx of new revenue to invest in the
local street and road system from Senate Bill 1 (Beall and Frazier), a landmark
transportation funding package that was signed by Governor Brown on April 28, 2017. This
measure was in response to California’s significant funding shortfall to maintain the state’s
multimodal transportation network.
SB1 increased several taxes and fees to raise over $5 billion annually in new transportation
APPROVE OTHER
RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE
Action of Board On: 04/28/2020 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
Karen Mitchoff, District IV
Supervisor
Federal D. Glover, District V
Supervisor
Contact: Nancy Wein,
925.313.2275
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 28, 2020
David J. Twa, County Administrator and Clerk of the Board of Supervisors
By: June McHuen, Deputy
cc:
C. 2
To:Board of Supervisors
From:Brian M. Balbas, Public Works Director/Chief Engineer
Date:April 28, 2020
Contra
Costa
County
Subject:FY 2020/2021 Road Maintenance and Rehabilitation Account Project List for Unincorporated Contra Costa
County.
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revenues. SB1 also includes inflationary adjustments in the revenue to local agencies so that
the purchasing power of the funds does not decrease as it has in the past. SB1 prioritizes
funding towards maintenance, rehabilitation and safety improvements on state highways,
local streets and roads, and bridges and to improve the state’s trade corridors, transit, and
active transportation facilities.
SB1 Funds were available to cities and counties starting in FY 2017/2018 and are comprised
of two parts - an increase in the annual gas tax revenue that local agencies have historically
been receiving and a new funding source called Road Maintenance and Rehabilitation
Account (RMRA) program funds. The California State Association of Counties (CSAC)
annually provides an estimate of the total gas tax revenues the County can expect to see
from transportation bill, including the total estimated revenue from RMRA program funds.
CSAC estimates the County will receive about $41.7 million in total transportation funding
for FY 20/21 from SB1, approximately double what the County received just a few years
ago. About $16.4 million of that amount is from the RMRA program. This amount will
continue to grow in future years with the built-in inflationary index.
SB1 emphasizes the importance of accountability and transparency in the delivery of
California’s transportation programs. Therefore, in order to be eligible for RMRA funding,
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state statute requires cities and counties to provide basic RMRA project reporting to the
California Transportation Commission (CTC).
Prior to receiving an apportionment of RMRA funds from the State Controller in a fiscal
year, a city or county must submit to the CTC a list of projects proposed to be funded with
these funds. All projects proposed to receive funding must be reviewed and approved by the
applicable city council or county board of supervisors at a public meeting.
The list of projects must include a description and location of each proposed project, a
proposed schedule for the project’s completion, and the estimated useful life of the
improvement. The project list does not limit the flexibility of an eligible city or county to
fund projects in accordance with local needs and priorities so long as the projects are
consistent with RMRA priorities as outlined in the applicable code sections. Some example
projects and uses for RMRA funding include, but are not limited to the following:
Road Maintenance and Rehabilitation
Safety Projects
Railroad Grade Separations
Complete Streets Components (including active transportation purposes, pedestrian
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and bicycle safety projects, transit facilities, and drainage and stormwater capture
projects in conjunction with any other allowable project)
Traffic Control Devices
Streets and Highways Code Section 2030(b)(2) states that funds made available by the
program may also be used to satisfy a match requirement in order to obtain state or federal
funds for projects authorized by this subdivision.
Staff has developed a recommended list of projects the Board of Supervisors to consider for
submitting to CTC.
The following criteria will be used by staff when developing the current and future project
lists for RMRA funds:
Eligibility criteria for RMRA funds
Emergency storm damage projects that exceeded existing road fund revenue capacity
Maintenance and rehabilitation priorities
Roadway safety
Expiring grants where local funds are necessary to complete the funding package
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Expiring grants where local funds are necessary to complete the funding package
Geographic equity
Projects where expenditures had already occurred for design of the project and had
been shelved due to declining gas tax revenues
Multi-modal benefits in accordance with the Board of Supervisor’s Complete Streets
policy
Positive impact to Road Program performance metrics
Clearing the queue of delayed projects that were a result of declining gas tax revenues
Meeting customer expectations
With the passage of SB1, the County will now receive about $41.7 million in total
transportation funding in FY 20/21, with approximately $16.4 million of that amount from
the RMRA program. The County currently uses the majority of the Gas Tax funds towards
public roadway maintenance and repair for approximately 660 miles of the roadway
network in the unincorporated areas of Contra Costa County to ensure a safe and convenient
public travel in a variety of modes: driving, walking and bicycling. These funds are also
used to improve traffic safety throughout the County by using it as the local match to
leverage funds from state and federal grant programs.
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The majority of the RMRA funds are designated for maintenance activities but the range of
proposed projects in future years is expected to broaden as the amount of RMRA funds
increases. It should be noted that project list below is a small subset of projects in overall
road program and only focuses on how the RMRA funds will be expended as required by
the Commission.
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BACKGROUND: (CONT'D)
PROPOSED PROJECTS (Total RMRA = $16.4 million)
Proposed Project No. 1: Road Drainage Maintenance (RMRA = $1.2 million)-
Countywide
Ditch Cleaning – This routine maintenance item is to perform drainage ditch
cleaning to remove debris and vegetation which may obstruct the passage of
stormwater and cause local flooding. (RMRA = $400,000) County Project No.:
0672-6U2303
Clean Catch Basin – This routine maintenance item is to perform cleaning of
sediment and prevent obstructions of catch basins (drainage inlets) and related pipe
systems. The County has over twenty thousand catch basins throughout the
unincorporated portions of the County. (RMRA = $500,000) County Project No.:
0672-6U2308
Inspect Catch Basin – This routine maintenance item is to perform inspections of
catch basins and associated systems. This includes a visual inspection of the
drainage inlet and any clean water inserts. Follow-up video inspections may be
required for deeper inlets and/or suspected structural issue concerning the inlets.
(RMRA = $300,000) County Project No.: 0672-6U2316
Proposed Project No.2: Traffic Safety Devices Maintenance (RMRA = $950,000) -
Countywide
Traffic Signing – This routine maintenance item is to perform sign repair,
replacement, and installation along the unincorporated County roadways. (RMRA =
$450,000) County Project No.: 0672-6U2504
Traffic Striping – This routine maintenance item is to perform new painting,
routine painting and replacement of pavement striping along the unincorporated
County roadways to enhance public safety. (RMRA = $500,000) County Project
No.: 0672-6U2505
Proposed Project No. 3: Pavement Repairs and Preparation (RMRA = $4.2 million)-
Countywide
Pot Hole Patching – This routine maintenance item is to perform spot pavement
repairs of pot holes along the unincorporated County roadways to eliminate surface
hazards. (RMRA = $500,000) County Project No.: 0672-6U2101
Pavement Fabric Patching – This routine maintenance item is to perform
pavement fabric patching along the unincorporated County roadways to correct
minor pavement defects and prevent further cracking. An area of existing damaged
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asphalt will be removed and excavated to allow a fabric patch to be placed. The
roadway base will be compacted and leveled to support the new fabric layer and
asphalt layer. (RMRA = $500,000) County Project No.: 0672-6U2102
Pavement Failure Repair - Backhoe – This routine maintenance item is to conduct
pavement failure repair along the unincorporated County roadways. This task
requires the removal of a larger area of cracked or damaged pavement with a
backhoe. The roadway base will be compacted and overlaid with new asphalt.
(RMRA = $500,000) County Project No.: 0672-6U2103
Pull Box Paving – This is a roadway paving operation to place asphalt on localized
roadway depressions to provide a smooth riding surface for the motorized public
along the unincorporated County roadways. (RMRA = $525,000) County Project
No.: 0672-6U2104
Hand Patching – This is similar to pot hole patching to conduct spot pavement
repairs along unincorporated County roadway, but on a smaller scale. (RMRA =
$500,000) County Project No.: 0672-6U2105
Crack Sealing – This pavement preservation task is to seal cracks in the roadway.
Cracks are typically filled in to seal the roadway structural section from water
penetration. The goal is to prolong the service life of the pavement and/or prepare
the roadway surface for an overlay. (RMRA = $600,000) County Project No.:
0672-6U2106
Leveling – This task is associated with leveling of large settlements, depressions,
surface irregularities and recent large pavement repairs. This is to provide a smooth
riding surface for the motorized public along unincorporated County roadways.
(RMRA = $475,000) County Project No.: 0672-6U2107
Pavement Failure Repair – Grinder – This task is to remove badly cracked or
broken pavement. The roadway is then replaced with new asphalt and roadway base
rock. This task supports pavement preservation operations and also extends the
service life of the roadway pavement. (RMRA = $600,000) County Project No.:
0672-6U2123
Proposed Project No. 4: County-Wide Surface Treatments (RMRA = $6.9 million)
Countywide:
Double Chip Seal Project (2019) – This project will apply a double chip seal to
various roads as a pavement preservation project in the unincorporated Contra Costa
County. Locations will include Orinda (Bear Creek Road), Franklin Canyon,
Knightsen/Brentwood, Bryon and San Ramon areas. Work will also include surface
preparation and pavement striping and markings. (RMRA = $2.200,000) County
Project No. 0672-6U2182
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Asphalt Rubber Cape Seal Project - The project will apply an asphalt rubber chip
seal covered with a type II slurry seal to various roadways in the El Sobrante, North
Richmond, and Alamo areas. Work will also include surface preparation and
pavement striping and markings. (RMRA = $4,750,000) County Project No.
0672-6U2184
Proposed Project No. 5: Kirker Pass Road Northbound Truck Lanes ($3.1 million)
The project consists of pavement widening for a truck climbing lane with 8 foot
paved shoulders; relocation of HMA dike, concrete ditches, and other drainage
features; retaining wall construction; installation of signage and striping;
construction of two C.3 bioretention areas; relocation of existing roadside features,
and pavement rehabilitation on Kirker Pass Road which consists of 0.1 feet grind
and overlay of open grade rubberized hot mix asphalt (HMA). There are significant
roadway conforms at Hess Road due to change in grade. (RMRA = $3,100,000)
County Project No. 0662-6R4052
With the annual reporting requirement, the Department will begin strategizing how the
County can allocate the new funding to achieve the Road Program’s mission and improve
the program’s key performance metrics for safety, efficiency, reliability and accessibility.
CONSEQUENCE OF NEGATIVE ACTION:
If a project list is not approved by the Board of Supervisors and submitted to the CTC by
the May 1, 2020 deadline, the County will not be eligible to receive its portion of RMRA
funds and the projects listed above will not be constructed.
ATTACHMENTS
Resolution No. 2020/121
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B3-10
B3-11
B3-12
1025 ESCOBAR STREET
MARTINEZ, CA 94553CONTRA COSTA COUNTY
Legislation Details (With Text)
File #: Version:124-3462 Name:
Status:Type:Consent Item Passed
File created:In control:9/30/2024 BOARD OF SUPERVISORS
On agenda:Final action:10/22/2024 10/22/2024
Title:APPROVE the Capital Road Improvement and Preservation Program for fiscal year 2024/2025
through 2030/2031, as recommended by the Transportation, Water, and Infrastructure Committee,
and the Public Works Director, Countywide. (No fiscal impact)
Attachments:1. CRIPP 2024 Final - Part 1.pdf, 2. CRIPP 2024 Final - Part 2.pdf
Action ByDate Action ResultVer.Tally
approvedBOARD OF SUPERVISORS10/22/2024 1 Pass
To:Board of Supervisors
From:Warren Lai, Public Works Director/Chief Engineer
Report Title:Capital Road Improvement and Preservation Program for Fiscal Year 2024/2025 through 2030/2031
☒Recommendation of the County Administrator ☐ Recommendation of Board Committee
RECOMMENDATIONS:
APPROVE the Capital Road Improvement and Preservation Program (CRIPP) for fiscal year 2024/2025
through 2030/2031, as recommended by the Transportation, Water, and Infrastructure Committee, and the
Public Works Director, Countywide
FISCAL IMPACT:
No fiscal impact.Approval and adoption of the CRIPP will provide a programming document that will outline
the anticipated expenditures of road related capital funds in the next seven years.The CRIPP is a working
document that programs funds for capital road improvement projects within the County.Preparation of the
CRIPP is a requirement of the Growth Management Program and Measure J funding.
BACKGROUND:
The Capital Road Improvement and Preservation Program (CRIPP)is a programming document for the funding
of capital road improvement and preservation projects within Contra Costa County.It includes estimated
project costs,funding source information,and scheduling information for known potential projects within the
next seven fiscal years.It also includes revenue projections and a summary of estimated project-related
expenditures for each funding source.
The CRIPP was established by Resolution 89/306 under the County Road Improvement Policy (Policy).The
Policy was authorized by Government Code Section 66002 and is required under the Growth Management
Element of the Contra Costa Transportation and Growth Management Program Ordinance approved by the
voters in November 1988 (Measure C-88)and reaffirmed in 2004 with passage of Measure J.Measure J
requires that each participating local agency develop a five-year CRIPP.In 1991,the CRIPP was expanded to
cover seven years to conform to the Congestion Management Plan,and in 1992 the CRIPP update was changed
CONTRA COSTA COUNTY Printed on 12/11/2024Page 1 of 3
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File #:24-3462,Version:1
cover seven years to conform to the Congestion Management Plan,and in 1992 the CRIPP update was changed
to a biennial schedule.
Approval of the CRIPP by the Board of Supervisors does not automatically approve each individual project
listed in the CRIPP.Each project in the CRIPP is subject to a separate public review,engineering feasibility
analysis,and environmental assessment before the Board of Supervisors will consider final approval of the
project.As this is a planning level document,adoption of the CRIPP will not preclude development and
construction of projects that have not been identified.
As more information is gathered about a project,the Public Works Department may determine that the project
will cost more than originally estimated for reasons not known at this time.In such a case,the Public Works
Department will study various alternatives to find a solution to the funding shortfall.The Public Works
Department will adjust subsequent CRIPPs to reflect any changes in project scope or cost.
Adopting a CRIPP to guide our capital improvements will do several things for the County:
•Increase public awareness of how and where funds will be spent on our road system.
•Enhance public trust and increase funding transparency by demonstrating that funds are programmed
and expended in accordance with an approved program.
•Encourage more public involvement in the programming and expenditure of our capital funds.
•Provide accurate “accountability”of whether our transportation system will meet an acceptable level of
service to satisfy our growth management policies.
•Provide a basis for projecting staffing needs over the next seven years.
•Provide a budget tool to track expenditures of each type of funding utilized for capital improvements.
The County Road Program has experienced a variety of issues which have affected the construction of new
infrastructure and maintenance of existing infrastructure.
Gas Tax is the primary funding source for capital projects and the maintenance program.There are many
competing priorities for the fixed amount of gas tax the County annually receives from the State.For many
years,the County has had to defer maintenance on its roadways,which means repairs to infrastructure and
related assets get delayed and backlogged due to budget limitations and funding constraints.The goal over the
next 7 years is to increase the amount of available funding for pavement surface treatments and the budget for
routine maintenance of over 661 miles of roadways and related infrastructure to try and address this need.
This goal must be balanced with the need for new transportation projects while considering the issues below.
•The County experienced almost $19 million of unexpected damage to the roadway system caused by
storm events in the last 2 years.Some of this cost was covered by state and federal funds but the balance was
funded with local funds.These unforeseen projects to restore the roadways after the storm events greatly impacted the
schedule and available revenue for other projects through 2025.
•The costs of construction materials and labor has increased due to inflation in the last two years,and
this is expected to continue in the future.This has made currently programmed projects more expensive to
build.
•The County has been successful at receiving federal,state,and local grants from various funding
sources.However,each grant requires a local match that ranges from approximately five percent to over twenty
percent of the total project cost.The County has allotted general fund money from the County budget to be
CONTRA COSTA COUNTY Printed on 12/11/2024Page 2 of 3
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percent of the total project cost.The County has allotted general fund money from the County budget to be
used as the local match, which in effect frees up other funds such as gas taxes for other important items.
Through the CRIPP and the Road Program,the County will continue to improve roadway safety through
adoption of a Vision Zero Program and the Active Transportation Plan.Vision Zero is a change in how we think
about and approach fatalities and major injuries on our roadways.Instead of accepting collisions that result in
fatalities and serious injuries as inevitable,Vision Zero requires us to instead think of these collisions as
preventable through a Safe System Approach.A Safe System approach addresses the five elements of a safe
transportation system through a shared responsibility and redundancy:safe road users,safe vehicles,safe
speeds,safe roads,and post-crash care.The objective of the Active Transportation Plan is to support a mode
shift from the single-occupant vehicle to other more active and environmentally friendly modes of
transportation like walking, biking, rolling, and using transit.
The Department’s goal is to also create a sustainable transportation network to try and address the impacts of
the road system on the environment.Future projects may include:cool pavements,porous pavements,complete
streets,multi-modal ways to travel,recycled materials,and drought tolerant landscaping where feasible.The
County is also required to install green stormwater infrastructure on many projects to treat stormwater to
remove sediments and pollutants before the stormwater goes into the storm drain system.A sustainable
transportation network will also positively affect climate change, greenhouse gas emissions, and water supply.
The issues of environmental justice will need to be addressed in the development of transportation projects,
which is a great concern for residents and stakeholders.Environmental justice is the fair treatment and
meaningful involvement of all people regardless of race,color,national origin,or income,with respect to the
development, implementation, and enforcement of environmental laws, regulations, and policies.
CONSEQUENCE OF NEGATIVE ACTION:
Failure to approve the CRIPP could adversely affect the schedule of road improvements for the next seven
years as this document provides direction for project planning and staff requirements.
Measure J and the County’s proposed growth management policy requires adoption of a CRIPP be enacted to
meet the anticipated needs of new development impacts on the roadway systems.Without an approved CRIPP,
the County will not be able to fulfill this requirement,which would jeopardize our Measure J return to source
funding.
CONTRA COSTA COUNTY Printed on 12/11/2024Page 3 of 3
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Capital Road Improvement and Preservation Program (CRIPP)
Report for 2024 through 2031.
This Complete Streets Policy was adopted by Resolution No. 2016/374 by the Board of Supervisors of Contra Costa
County on July 12, 2016.
COMPLETE STREETS POLICY OF CONTRA COSTA COUNTY
A.Complete Streets Principles
1.Complete Streets Serving All Users. Contra Costa County expresses its commitment to creating and maintaining
Complete Streets that provide safe, comfortable, and convenient travel along and across rights-of-way (including
streets, roads, highways, bridges, paths, and other portions of the transportation system) through a comprehensive,
integrated transportation network that serves all categories of users, including pedestrians, bicyclists, persons with
disabilities, motorists, movers of commercial goods, users and operators of public transportation, seniors, children,
youth, students and families.
2.Context Sensitivity. In planning and implementing street projects, departments and agencies of Contra Costa
County shall maintain sensitivity to local conditions in both residential and business districts as well as urban,
suburban, and rural areas, and shall work with residents, merchants, school representatives, and other stakeholders to
ensure that a strong sense of place ensues. Improvements that will be considered include sidewalks, shared use
paths, separated bikeways/cycle tracks, bicycle lanes, bicycle routes, paved shoulders, street trees and landscaping,
planting strips, accessible curb ramps, crosswalks, refuge islands, pedestrian signals, signs, street furniture, bicycle
parking facilities, public transportation stops and facilities, transit priority signalization, traffic calming circles,
transit bulb outs, road diets and other features assisting in the provision of safe travel for all users and those features
and concepts identified in the Contra Costa County Complete Streets General Plan Amendment of April 2008.
3.Complete Streets Routinely Addressed by All Departments. All departments and agencies of Contra Costa
County shall work towards making Complete Streets practices a routine part of everyday operations, approach every
relevant project, program, and practice as an opportunity to improve streets and the transportation network for all
categories of users/modes, and work in coordination with other departments, agencies, and jurisdictions to maximize
opportunities for Complete Streets, connectivity, and cooperation. Example activities include, but are not necessarily
limited to the following: pavement resurfacing, restriping, accessing above and underground utilities, signalization
operations or modifications, maintenance of landscaping/related features, and shall exclude minor (catch basin
cleaning, sign replacement, pothole repair, etc.) maintenance and emergency repairs.
4.All Projects and Phases. Complete Streets infrastructure sufficient to enable reasonably safe travel along and
across the right of way for each category of users shall be incorporated into all planning, funding, design, approval,
and implementation processes for any construction, reconstruction, retrofit, maintenance, operations, alteration, or
repair of streets (including streets, roads, highways, bridges, and other portions of the transportation system), except
that specific infrastructure for a given category of users may be excluded if an exemption is approved via the process
set forth in section C.1 of this policy.
B. Implementation
1.Plan Consultation and Consistency. Maintenance, planning, and design of projects affecting the transportation
system shall be consistent with the Contra Costa County General Plan, as well as other applicable bicycle,
pedestrian, transit, multimodal, best practices, and other relevant documents. Where such consistency cannot be
achieved without negative consequences, consistency shall not be required if the head of the relevant departments,
or designees, provides written approval explaining the basis of such deviation.
2.Street Network/Connectivity. As feasible, and as opportunities arise, Contra Costa County shall incorporate
Complete Streets infrastructure into existing streets to improve the safety and convenience of users, with the
particular goal of creating a connected network of facilities accommodating each category of users, increasing
connectivity across jurisdictional boundaries, and for accommodating existing and anticipated future areas of travel
origination or destination. A well connected network should include non-motorized connectivity to schools, parks,
Exhibit
B4-1
commercial areas, civic destinations and regional non-motorized networks on both publically owned roads/land and
private developments (or redevelopment areas).
3.Countywide Bicycle Advisory Committee (CBAC) Consultation. The CBAC may review the design principles
used by staff to accommodate motor vehicle, bicycle, pedestrian, and transit modes of travel when reviewing
projects. The CBAC will be engaged early in the planning and design stage to provide an opportunity for comments
and recommendations regarding Complete Street features of major public transportation projects.
4.Evaluation. The County will establish a means to collect data and evaluate the implementation of complete
streets policies. For example tracking the number of miles of paths, bike lanes and sidewalks, numbers of street
crossings, signage etc.
C. Exceptions
1.Required Findings and Leadership Approval for Exemptions. Plans or projects that seek exemptions from
incorporating Complete Streets design principles must provide a written explanation of why accommodations for all
modes were not included in the project. An exemption may be granted by the Director of Public Works or Director
of Conservation and Development upon finding that inclusion of Complete Streets design principles are not possible
or appropriate under one or more of the following circumstances: 1) bicycles or pedestrians are not permitted on the
subject transportation facility pursuant to state or local laws; 2) inclusion of Complete Streets design principles
would result in a disproportionate cost to the project; 3) there is a documented absence of current and future need
and demand for Complete Streets design elements on the subject roadway; and, 4) one or more significant adverse
effects would outweigh the positive effects of implementing Complete Streets design elements. Plans or projects that
are granted exceptions must be made available for public review.
B4-2
B4-3
B4-4
Capital Road Improvement and Preservation Program (CRIPP)
Report for 2024 through 2031.
RECOMMENDATION(S):
CONSIDER accepting the Contra Costa County Vision Zero Final Report dated February 2022, as recommended by
the Transportation, Water and Infrastructure Committee; and ADOPT the Vision Zero Action Plan, as recommended
by the Public Works Director.
FISCAL IMPACT:
No fiscal impact.
BACKGROUND:
The Vision Zero Action Plan demonstrates Contra Costa County's commitment to Vision Zero: the elimination of
severe injuries and fatalities resulting from traffic collisions on County roadways. The purpose of Contra Costa
County’s Vision Zero Action Plan is to identify opportunities for safety for all modes through implementation of a
Safe System approach. This builds upon the engineering-focused Systemic Safety Analysis Report (SSAR) to provide
a comprehensive, multidisciplinary, and holistic approach to safety. The Vision Zero Final Report summarizes and
documents the County’s Vision Zero Action Plan.
Between the study years of 2014 and 2018, 2,256 collisions occurred in unincorporated Contra Costa County that
resulted in injuries of any severity. The number of annual collisions increased by 18% during this period, with
collisions resulting in someone being killed or severely injured (KSI) reaching a peak in 2018, which is the last year
in which data was collected for the Vision Zero Final Report. The engineering-focused recommendations in the
SSAR are a key step forward in curbing the rise in KSI collisions.
APPROVE OTHER
RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE
Action of Board On: 03/01/2022 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
Karen Mitchoff, District IV
Supervisor
Federal D. Glover, District V
Supervisor
Contact: Monish Sen,
925.313.2187
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: March 1, 2022
Monica Nino, County Administrator and Clerk of the Board of Supervisors
By: June McHuen, Deputy
cc:
D.4
To:Board of Supervisors
From:Brian M. Balbas, Public Works Director/Chief Engineer
Date:March 1, 2022
Contra
Costa
County
Subject:Contra Costa County Vision Zero Final Report and Vision Zero Action Plan, Countywide.
B5-1
The Final Report also identifies a High Injury Network (HIN) for the County, establishing a framework for the
development of 11 collision profiles and 35 project locations. The resulting ten priority projects were selected from
the project locations list by studying the collision data, collision factors, and incorporating feedback from the
community (via an interactive webmap).
B5-2
BACKGROUND: (CONT'D)
While the priority projects focus on infrastructure improvements, the Final Report also discusses infrastructure
recommendations, including road users, safe speeds, post-crash care, equity considerations, and emerging
technologies. The Safe System approach understands that humans make mistakes and are vulnerable, but the
responsibility is shared, safety is proactive, and redundancy is crucial. The Vision Zero Action Plan aims to
support a safety culture that includes education and engagement, cross-sector partnerships, emergency response
and post-crash care, emerging technology implementation, and data collection and management.
The goal of Vision Zero is the ultimate elimination of fatalities and severe injuries on County roadways through
the continuation of existing efforts and programs, along with implementation of the additional recommendations
outlined in the Action Plan.
Many municipalities locally, nationally, and worldwide, such as San Francisco and the City of Fremont, have
adopted a Vision Zero program. The County began this effort to create an Action Plan, in response to a spike in
fatalities on County roads occurring between 2015 and 2017. The Contra Costa Transportation Authority (CCTA)
is also concurrently developing a Vision Zero framework on a higher level, whereas the County’s Vision Zero
Action Plan focuses on unincorporated roadways. Adoption of the Vision Zero Final Report and Action Plan will
also qualify as the County’s requirement for the Local Road Safety Program (LRSP) that all municipalities in
California are required to fulfill in order to receive One Bay Area Grant (OBAG) and Highway Safety
Improvement Program (HSIP) grant funding.
The County’s Vision Zero Final Report and Action Plan was prepared by transportation engineering consultant
Fehr & Peers, under the direction of the Public Works Department. As part of this effort, the team launched a
Technical Advisory Committee (TAC), made up of representatives of the Department of Conservation and
Development, County Public Health, the California Highway Patrol, CCTA, 511 Contra Costa, and bicycle
advocates. This TAC met four times over the course of six months. The TAC produced two documents that were
incorporated into the final Plan.
The Systemic Safety Analysis Report (SSAR) laid out the framework for where, when, and how crashes are
occurring on unincorporated County roadways. This document was finalized and accepted by the California State
Department of Transportation (Caltrans). The SSAR is a more “engineering-focused” document, and while the
Vision Zero Final Report contains some of the same technical information as the SSAR, it is more expansive in
nature. It builds upon the the SSAR to include a more holistic approach to roadway safety for non-engineering
partners, such as County Public Health, Law Enforcement, advocacy groups, and County Planning.
The Contra Costa County’s Vision Zero Action Plan and Final Report is the culmination of four years’ effort to
improve safety on the public roads in the unincorporated areas of Contra Costa County.
On November 8, 2021, the Transportation Water and Infrastructure Committee (TWIC) accepted the draft of the
Final Vision Zero Report, dated October 2021, and directed Public Works staff to incorporate comments and
present to the full Board of Supervisors for adoption.
Key Takeaways
From 2014 to 2018, there were 252 collisions that resulted in people being killed or severely injured (KSI)
on Contra Costa County roads (county-owned and maintained non-freeways), and the total number of
collisions resulting in injuries increased by 18%. Of all these collisions, 70% occurred on the High Injury
Network (HIN), which makes up only 22% of roadway miles.
1.
Pedestrian- and bicycle-involved collisions account for a disproportionate share of KSI collisions relative to
their travel mode share.
2.
Eleven systemic safety profiles highlight the most common, severe, and noteworthy collision patterns in the
County. Those with the most associated KSIs include the following:
3.
31 of 36 B5-3
B5-3
Driving Under the Influence
Vehicles Crossing into Opposing Lanes on Rural Roads
Roadway Departure Collisions on Rural Roads
Collisions at Signalized Intersections of Major (5+ Lanes) and Minor (3 Lanes or Fewer) Streets
Bicycle-Involved Collisions along Rural Roadways where Bicycle Facilities Do Not Exist
From these 11 systemic profiles, 35 projects have been recommended Countywide, with 10 identified as
priorities. The projects address critical gaps in pedestrian and bicycle facilities, gateway locations at the
rural/suburban edge (some of the busiest intersections in the County), and many locations with
opportunities to work with partnering agencies and organizations.
4.
Following the Safe System approach, non-engineering countermeasures have also been identified to address
the systemic profiles, including media campaigns, school and community partnerships, data-driven
enforcement, post-crash care, and monitoring and evaluation.
5.
Eight of the twelve actions were identified for cross-departmental collaboration that focus on
implementation, monitoring, and accountability in support of the Vision Zero goal. This list of actions is
envisioned to be refreshed on a periodic basis, as necessary, to support sustained progress.
6.
Guiding Principles
As an equity-focused and community data-driven initiative to proactively implement multimodal transportation
safety improvements, this Vision Zero Plan aims to eliminate fatal and severe injuries throughout unincorporated
Contra Costa County by 2035. Key elements of this approach include the following:
Safety is the highest priority: Motor vehicle collisions should not result in a fatality or serious injury on
County roadways. They are preventable and unacceptable incidents.
1.
People make mistakes: Errant driver behavior will be taken into consideration for design, construction,
operation, and continuous evaluation of roads to determine the impact of such driver behavior on the most
vulnerable road users.
2.
Safety is a shared responsibility: The goal is to create a roadway system where users, roadway designers,
law enforcement, and post-crash care cohesively reinforce safety.
3.
A data-driven approach: Ongoing evaluation should continue to identify where and why traffic collisions
are occurring and prioritize projects and programs that eliminate fatal and severe collisions. Proactive and
reactive data-driven engineering decisions have been and will be made to design and manage roadways to
reduce the severity of collisions.
4.
Transportation networks must be equitable: The transportation networks in unincorporated Contra Costa
County must be equitable to all road users and serve all ages and abilities. Equity Priority Communities will
be considered as projects are developed. New safety interventions will not worsen equity concerns,
especially as it relates to enforcement.
5.
Vision Zero will be accountable and transparent: Evaluation through an equity lens will be ongoing. The
County strives to be transparent in its communications on roadway designs, prioritizing competing
improvements, and use of resources needed to reduce fatal and severe collisions on County roadways.
6.
CONSEQUENCE OF NEGATIVE ACTION:
Failure to adopt the Vision Zero Final Report will disqualify the County from receiving Highway Safety
Improvement Program (HSIP) and One Bay Area Grant (OBAG) funding due to the State’s requirement that each
jurisdiction adopt a Local Roadway Safety Plan (LRSP), or equivalent, such as a Vision Zero Plan.
CLERK'S ADDENDUM
Speakers: No name given; Caller 6770; Huan, West County resident; Peter;
B5-4
Speakers: No name given; Caller 6770; Huan, West County resident; Peter;
ATTACHMENTS
Final Vision Zero Report, dated 02.2022
Vision Zero PowerPoint
B5-5
Recorded at the request of: Clerk of the Board
Return To: Public Works Dept
THE BOARD OF SUPERVISORS OF CONTRA COSTA COUNTY, CALIFORNIA
and for Special Districts, Agencies and Authorities Governed by the Board
Adopted this Resolution on 11-28-2023 by the following vote: AYE: IT] John Gioia, Candace Andersen, Diane Burgis, Ken Carlson, Federal D. Glover
NO: I O ]
ABSENT: w
ABSTAIN:W
RECUSE: m
IN THE MATTER OF
Adopting the Vision Zero Resolution to Resolution No. 2023/622
Achieve Zero Annual Transportation-Related Fatalities and
Severe Injuries on Unincorporated County Roads
C.111
WHEREAS, on March 1, 2022, the Contra Costa County Board of Supervisors accepted the Vision Zero Final
Report and adopted the Vision Zero Action Plan that was generated using a data-informed approach and the support
of a multi-disciplinary team in an initial, strong effort to increase safety for people traveling along roadways,
sidewalks, and bicycle lanes, and
WHEREAS, at the time the Final Vision Zero Action Plan and Report was accepted and adopted in March
2022, the Board of Supervisors affirmed that they intended to adopt a resolution of support for Vision Zero,
to eliminate all transportation-related fatalities and severe injuries in County jurisdiction; and
WHEREAS, from 2012 through 2022, 129 people died and 487 suffered severe, life-changing injuries within
the unincorporated County, which is an average of 12 fatalities and 44 severe injuries per year over that
eleven-year span; and
WHEREAS, many of the people killed or severely injured were among the most vulnerable roadway users,
including transit users, (and disproportionately youth, seniors, people of lower incomes, and people of color)
who were walking, rolling, or riding a bicycle or personal mobility device; and
WHEREAS, communities of color, low income, youth, and seniors were disproportionately killed in
transportation-related incidents countywide, as shown by the statistics contained in the Vision Zero Report
and follow-up analyses; and
WHEREAS, Vision Zero is a data-in formed strategy to eliminate transportation-related fatalities and severe
injuries, while increasing the provision of safer, healthier, and more equitable mobility for all; and
B5-6
WHEREAS, the Board of Supervisors and the County will value people first, because human life and more
equitable health should be prioritized before vehicular speed, vehicle throughput, convenience for motorists,
mobility, congestion management, on street parking, and other objectives for the transportation and
circulation system; and
WHEREAS, data reveal the primary collision factors that have contributed to transportation-related fatalities
and serious injuries include unsafe speeds, distracted driving, driving under the influence, at the expense of
the most vulnerable roadway users; and
WHEREAS, the County Board of Supervisors adopted the Complete Streets Policy by Resolution No.
2016/374 on July 12, 2016, that requires the County to plan and design complete streets, which
accommodate the needs of all multi-modal road and trail users, including pedestrians, bicyclists, users of
micromobility and smaller, narrower and lighter vehicles, and public transit in a balanced and safe manner;
and
WHEREAS, the County Board of Supervisors adopted the Active Transportation Plan on March 29, 2022,
which has many elements of complete streets such as separating the vulnerable road users from people
driving (vehicles) at unsafe speeds, in different contexts and conditions (such as inclement weather); and
WHEREAS, implementing Vision Zero-focused transportation safety projects, including quick-build method
and materials projects, which can be opportunities for lower costs, should create opportunities to invite
authentic engagement and meaningful input from the community, experience how potential improvements
"feel" before they become permanent or more widely implemented in different contexts, including residents
that are disproportionately killed, severely injured by, and burdened by the economic and societal costs from
traffic collisions, and traditionally had been underserved by the transportation infrastructure that serves
them; and
WHEREAS, Vision Zero is founded on a Safe System approach of safe road users that includes safe
vehicles, safe speeds, safe roads, and post-crash care and recognizes people will make mistakes and roadway
systems, policies, and projects should be designed and implemented to protect people and the "greater good"
to maximize public benefit in the public right-of-way first by implementing redundancies and shared
responsibilities and by minimizing the transfer of kinetic energy per individual collision; and
WHEREAS, the State of California Department of Transportation (Caltrans) Strategic Highway Safety Plan,
which guides safety funding and strategy for the state of California is in support of Vision Zero and the Safe
System Approach that includes a system-wide, method of project development for transportation
infrastructure such as intersections, sidewalks, bike lanes, and trail crossings where common characteristics
that cause severe collisions exist at multiple locations; and
WHEREAS, all transportation-related fatalities and severe injuries on Contra Costa County's roads and trail
crossings are avoidable and preventable through implementation of the Safe Systems Approach; and
NOW THEREFORE, BE IT RESOLVED that the County will consider in all of its decision-making a less
reactive approach that only focuses on specific areas with the highest collision rates to achieve Vision Zero,
but will increasingly implement a more proactive "Safe Systems" approach, that focuses on other areas within the County that have similar characteristics of roadway infrastructure and/or driver behavior to those
high-collision rate locations; and
B5-7
BE IT FURTHER RESOLVED that the County's Capital Road Improvement and Preservation Program
(CRIPP), pavement rehabilitation plan, projects lists, grant applications, funding strategy, Climate Action
Plan Annual Work Plan, Complete Streets Policy, Active Transportation Plan, and Vision Zero Action Plan
among other programs and plans, will each strive to follow policies and plans adopted by the Contra Costa
Transportation Authority (CCTA), the Metropolitan Transportation Commission (MTC), the California
Transportation Commission (CTC), Caltrans, the Federal Highway Safety Administration, and other
agencies that promote Vision Zero; and
BE IT FURTHER RESOLVED that Contra Costa County is committed to improving equity in all aspects of
Vision Zero, including health, transportation options, accessibility, mobility, and data analysis that
acknowledges and addresses reporting biases, incomplete data, evolving availability of data; utilizing
enforcement strategies that protect against racial profiling and follow a data-informed and transparent
approach; and promoting project prioritization efforts to incentivize investment in historically under-invested communities, which are often areas with the highest pedestrian and bicycle collision rates that have
historically lacked network connectivity that is physically protected, and
BE IT FURTHER RESOLVED that the Vision Zero Technical Advisory Committee (VZTAC), a multi
disciplinary· team, will convene regularly and provide direction to the program as conditions change. When
the VZT AC makes significant changes or implements elements of the Vision Zero Action Plan, these will be
reported to relevant oversight committees, such as the Transportation, Water, and Infrastructure Committee,
the Equity Committee, the Sustainability Committee, the Health Commission or relevant Health Advisory
Committee(s), and the Board of Supervisors; and
BE IT FURTHER RESOLVED that the County shall prioritize speed-reducing characteristics such as
reducing vehicular lane widths, or the total width and number of lanes on bi-directional roadways, and shall
consider that projects which deviate from this approach would benefit from a higher level of review and
analysis from multi-disciplinary professional disciplines and the Transportation, Water, and Infrastructure
Committee, which will regularly have Vision Zero as an agenda item for discussion and consideration; and
BE IT FURTHER RESOLVED that the Contra Costa County Board of Supervisors adopts this Vision Zero
Resolution to achieve zero annual transportation-related fatalities and severe injuries on unincorporated
county roads.
Contact:
Cc:
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:
o, County Administrator and Clerk of the Board of Supervisors
B5-8
Vision Zero Projects
Tier Zero: (Projects currently underway.)
1.Camino Diablo from Vasco Road to Byron Highway
2.Franklin Canyon Road from just west of McHarry Ranch Road to Wolcott Lane
3.Kirker Pass Road from Clayton Avenue to Buchanan Road
4.San Pablo Dam Road from Kennedy Grove Entrance to Bear Creek Road
5.Treat Boulevard from Buskirk Avenue to Sheppard Road
Tier One: (Projects that have been scoped and prepared for grant
submittals.)
6.Appian Way/Valley View Road/Sobrante Avenue intersection
7.Byron Highway from Clifton Court Road to the California Aqueduct crossing
8.Camino Diablo/Vasco Road intersection
9.Canal Road/Bailey Road intersection and the De Anza Trail crossing
10.Concord Avenue from I-680 to the Walnut Creek channel
11.Danville Boulevard from Jackson Way to La Serena Avenue
12.Marsh Creek Road from west of Deer Valley Road to Clayton city limits
13.San Pablo Avenue from California Street to Merchant Street
14.San Pablo Dam Road from May Road to Kennedy Grove entrance
15.Willow Pass Road from Port Chicago Highway to North Broadway Avenue
Tier Two: (Other potential projects that promote safety.)
16.Alves Lane/Medanos Avenue/Hill Street intersection
17.Appian Way/Manor Road intersection
18.Bailey Road from Concord city limits to Willow Avenue
19.Bear Creek Road from Camino Pablo to Alhambra Valley Road
20.Camino Tassajara from Finley Road to just south of Windmere Parkway
21.Canal Road from Bailey Road to Loftus Road
22.Deer Valley Road from Marsh Creek Road to Balfour Road
23.Highland Road from Carneal Road to Manning Road 24. Market Avenue from Jade
Street to UP tracks
25.Marsh Creek Road from Bixler Road to Byron Highway
26.Marsh Creek Road from Deer Valley Road to Camino Diablo
27.Olympic Boulevard from Windtree Court to I-680
28.Pacheco Boulevard/Center Avenue intersection
29.Pacheco Boulevard from Wygal Drive to Arthur Road
30.Port Chicago Highway from Driftwood Drive to Pacifica Avenue
31.San Pablo Avenue from Richmond Parkway to Golden Gate Park
32.San Pablo Dam Road from El Portal Drive to May Road
33.Sunset Road/Byron Highway intersection
34.Walnut Boulevard/Vasco Road intersection
35.Willow Pass Road/Evora Road/SR-4 interchange
B5-9
B5-10
Capital Road Improvement and Preservation Program (CRIPP)
Report for 2024 through 2031.
RECOMMENDATION(S):
CONSIDER accepting the Contra Costa County Active Transportation Plan Final Report dated April 2022, as
recommended by the Transportation, Water and Infrastructure Committee, Countywide.
FISCAL IMPACT:
No fiscal impact.
APPROVE OTHER
RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE
Action of Board On: 04/26/2022 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
Karen Mitchoff, District IV
Supervisor
Federal D. Glover, District V
Supervisor
Contact: Jerry Fahy,
925.313.2276
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 26, 2022
Monica Nino, County Administrator and Clerk of the Board of Supervisors
By: June McHuen, Deputy
cc:
D. 9
To:Board of Supervisors
From:Brian M. Balbas, Public Works Director/Chief Engineer
Date:April 26, 2022
Contra
Costa
County
Subject:Contra Costa County Active Transportation Plan Final Report, Countywide.
B6-1
BACKGROUND:
The Active Transportation Plan (ATP) demonstrates that Contra Costa County is committed to enhancing active
transportation by promoting access and connectivity for all modes of travel besides automobile travel. By
definition, active transportation comprises any self-propelled, human-powered travel, such as walking and
bicycling. The purpose of Contra Costa County’s ATP is to serve as a roadmap to enhance active transportation
safety and mode share for unincorporated areas in Contra Costa County by providing a comprehensive look at the
County’s active transportation needs and opportunities. The plan outlines investments in new bicycle facilities,
upgraded crossings, enhanced trail connections, and improved walkways. These investments prioritize
improvements within historically underserved and impacted communities. The ATP Final Report is the
culmination of three years of effort by County staff and their consultants.
The process of developing this ATP began with documenting community needs and input and builds off the
County’s efforts in the recently adopted Vision Zero Action Plan. The Vision Zero Action Plan includes a
systemic look at safety and collision history within the County, including improvements for bicyclists and
pedestrians. This ATP is intended to serve as an implementing action of the Vision Zero Action Plan, as well as
guide future grant applications and funding for active transportation projects that support mode shift to walking
and bicycling. Additionally, this ATP is consistent with other documents such as the County’s General Plan, the
County’s Complete Streets Policy, Plan Bay Area 2050, Contra Costa Transportation Authority’s (CCTA)
Countywide Bicycle and Pedestrian Plan, and the County’s Climate Action Plan.
The ATP’s vision statement is as follows: Contra Costa County will have an equitable transportation system that
supports active transportation for users of all ages and abilities, allowing all to travel conveniently, reliably, and
free from harm.
The goals and objectives for the ATP were developed in support of this vision and with consideration of other
local and State plans and policies, desires of local residents, and emerging trends and opportunities in active
transportation. This ATP was created to facilitate the following goals:
Prioritize active transportation investments based on factors such as collision history or systemic risk,
location in an impacted community, location near key destinations, and funding opportunities.
1.
Shift trip modes by Contra Costa County residents and visitors from motor vehicles to active modes such as
walking and biking to create a more sustainable community and reduce greenhouse gas emissions.
2.
Provide a vision for arterials and collectors within the unincorporated County roadway network to assist
County departments in planning for private development, capital projects, and maintenance efforts.
3.
Obtaining input from Contra Costa County residents was an important component of the ATP development
process. A project website was created and a number of community engagement tools were utilized to gather
feedback from a wide range of residents with an emphasis on high-priority areas within the County. Community
participation was solicited via targeted social media ads, community meetings, pop-up engagement events,
sidewalk decals directing residents to the project website, virtual community workshops, online survey, and
interactive web map.
The projects proposed in the ATP were developed and prioritized based on a variety of factors such as: fatal or
severely injured collision history, projects within CCTA’s Pedestrian Priority Areas, projects along CCTA’s
Bicycle Backbone Network, recommendations from previous regional efforts, feedback from key stakeholders
and the community, proximity to key destinations (e.g., schools, hospitals, affordable housing, transit stops,
parks), projects within impacted areas as defined by multiple resources (i.e. Metropolitan Transportation
Commission’s Equity Priority Areas, Healthy Places Index, CalEnviroScreen, American Community Survey data,
Community Air Risk Evaluation Program, and the California Department of Education), and ease of
constructability.
Given the scope of projects within this ATP, implementation will take many years to complete. Implementation of
each project is dependent upon the availability and acquisition of funding. The County will periodically update
this plan, ideally on a five-year timeline, to reflect evolving needs and progress toward completion.
B6-2
On March 14, 2022, the Transportation Water and Infrastructure Committee (TWIC) accepted the draft of the
Active Transportation Plan Report, dated March 2022, and directed Public Works staff to incorporate comments
and present to the full Board of Supervisors for adoption. Since then this report has been updated and the Final
Report is dated April 2022.
CONSEQUENCE OF NEGATIVE ACTION:
Failure to adopt the Active Transportation Plan Final Report will impact the competitiveness of the County in
securing granting funding from multiple grant programs such as the Active Transportation Program and One Bay
Area Grant Program.
CLERK'S ADDENDUM
Speakers: Caller 6770.
ATTACHMENTS
ATP Report
Power Point Presentation
B6-3
Contra Costa County Active Transportation Plan B6-4
Comp lete Enhance crosswa lks espec ia ll y where hill y terrain creates c hall eng ing sight
4th St Garretson Ave Vaqueros Ave 0.28 Rodeo Class II IB lines. Consider median is lands at uncont ro ll ed crossings w ith poor sight $$ High 5 Streets li nes. Im p lement traffic ca lm ing and b icycle bou levard .
Construct b icycle boulevard w it h robust traffic ca lming for pedestr ian
7th Street Wi ll ow Ave Gar re tson Ave 0.11 Rodeo Complete Class Ill comfort. Des ign expected to include 1-2 neighborhood traffic circles and $ High 5 Street s speed hu mps along t he exte nt. Update sidewa lks and corners as needed
for ADA access ib ilit
Upgrade ex ist ing sidewa lk for ADA comp liance . Install new Class IV b icycle
App ian Way San Pab lo Dam Va lley V iew Rd 1.1g El Sobrante Complete Class IV fac il ities. Provide b icyc li st and pedestrian c rossings th rough traffic signa l $$$ Hi gh Rd Streets modifications or ins ta llation of a roundabou t at intersection w it h Va lley
V iew Road.
Instal l crosswa lk o n north leg at the Cana l Road intersection, update
clea rance in t ervals and instal l advanced di lemma zone detect ion at Cana l
At Canal/Mim s Road, coord inate (or cluster) Ca na l Road and the De Anza Trail crossing.
and Delta de Anza Bay Po int Intersecti on Coord inate w it h Class IV b ikeway on Bailey Rd. A t Mims, enhance ex istin g $$ High 5
Tra il c rosswa lk w ith high -visib ili ty st ripi ng, imp lement signa l modifications li ke
lead ing pedestrian inte rva l and consider proh ib iting eastbound RTOR. Add
traffic ca lming at corne r to slow r igh t t urn in g veh icles.
Const ruct b icycle boulevard w it h robus t traffic ca lming for pedest r ian
Be l la V ist a Ave Wi ll ow Pass Rd End/De lta de 0.45 Bay Po int Comp lete Class II IB comfort. Des ign expected to include 1-2 neighborhood t raffic c ircles and $ High 5 Anza Streets speed hu mps alo ng the extent. Long-term project wou ld comp lete
cont inuous sid ewa lk on one side.
Brooks ide Dr Ce nt ra l St UPRR 0.6 4 No rth Richmond Comp lete Class Ill Construct sidewa lk on one side, stripe sha re d lane b ikeway mark ings, and $$$ High Streets ins t a ll high -v isibi li t y crosswa lks at intersect ions .
Cana l Rd Ba il ey Rd Coun t y Li m it 0.75 Bay Po int Bike C lass IIB Ca lm traffic and upgrade bike lane t o class IIB , improve intersecti on at $ High 5 Ba iley Rd w ith leading pedestrian interva l and two-stage bike turn boxes.
Centra l Street Broo kside Dr Pittsburg Ave 0 .1 4 Nort h Ric hmond Pedestr ian Instal l new sidewalk t o close gaps along Cen t ra l St reet. $$ Hi g h
Construct b icycle boulevard w it h robust traffic ca lming for pedestr ian
Ches ley Ave Ruby Ave Coun t y 0.55 Nort h Ric hmond Complete Class II IB comfort. Des ign expect ed t o include 2-3 neig hborhood traffic circles and $ High boundary Street s speed humps along t he exte nt. Long-term project wou ld w iden sidewa lk to
a consi st ent width o f 7-8 ft .
St udy road diet along Conco rd Ave in coord ina ti on w it h the City of
Iron Horse Comp let e Concord. Consider protected bike lanes, protected intersections, and
Co ncord Ave 1-680 Trail/Wa lnut 0 .8 4 Pacheco C lass IV remova l of sli p lanes , as we ll as rea lignmen t o f crosswalks to p rov id e $$$ High 4
Creek Streets shorter c rossing d istances. Insta ll protected left turn phasing at John Glen
Dr and New Dr.
Co ntra Cost a Construct new C lass I trai l a long cana l t o connect wi t h exist ing t rai l. Ins t all
Cana l Tra il Driftwood Dr Ba il ey Rd 2.49 Bay Po int Trai l C lass I high -v isib ility ra ised cross ing s at neighborhood streets and wayfind ing $$$$ High 5
sig nage to bi kewa)I netwo rk.
Cum min gs San Pab lo Ave Franklin 4.21 Ru ra l Bi ke C lass IIB Close bi ke lane gaps, w iden and buffer b ike lanes. Stripe confl ict markings $$$ Hi gh 5 Sk,'Wa )I Can)lo n Rd through in t ersect ions .
Fred Jackson Way Wi ld ca t Creek Parr Blvd 0 .53 North Richmond Comp lete Class IV Construct streetscape improvements to incl ude new/wide r sidewa lks, $$$ Hi gh Tra il Streets st reet trees, bike lanes, p edest ri an path
Construct b icycle boulevard w ith robust traffic ca lming for pedestr ian
Gia ramit a St. Ches ley Ave W il dcat Creek 0.42 North Richmond Comp lete Class II IB comfort. Des ign expected to include 1-2 neighborhood traffic c ircles and $ High Trai l Streets speed humps alo ng t he ext e nt. Long-term project wou ld w iden side wa lk to
a consis t ent w id th of 7-8 ft on wes t sid e of roadwa y .
Instal l pedestrian improvements a nd traffic ca lm in g improvements along
Coun t y Complete Market Ave between Fred Jackson Way and 7th Street. Pot ent ia l to
Market Ave Jade St boundary 0.64 No rth Richmond Street s C lass I const ruct wide shared use path/sidewa lk on one side for bicycle and $$$ Hi gh
pedestrian access . Cons id er 2-3 ra ised crosswa lks at key des ire li ne
intersections .
Sho rt term project: asp halt berms to close sidewa lk gaps, uncont ro lled
Pac if ica Ave Port Chicago Driftwood Dr 1.00 Bay Po int Bike C lass IV c ross ing enhanceme nt. Long t erm project: t wo-way cyc le t rack on sout h $$$ High 5 Hwy sid e-trail to t ra il co nnecti on and safe route to schoo l. Includes conc rete
sid ewa lk ga closu res.
Active Transportation Plan Projects 1/6
Neighborhood/ Bikeway Cost Supervisor Roadway Name From To Miles Project Type Project Description Priority Area of Benefit Type Estimate District
156
Contra Costa County Active Transportation PlanB6-5
Richmond Comp lete Construct sidewa lk on one side, stripe Class II b ike la nes, and insta ll high-
Parr Blvd Pa rkway BNSF Rai l 0 .97 North Richmond Streets Class II visib ility c rosswa lks at in tersections whe re needed for access t o $$ High
destinatio ns
Richmond Fred Jackson Comp let e Construct sidewa lk on one side and insta ll shared la ne b ikeway markings .
Pittsbu rg Ave 0.37 No rth Richmond Class Ill Inst all wayfinding signage bet ween t rail segments from Wildcat Creek $$ High Pa rkway Way St reets Trai lhead when underc ross ing at Richmond Parkway is flooded .
Pomona St San Pab lo Ave 1-80 0 .25 Crockett Bike Class IIB Stripe C lass II B buffered bike la nes to connect San Pab lo Ave to Crockett. $ Hig h 5
Pomona St San Pa bl o Ave 1-80 0.38 Crockett Tra il C la ss I Repave, w iden, and prov ide im proved wayfind ing for path under 1-80 $$ Hig h 5
Port Ch icago Hwy Pac ifica Ave McAvoy Rd 0.20 Bay Po int Comp lete C lass IV Add separated bikeway and sidewal k connect ing to Bay Po int Reg iona l $ High 5 St reets Sho re line and f ut ure Great Delta Trai l.
Study and imp lement road diet to insta ll C lass IV separated bikeways,
Port Ch icago Hwy Wi ll ow Pass Rd Pac ifica Ave 0.53 Bay Po int Co m p let e C lass IV inte rsect ion sa fety improvements, and hig h-v isib ility c rosswa lks. Study sli p $$ High 5 St reets lane c losure at Po rt Ch icago/W ill ow pass with trail cross ing to De lta de
Anza Trail.
Richmond Pkwy County lim it Pittsburg Ave 0.76 No rt h Richmond Trail Class I Upgrade and widen existing C lass I path, w ith ADA and c ross in g $$$ Hi gh north) im rovements
Ric hmond Pkwy Pittsburg Ave W . Gert rude 0 .63 No rt h Ric hmond Tra il Class I Upgrade and widen existing C lass I path, with A D A and c ross in g $$ High Ave im rovements
Coun t y Comp let e Improve safety at interchange. Construct C lass IV b ikeways and
San Marco Blvd Wi ll ow Pass bo rder/Hwy 4 0.22 Bay Point Streets C lass IV coordinate w it h City o f Pittsbu rg and Calt rans to make bicyc le and $ Hig h 5
edestrian con nection t o Le land.
Richmond Coun t y Co m p let e Study on -st reet low -stress bikeway o r off-street path. Upg rade sidewal ks
San Pab lo Ave Bounda ry 1.04 Tara Hills C lass IV t o meet ADA st andards . C lose sidewa lk gap on east side of roadway f rom $$$ Hi gh Pa rkway (Pino le) Streets Ri chmond Pa rk way to Kay Road.
Pomona Imp lement road diet and in sta ll new two-way ba rr ier-sepa rated shared-use San Pab lo Ave Parker Ave Street/I-80 on 2.86 Crocket t/Rodeo Bike Class IV $$$$ Hig h 5
ra m s path along roadway to serve as a connect ion between Bay Trail segments.
San Pab lo Ave Rod eo Ave Parker Ave 0.08 Rodeo Bi ke Cla ss Ill Add g reen-bac k sha rrows and wayfinding to connect Bay Trai l te rm inus to $ High 5 San Pab lo Ave b ike lanes.
San Pab lo Cree k Ri chmond Fred Jackson 0.38 No rth Rich mond Trail Class I Constr uct Class I path along south side of San Pab lo Creek $$ Hig h Tra il Pkw Wa
San Pab lo Cree k Wi ldcat Ma rsh Ric hmond 0 .28 No rth Richmond Trail Class I Constr uct Class I path along south side o f San Pab lo Creek $$ Hig h Trai l Trail Pkw
San Pablo Dam Rd El Porta l Dr Appian Way 1.24 El Sobrante Comp lete C lass IV Complete Streets co rr idor project includ ing low-stress b icycle fac ility and $$$ Hi gh Streets intersection im rovements .
Wi ldcat Creek At Richmond Nort h Richmond Trai l Class I Upgrade trai l underc ross ing to prevent fl ooding o r provide at-g rade trai l $$ High Tra il Pkwy c ross ing
Port Chicago Comp lete Comp lete Streets co rr id or pro ject, in clud ing in sta ll ation of class IV
Wi ll ow Pass Rd Hwy Crive ll o Ave 1.47 Bay Point Streets C lass IV separated b ikeways, intersection safety imp rovemen t s, c rosswa lk $$$ High 5
enhancements, and sidewa lk gap closures.
Wi ll ow Pass Rd Evora Rd Po rt Ch icago 0.25 Bay Point Bi ke and C lass IV Construct two -way Class I b ike pa t h or Class IV cycle t rack and sidewa lk $$ High 5 Hw Ped on south side of Wi ll ow Pass Rd.
7t h Street Cree k Tra il Willow Ave 0 .07 Rodeo Bi ke Class IIB Str ipe C lass IIB buffered bike la nes. $ Medium 5
A lhamb ra Va ll ey Rura l route safety project: ma r k b ike la nes and shared lanes, ca lm t raffic
Rd County lim it County lim it 9.42 Br iones Bike C lass Ill (speed feed bac k/edge li nes), p rov ide safety measures li ke warning or $$$ Med ium 1, 5
s eed feedback signs at key loca t ions.
Appian Way Va ll ey V iew Rd County 0.69 El Sobra nte Co m p lete C lass IV Upgrade exist ing sidewa lk for A D A comp liance. Insta ll new Class IV b icycle $$ Med ium Bounda r Streets fac il it ies .
App ia n Way At Valley View El Sob rante Intersect ion Reconstruct intersection w ith new signa l OR ro undabo ut. Remove slip $$ Med ium Rd lanes and p rovide bicycle and pedestria n safety im p rovements.
At Santa Rita Uncontro lled crosswa lk safety imp rovemen ts -evaluate countermeasure
App ia n Way Rd El Sob rante Intersect ion (RRFB or PHB) and potentia ll y in clude with Appian Comp lete St reets $$ Med ium
ro ·ect.
Ar li ngton Blvd McBryde Ave Aqua Vista Rd 1.23 East Richmond Bike Class Ill Insta ll t raffic ca lm in g and shared lane ma r kin gs. Traffic ca lm ing may $$ Med ium Heights include edge line striping, safet,-sig nage, and sp eed feedback signs .
Ar li ngton Bl vd Amhe rst Ave High land Bl vd 1.10 Kens ington Bi ke Class Ill Insta ll t raffic ca lm in g and shared . la ne markings. Traffic ca lm ing may $$ Med ium inc lude edge line stri p ing , safet,-signage, and sp eed feedback signs .
Active Transportation Plan Projects 2/6
Neighborhood/ Bikeway Cost Supervisor Roadway Name From To Miles Project Type Project Description Priority Area of Benefit Type Estimate District
157
Contra Costa County Active Transportation Plan B6-6
Ar lington Bl vd At McBryde East Rich mond Intersection Intersection improvemen ts: stripe crosswa lks, close sli p lane, study for $$ Medium Heights three-way st o
Ba il ey Rd At Maylard St Bay Point Intersection/ Stripe all fo ur legs of crosswa lk w ith high -visibi lity , upgrade ramps. $$ Med ium 5 Pedestria n Coordinate ped im p rovements wi th Cit,i of Pittsburg .
Ba lfour Rd Deer Valley Rd Heritage HS 1.40 East County Bike C lass IV Inst a ll Cla ss IV bike la nes alon g Balfour Rd. $$$ Med ium 3
Carquinez Construct Class I path. Alignment includes segments on Loring Dr. and Bay Trail/CSSL T 1-80 Scen ic Dr. 4 .69 Croc kett/Port Costa Trai l Class I $$$$ Medium 5
Existing Class I Carqu inez Scen ic Dr.
Carqu inez County Construct Class I path. A lignme nt includes segment s on Carqu inez Scenic Bay T rail/CSSL T Sce nic Dr . bou ndary 1.69 Martinez Trai l Class I $$$ Medium 5
Existing C lass I (Martinez) Dr.
Bix le r Rd Orwood Rd Hwy4 3.46 East Co unty/D isco Bike Class IIB Upgrade ex isting b ike lanes t o C lass II buffered . Pave sho uld ers and strip e $$ Med ium 3 Ba bike lanes where missing
Blum Rd Pacheco Blvd Imhoff Dr 0 .31 Marti nez Bike C lass Ill Stripe shared lanes and improve inte rsect ions with high visibility $ Medium 5 crosswa lks .
Bou levard Way Garden Ct Olympic Blvd 0.47 Saranap Comp lete Class II IB Co nstruct tra ff ic ca lming, close sidewal k gaps, a nd mark shared lane. $$ Medium 2 Streets
Brentwood
Blvd/UP Ma in Canal Co unty Lim it 8.90 East County Trai l Class I Construct Class I path along Union Pacific tracks. $$$$ Medium 3
t racks/B ,iron Hw,i
Buchanan Field Marsh Dr Concord Ave 0 .62 Pacheco Tra il Class I Identify alignment and construct Class I path t hrough gol f course to $$ Med ium 4 Path Concord Ave.
Pave shou lders and construct Class II or Class IV bikeway. Construct
pedestrian safety improvements in developed areas such as construct ing a
Byron Hwy Hwy4 Camino Diab lo 1.31 East County/Byron Bike Class IV sid ewa lk on th e west side a nd high -v isib ili ty crosswalks on the st retch $$$ Medium 3
bet ween Byers and Holway. Prov id e traffic ca lm ing and mu lti-moda l safet y
improvements at intersect ion of Byron Hwy and Ho lway Dr.
Camino Dia b lo Marsh Creek Rd By ron Hwy 5.20 East Cou nty Bike Class II Add Class II/shou ld er b ike lanes a long Ca m ino Diab lo $$$ Medium 3
Close sidewalk gaps , widen sidewalks, upgrade pedestrian c rossings, and
Center Ave Blackwood Dr Contra Costa 0.53 Pacheco Comp let e C lass IV construct C lass IV sepa rated bikeway. Potentia l for two -way cycle track on $$ Med ium 2,5 Canal Streets south side with fewer dr iveways a nd connection to tra ils . Narrow curb to
curb roadwa significant! to ca lm traffic.
Cente r Ave Pac heco B lvd Bl ackwood Dr 0 .12 Pacheco Comp lete Class IIB Stripe buffered bike la nes and close sidewa lk gaps. Widen sidewa lks and $ Medium 2,5 Streets construct access ib le ram s
Center Ave Mars h Dr Pacheco Blvd 0 .21 Pacheco Comp lete Class II Stripe Class II b ike la nes and close sidewal k gaps. Provide improved $ Medium 2,5 Streets light ing in freeway ove rpass fo r pedestrian comfort and perso na l secu rity.
Crockett Blvd Crock ett Ranch Cummings 1.71 Crockett Bike Class IIB Stripe Class II B o r Class IV b ike lane. $$ Medium 5 Tra ilhea d Sk wa
Crockett Blvd Pomona St Crockett Ranch 0.22 Crockett Tra il Class I Construct Class I path connecting Pomona St. and schoo ls to Crockett $ Medium 5 Trailhead Ranch Trailhead
Crockett Blvd At Pomona St Crockett Intersection Update intersection wit h ADA ramps, crosswalks, and bicycle connections. $$ Medi um 5
Upgrade to b uffe red bike lanes and improve intersections t o continue
Complete bikeways. Design and imp lement dedicated b icycle facilit ies at Rudgea r
Da nv ille Bl vd El Porta l Dr Rudgear Rd 3.70 A lamo Class IIB Rd, Livo rna Rd, and Stone Valley Rd. Imp lement project re commendations $$$ Med ium 2 Streets from Vision Zero, includ ing intersection improvements, sidewa lk gap
closures, and cross in g im rovements .
Deer Va lley Rd An t ioch city Marsh Creek Rd 4.69 East County Bike Class II Add C lass II bike lan es a long Dee r Val ley Rd. $$$ Medium 3 li mits
Diablo Rd Cal le A rroyo San A ndreas Dr 1.30 Blackhawk/D iab lo Bike Class II Insta ll Class II bi ke la nes to close gap . $$ Med ium 2
Fran klin Canyon Cumm ings Alhambra Ave 4 .36 Trail Class I Study feasibili ty of a Class I side path . Coordinate w it h regional partne rs $$$$ Medium 5 Rd Sk wa on otentia l alignments.
Construct b icycle bou leva rd with robust traffic calming for pedestrian
Garretson Ave 4th St 1st St 0.29 Rodeo Bike Class IIIB comfort. Des ig n expected to include 1-2 neighborhood traffic circles and $ Medium 5
sp eed hu m ps along t he ext ent. Incl ud e way find ing to Ba y Trail.
Active Transportation Plan Projects 3/6
Neighborhood/ Bikeway Cost Supervisor Roadway Name From To Miles Project Type Project Description Priority Area of Benefit Type Estimate District
158
Contra Costa County Active Transportation PlanB6-7
Comp lete Study schoo l access . Potential to conve rt park in g to angled o n one side
Garretson Ave 7th St 4th St 0.39 Rodeo Class II IB on ly w it h a sha red use path. Project assumes significant reco nf ig uration $$ Medium 5 Streets and some sidewal k const ruc t ion to address schoo l access and safety .
County Li mi t Support planning and const ruction of the Great De lta Trai l in col labo ration
Great Delta Trail Mc Avoy Rd 1.94 Bay Poi nt Trail Cla ss I with the De lta Prot ecti on Commiss ion and t he East Bay Regiona l Park $$$ Med iu m 5 (east) D ist rict.
Construct bicycle boulevard w it h robust t raffic cal ming for pedestr ian
Han lon Way Bella V ista Ave County Li mit 0.34 Bay Po int Comp let e Class II IB comfort. Design expected to include 1-2 neighborhood traffic circ les and $ Medium 5 Streets speed humps along t he extent. Long -term p ro ject wou ld comple te
con t inuous sidewa lk on one side .
Mult i-j uri sdictiona l effort needed to c lose m ajor gap between Cent ra l and
Hwy4 Willow Pass Rd Port Ch icago 1.42 Bay Point Trai l C lass I East County. Oppo rt unity to co ll aborate wit h Ca ltrans via bike $$$ Medium 5 Hwy supe rhig hway process. A li gnment un der study as part of the Gre at
Ca li forn ia Delta Tra il recess.
Imh off Dr Blum Rd So lano Way 1.22 Pacheco/Concord Bi ke Class IV Construct Cla ss IV sepa rat ed bikeway. Coordinate w it h connect io n to $$$ Med iu m 5 future Iro n Horse Trai l extension and connection a long Hwy 4 .
Existing Iron Complete Iro n Ho rse Trail to Wate rfront Rd in coo rdi nation w ith the East Iro n Horse Trail Horse Trail Wa t erf ront Rd 2.96 Ma rt in ez Trai l Class I $$$$ Med ium 5
(Ma rsh Drive) Bay Regional Park District and othe r regiona l partners .
Livorna Rd Iron Horse Tra il Mira nda Ave 1.39 Alamo Bi ke C lass II Close Class II b ike lan e gaps and improve crossings at freeway $$ Med ium 2 in te rchange.
Const ruct bicyc le boulevard w it h robus t traffic calm ing for pedest r ian
Loftus Rd Cana l Rd Wi ll ow Pass RD 0 .50 Bay Poin t Co m p lete Class II IB comfort. Design expected to include 1 neighborhood traffic circles (Han lon $ Medium 2,4 Streets project overlap) and speed humps along the extent. Long -term project
wo uld co m p let e conti nuous sidewal k on one side.
Ma in Cana l Mars h Creek County Limit 8.44 East County Tra il Cla ss I Construct Cla ss I pat h a long both sides of Main Canal up to Bixler Rd. and $$$$ Medium 3 on north side u to count lim it.
Marsh Creek Rd Clayt on city Deer Va lley Rd 9.14 East County Bike Class II Add Class II bike lanes a long Marsh Creek Rd $$$$ Medium 3,4 li mits
Marsh Dr Iron Horse Tra il Cente r Ave 1.25 Pac heco Trail Class I Construct Class I path a long Buchanan Field. $$$ Med ium 4 ,5
San Pa bl o Dam Road diet with Class II buffered or Clas IV separated bike lanes, including
May Rd Rd Coun t y border 0.39 El Sobran t e Bike Class IV Safe Rou t es to Schoo l component. Include in t ersection sa fet y $$ Med iu m
im rovements.
McAvoy Rd Port Chicago Great Delta 0.13 Bay Point Co mpl ete C lass IV Construct sid ewa lks and Class IV b ikeways connectin g to fu t ure Great $ Medium 5 Hwy Trail Streets De lta Trail. Time p roject with planning of Great De lta Tra il.
County lim it Study co nnection from Co ntra Costa Cana l Trail to Pacheco Bl vd . Provide Mu ir Rd (Contra Costa Pacheco Blvd 0 .19 Pacheco Bike Cla ss IV safe cross in g of Hwy 4 ra m ps. $ Med ium 5
Cana l Trail
Newe ll Ave Olym p ic Blvd 1-680 0 .53 Sara nap Pedestrian Close sid ewal k gaps between Waln ut Creek and Olympic Blvd. $$ Med ium 2
Pleasant Hill Comp lete Imple men t O ly m pic Bou levard Co r rido r Tra il Connect o r (2018 study) with
Olympic Blvd Blvd 1-680 1.71 Saranap Streets C lass IV Class IV bikeway . Imp lement pedestrian crossing a nd sid ewa lk gap $$$ Med ium 2
im rovements with ro·ect.
Complete Streets co rrid or project, in cluding Class IV separated bikeways,
Pac heco Blvd Blum Rd 2nd Ave S 0.99 Pacheco Comp lete C lass IV intersect ion safety improvements, crosswalk improvemen ts, sidewa lk gap $$$ Med ium 4,5 Streets closures. Const ru ct protected intersect io ns or bikeway strip ing at
intersections of b ike facili t ies.
Comp lete Complete Streets corridor project including Cla ss IV sepa ra ted bikeways,
Pac heco Blvd Martinez Ave A rt hur Rd 1.73 Ma rtin ez Streets C lass IV in te rsection safety improvemen ts, crosswalk improvemen ts, and sidewalk $$$ Med ium 5
a closures.
Complete Streets co rrid or project, inc luding Class IV separated bikeways,
Pac heco Blvd A rthur Rd Blum Rd 1.29 Pacheco/Nort h Comp lete C lass IV inte rsect ion safety improve ments, crosswalk im prove ments, sidewa lk gap $$$ Med ium 5 Concord Streets closures. Const ru ct protect ed intersections o r bikeway strip ing at
intersections of b ike facilities.
Rural route safety project: mark bike lanes and shared lanes, calm traffic,
Pinehurst Rd County li mit County lim it 5.05 Canyon Bi k e Class Ill add in g speed fee dback signs, and prov ide safety m easu res at key $$$ Med iu m 2 loca t io ns such as w id ened shoulde rs in some areas, and potentia ll y some
grading changes w ith re aving.
Active Transportation Plan Projects 4/6
Neighborhood/ Bikeway Cost Supervisor Roadway Name From To Miles Project Type Project Description Priority Area of Benefit Type Estimate District
159
Contra Costa County Active Transportation Plan B6-8
Stripe Class II b ike lane in uphil l direction. Upda te wayfinding signage and
Pomona St 1-80 2nd Ave 0 .20 Crockett Bike Class Ill implement traffic calm in g includ ing speed feedback and safety signage in $ Medium 5
downhi ll direction.
Pomona St 2nd Ave Rolph Ave 0.20 Crockett Bike Class IIB Upgrade ex isting Class II b ike lanes to buffered bike lanes. $ Med ium 5
Port Chicago Hwy Sussex St Medburn St 0.10 Clyde Trai l Class I Close gap in existing trail. $ Med ium 5
Richmond Pkwy At Parr North Richmond Tra il Class I Instal l cross ing im provements incl ud ing high -visib ility crossing, new ramps, $$ Medium and curb ext ensions . Inc lude passive actua ti on for b icyclists.
Instal l in tersection im provemen t s fo r bicycle and pedestr ian safety.
Coordinate w ith Hercules on bicycle and pedest r ia n connections. Str ipe
San Pablo Ave At Wi ll ow Ave Rodeo Intersection high-visibi li ty crosswalks, study slip lane closure on north and south $$ Medium 5
corners. Provide enhanced bicycle faci lities including two-stage turn
boxes.
San Pablo Dam Rd Va ll ey View Rd Cast ro Ranch 0.77 El Sobrante Co m p lete C lass IV Complete Streets project including Class IV bicycle faci lity and intersection $$$ Medium Rd Streets im provements. Close sid ewa lk gaps.
Comp lete Complete Streets project includ ing road diet, C lass IV bicycle fac ility,
San Pablo Dam Rd May Rd Valley View Rd 0.86 El Sobrante Streets C lass IV uncontrolled crosswalks at bus stops, and intersectio n improvements . $$$ Med ium
Close sidewalk ga s.
Existing Bike
San Pablo Dam Rd Castro Ranch Lane 0 .95 El Sobra nte Comp lete Class IIB Insta ll buffered bike lane to connect to existing bicycle facil ity. $ Medium Rd (37.942893, -Streets
122.266069
Shell Rd County li mit Pacheco Blvd 0 .53 Martinez Bike Class II Pave shou lder and stripe bike la ne in uphil l direction . Coordinate with $$ Medium 5 (north) Martinez to co nnect to Marina Vista Ave .
Stone Va ll ey Rd Danvill e Blvd Green Va ll ey Rd 3.09 Alamo Bike Class IIB Upgrade to buffered bike lanes. $$ Med ium 2
Tice Valley Blvd Tice Valley Ln Crest Ave 0.89 Alamo Bike Class II Extend Class II bike lanes to Crest Ave. $$ Med ium 2
Va ll ey View Rd San Pablo Dam County lim it at 0.65 El Sobrante Bike Class II Study road diet, lane narrowing , and/or park ing removal to c lose bike lane
Rd De Anza High gaps for schoo l access. Provide minim um Class II buffered b ike lanes. $ Medium
Schoo l Widen and buffer existing bike lanes .
Walnut Blvd Arm strong Rd Camino D iablo 3.05 East County Bike Class II Add Class II bike la nes along Walnut Blvd. $$$ Med ium 3
Willow Pass Rd Avi la Rd Evora Rd 0 .29 Bay Point Bike C lass IV Coordinate with Ca ltrans on a bicycle safety project through interchange. $ Med ium 5
At Evora Rd Wi t h ext ension of Del t a de Anza Trail, reconstruct intersection w ith trail Wi ll ow Pass Rd and Wi llow Bay Poin t Int ersecti on C lass I $$ Med ium 5
Pass Ct (west) crossing.
At Evora Rd Reconstruct, potent ia lly as a pro tected intersection . Provide b ike/ped
Wi ll ow Pass Rd and San Marco Bay Point Intersection cross ings on a ll legs. With W ill ow Pass cyc le trac k project, construct two-$$ Medium 5
Bl vd (east) wa bi ke crossi ng s.
Ba lfour Rd Selle rs Ave Bix ler Rd 3.01 East County Bike Class IIB Upgrade t o buffered Class II bike la nes whe re possib le. $$ Low 3
Rura l route safety project: ma rk bike lanes where space in shou ld er and
Alhambra San Pab lo Dam Class II and shared lanes where not, ca lm traffic, add ing speed feedback and warn ing
Bear Creek Rd Val ley Rd Rd 8 .30 Rura l Bike Il l signs, and provide safety measures at key locations such as widened $$$$ Low
shou lders in some areas. Repair pavemen t w here needed for safety.
Coordinate w ith neig hboring jurisdictio ns where ROW is not continuous.
Bethel Island Rd We ll s Rd Gateway Rd 0.63 Bethe l Island Comp lete Class II Cons id er road diet and instal l Class II or Class IV bike lanes. Close sid ewa lk $ Low 3 Streets gaps and enhance pedestria n crossings.
Boulevard Way County lim it De l Garden Ct 0.48 Saranap Comp lete Class IIB Imple men t road diet, upgraded pedestrian crossings, and buffered bike $ Low 2 Hambre Cir Streets lanes.
Canyon Rd Pinehurst Rd Va lle Vista 0.66 Canyon Bike Class II Close bike lane gap between Va ll e Vista tra ilhead and Pinehurst Rd. $ Low 2 trail head
E Cypress Rd Kn ightsen Ave Je rsey Is land 0.50 East County/Oakley Bike Class IIB Repave and stripe Class II bike la nes, and upgrade buffered bike lanes $ Low 3 Rd where ROW ermits.
Fran kli n Canyon Cummings Study feasibili ty of a Class I side path . Coordinate w ith regiona l partners
Sycamo re Ave 3.51 Rura l Class I on potentia l alignments. Potenti al Class I connection a long Hwy 4 with $$$$ Low 5 Rd Skyway Caltrans artnershi
Gateway Rd Bethe l Island Stone Rd 1.68 Bethe l Island Tra il C lass I Construct Class I shared use path on north side. $$$ Low 3 Rd
Active Transportation Plan Projects 5/6
Neighborhood/ Bikeway Cost Supervisor Roadway Name From To Miles Project Type Project Description Priority Area of Benefit Type Estimate District
160
Contra Costa County Active Transportation PlanB6-9
Grayson Creek 2nd Ave As p en Dr 0 .12 Pacheco Tra il Class I Pave ex ist ing path and coordinate w ith Concord to connect tra il corr ido r. $ Low 4 Tra il
End (R ingta il Comp lete sidewa lks on north side between Da nv ill e Blvd and La Sonoma
Hem me Ave Da nvi ll e Blvd Ca t Stag ing 0 .50 A lamo Co m p lete Class II IB Way. Provide b ike bou levard traffic ca lm ing a long ent ire lengt h, includ ing $ Low 2
Area) St reets speed humps and shared lane mar k ings . Enhance and traffic ca lm Iron
Horse trail cross ing and st ri p high v isib ili ty crosswa lks at Da nv ill e Bl vd.
Construct sidewa lk on one side, w ith hig h-v isib ili ty crosswa lks at Main St
Ho lway Dr By ron Hwy Ma in Street 0 .17 Byron Pedest rian and close sid ewa lk ga p on Ma in St bet ween t he inte rsect ion an d the p ost $$ Low 3
o ffi ce .
Los Vaqueros Wa ln ut Blv d Los Vaqueros 11.11 East Cou nty Tra il C lass I Coord inate w ith Co nt ra Costa Water District to prov ide b icycle/ped estri an $ Low 3 Wate rshed Tra il Blvd access through wate rshed.
Marsh Creek Rd Deer Va ll ey Rd Vasco Rd 5.11 East County Trai l C lass I Const ruct Class I pa t h a long Marsh Creek Rd $$$$ Low 3
Marsh Creek Trail Concord Ave Marsh Creek Rd 0 .76 East Cou nty Tra il C lass I Comp lete Marsh Cree k Tra il. $$$ Low 3
Miranda Ave Stone Va ll ey Rd Li vorna Rd 1.24 A lamo Bike Class IIB Upgrade to buffe red b ike lanes . $$ Low 2
Moke lum ne Coast Gar in Pkwy County Lim it 7.07 East Cou nty Trail Class I Construct Class I path a lo ng p ipe line righ t o f way. $$$$ Low 3 to Crest Tra il
Mounta in View Pa lmer Rd Mynah Ct 0.06 Rudgear Pedestrian Close sidewa lk gaps and prov ide crosswa lks for access to bus stops. $$ Low 4 Blvd
Pac heco Blvd At A rthu r Rd V ine Hill Intersectio n Inte rsection safety p ro ject includ ing hig h-v isib ility crosswa lks, cu rb ramps, $$ Low 5 and p o t en tia l!:,, slip la ne closure w ith f urt her st ud y.
Mounta in V iew Close sidewa lk gaps on one side a nd p rov ide high -v isib ili ty c rosswa lks at
Pa lmer Rd Blv d Ho ll y Hill D r 0 .33 Rud g ear Pedest ri an Mounta in V iew Blvd , Hawthorne Dr, and Ho ll y Hill Dr where needed t o $$ Low 4
t rans it ion between sidewa lks. Priori t ize sidewa lk connect ions t o b us stops.
Piper Rd Gateway Rd W ill ow Rd 0 .95 Bethe l Island Trai l C lass I Construct Class I shared use path on east side . $$$ Low 3
Pleasant Hill Rd Cam ino Ve rde Rancho V iew Dr 1.09 West Pleasan t Hill Bike Class II Close gaps for conti nuous Class II b ike lane o n Pleasan t Hill Rd and study $$ Low 2, 4 rotected/off-street fac ili t ies
Pleasant Hill Rd At Tay lor Blvd Pl easant Hill Intersection Recon figure int ersecti on t o im p rove b icycle a nd ped estrian sa fety. Prov ide $$ Low 2, 4 contro lled and se ara t ed crossings.
Insta ll t raffic ca lmi ng an d uph ill bi ke lanes. Upda t e wayfind ing signage and
Pomona St Ro lp h Ave Baldwin Ave 0 .59 Croc ket t Bi ke Class II imp lement t raff ic ca lming includ ing speed f eedback a nd sa f et y signage in $ Low 5
d ow nhill d irect ion .
County lim it A lhamb ra Rura l route safety project: mark b ike lanes an d shared lanes, ca lm traffic
Re liez Va ll ey Rd (nea r Va lley Rd 0.57 Br iones Bike C lass Ill (speed feedbac k/edge li nes), p ro v ide sa fety m easures li ke warn ing signs $ Low 5
Brookwood) at ke locations.
Re liez Va ll ey Rd Grayson Rd Glo ria Te r 0 .70 West Pleasant Hill Tra il C lass I Construct Class I pat h a long Re li ez Va lley Rd $$ Low 2
Bre ntwood Pave sho ulder and stripe Class II b ike lanes. Upgra d e to b uffered b ike lanes
Se llers Ave De lta Rd Bl vd 3.9 3 East Count y Bi ke Class II whe re feas ib le w ith in ex isti ng right o f way. Coo rd inate w it h Brentwood on $$$$ Low 3
im lementation .
Syca m ore Ave Fran k li n Coun t y Bo rder 0 .35 Hercu les Bike C lass II B Stripe Class IIB buffe red b ike lanes to co nnect to Fran k lin Canyon Tra il. $ Low 5 Can on Rd
Wa t erb ird Way Waterfront Rd Meadow lark 0 .18 Martinez Bike Class II St ripe b ike lanes. $ Low 5 Rid ge Loo
Waterfro nt Rd 1-680 Waterb ird Way 0.59 Ma rt inez Bike Class IIB Pave sho ulder and st ripe Class II bu ffere d bike lanes. Connect t o the Iron $ Low 5 Horse Tra il ext ens ion and the p la nned Pacheco Ma rsh Park .
Wate rfro nt Rd Water bird Way Future Iron 1.15 Martinez Bike Class II Ext end bi ke la nes on Waterfront Rd to f uture Pacheco Marsh Park. $$ Low 5 Ho rse Tra il
Active Transportation Plan Projects 6/6
Neighborhood/ Bikeway Cost Supervisor Roadway Name From To Miles Project Type Project Description Priority Area of Benefit Type Estimate District
161
Capital Road Improvement and Preservation Program (CRIPP)
Report for 2024 through 2031.
Capital Road Improvement and Preservation Program (CRIPP)
Report for 2024 through 2031.
AREA OF BENEFIT PROGRAM
The unincorporated areas of Contra Costa County are divided into several Areas of Benefit (AOBs) for road
improvements focused on mitigating congestion impacts of new development on the transportation network.
This appendix shows the following information for each AOB: current ordinance number, project list,
boundary map, and forecast of revenues and expenditures. If the AOB is funding an active project, the project
is listed with the funding amount and the fiscal year in which the expenditures will occur.
Within each AOB, road improvement projects to alleviate known traffic congestion or traffic safety problems
have been identified and prioritized. An AOB fee is charged to all developments that create additional traffic
in the area to pay for their proportional share of these projects. The fee amount varies depending on which AOB
the property is located in, the amount of traffic generated by the development, and the cost of the projects
identified on that AOB’s project list.
HOW DOES THE AOB PROGRAM FIT INTO THE
CRIPP?
As explained in the CRIPP Introduction, the CRIPP is a planning document for funded projects in the next
seven years that the Department has scheduled at the time of publication. AOBs are local funding sources
for County road projects. Road improvement projects funded by AOB revenues must be identified on an AOB
Development Program Report that is adopted by the County Board of Supervisors.
Projects on the AOB project lists appear in either the active project list in the main body of this CRIPP or on
the unfunded list in Appendix J. Some of the projects on the AOB project lists fall outside of the seven-year,
active-project, planning window but are included in the unfunded CRIPP project lists.
Each AOB project list was approved with each respective AOB ordinance. To update an AOB project list, a
separate update process will need to occur. Projects within each AOB program may be removed or added
when a new AOB ordinance is adopted by the Board of Supervisors. The update of a CRIPP does not
constitute an update of an AOB.
The following information for each adopted AOB is included:
Ordinance number
Approved/Proposed Project List
Boundary Map
Map of Approximate Project Locations
The AOB program comprises 14 separate areas that cover the entire County. At any given time, several of
these areas may be in the process of a program update. These updates may include revisions to the AOB
project list; thus, a draft of a pending project list may be included in this section of the CRIPP but is yet to
be approved by the Board of Supervisors.
C-1
Capital Road Improvement and Preservation Program (CRIPP)
Report for 2024 through 2031.
The following AOBs have active capital projects within the next seven-year outlook.
Alamo
Bay Point
Central County
East County (Regional)
Richmond/El Sobrante
In the past CRIPP, AOB administrative expenditures were shown but are no longer considered as a capital
improvement project. As a result, the following AOBs have no active projects, but will be shown for the
potential revenue forecast and their respective balance:
Bethel Island
Briones
Discovery Bay
Hercules/Crockett/Rodeo
Martinez
North Richmond
Pacheco
South County
West County
For more information about the Areas of Benefit Program, contact the AOB manager at (925) 313-2000 or
visit the AOB website, http://www.cccounty.us/AOB.
AOB Overview Map
C-2
Capital Road Improvement and Preservation Program (CRIPP)
Report for 2024 through 2031.
Alamo Area of Benefit
Current Ordinance 2016-25
Project List Schedule
Item Location Description Project Status
1
Danville Boulevard/Orchard
Court Complete Streets
Improvements
Construct roundabout and complete streets features In Construction
2 Alamo Schools
Construct pedestrian safety improvements at Stone
Valley Middle School, Alamo Elementary School, and
Rancho Romero Schools.
1)Hemme Avenue Sidewalk (between Rancho
Romero Elem. and La Sonoma Way)
2)Miranda Avenue Natural Pathway (betw.
Stone Valley Middle and Stone Valley Road)
3)Livorna Road Sidewalk Improvements –
(Completed)
Pending
3 Danville Boulevard at Hemme
Avenue Intersection safety improvements. Pending
C-3
Capital Road Improvement and Preservation Program (CRIPP)
Report for 2024 through 2031.
Alamo AOB Revenue Forecast
End of Year Cash
Balance
(in 1,000's of Dollars)
End of FY
22/23
Balance
FISCAL YEAR (F.Y.)
FY
23/24
FY
24/25
FY
25/26
FY
26/27
FY
27/28
FY
28/29
FY
29/30
FY
30/31
End of Year Balance $ 1,357 $ 557 $ 657 $ 757 $ 857 $ 957 $ 1,057 $ 1,157 $ 1,257
Projected Revenue
(in 1,000's of Dollars)
Revenue
Total
FISCAL YEAR (F.Y.)
FY
23/24
FY
24/25
FY
25/26
FY
26/27
FY
27/28
FY
28/29
FY
29/30
FY
30/31
Projected Revenue $ 800 $ 100 $ 100 $ 100 $ 100 $ 100 $ 100 $ 100 $ 100
Estimated Project
Expenditures
(in 1,000's of Dollars)
Expenditure
Total
FISCAL YEAR (F.Y.)
FY
23/24
FY
24/25
FY
25/26
FY
26/27
FY
27/28
FY
28/29
FY
29/30
FY
30/31
Total of ll
Projects $ 900 $ 900 $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 $ 0
Danville
Boulevard/Orchard
Court Complete Street
Improvements
$ 900 $ 900 $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 $ 0
Miranda Avenue Safe
Routes to School $ 0 $ 0 $ 0 $ 0 $ 0 $ 0
C-4
Capital Road Improvement and Preservation Program (CRIPP)
Report for 2024 through 2031.
Bay Point Area of Benefit
Current Ordinance 2016-18
Project List Schedule
Item
Location
(Nexus Id) Description Project Status
1 Willow Pass Road (1.1) Signalize East and West off-ramps at west interchange of SR4 Pending
2 Willow Pass Road (1.2) Intersection improvements at Willow Pass Road and Evora
Road to facilitate traffic flow to WB SR 4. Pending
3 Willow Pass Road (2.1) Restriping from Bailey Road to Pittsburg City Limits to
improve capacity. Pending
4 Willow Pass Road (2.2) Bailey Road intersection improvements. Pending
5 Port Chicago Highway
(3.1)
Widen to accommodate bicycle and pedestrian
improvements from Driftwood Drive to west of McAvoy
Road.
Pending
5 6 9 10
Port Chicago Hw 4
8 Pacifica Ave 3
Evora Rd Willow Pass Rd
Canal
Rd
PITTSBURG 2
1 11 PITTSBURG
12
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C-5
Capital Road Improvement and Preservation Program (CRIPP)
Report for 2024 through 2031.
6 Port Chicago Highway
(3.2) Realign from west of McAvoy Road to Pacifica Avenue. Pending
7
Port Chicago Highway &
Willow Pass Rd
Intersection (4)
Construct multi-modal safety improvements through
intersection from Lynbrook Drive to Weldon Street. Complete
8 Driftwood Drive (5) Construct pedestrian and bicycle safety improvements from
Port Chicago Highway to Pacifica Avenue. Pending
9 Pacifica Avenue (6) Extend roadway from Port Chicago Highway to Alves Lane
extension. Pending
10 Alves Lane (7) Extend roadway from Willow Pass Road to Pacifica Avenue
extension. Pending
11 Loftus Road (8) Construct bicycle and pedestrian safety improvements from
Canal Road to Willow Pass Road. Pending
12 Bailey Road (9) Bicycle and pedestrian improvements from Willow Pass
Road to Canal Road. In Design
13 Bailey Road (10) Bicycle and pedestrian improvements from Canal Road to
BART. Complete
Bay Point AOB Revenue & Expenditure Forecast
End of Year Cash
Balance
(in 1,000's of Dollars)
End of FY
22/23
Balance
FISCAL YEAR (F.Y.)
FY
23/24
FY
24/25
FY
25/26
FY
26/27
FY
27/28
FY
28/29
FY
29/30
FY
30/31
End of Year Balance $ 3,109 $ 2,802 $ 2,902 $ 2,932 $ 3,032 $3,132 $ 3,232 $ 3,332 $ 3,432
Projected Revenue
(in 1,000's of Dollars)
Revenue
Total
FISCAL YEAR (F.Y.)
FY
23/24
FY
24/25
FY
25/26
FY
26/27
FY
27/28
FY
28/29
FY
29/30
FY
30/31
Projected Revenue $ 800 $ 100 $ 100 $ 100 $ 100 $ 100 $ 100 $ 100 $ 100
Estimated Project
Expenditures
(in 1,000's of Dollars)
Expenditure
Total
FISCAL YEAR (F.Y.)
FY
23/24
FY
24/25
FY
25/26
FY
26/27
FY
27/28
FY
28/29
FY
29/30
FY
30/31
Total of ll
Projects $ 477 $ 407 $ 0 $ 70 $ 0 $ 0 $ 0 $ 0 $ 0
North Bailey Road
Active Transportation
Corridor
$ 477 $ 407 $ 0 $ 70 $ 0 $ 0 $ 0 $ 0 $ 0
C-6
Capital Road Improvement and Preservation Program (CRIPP)
Report for 2024 through 2031.
Bethel Island Area of Benefit
Current Ordinance 2016-12
Project List Schedule
Item Location Description Project Status
1 Bethel Island Road Add bicycle and pedestrian improvements from Taylor Road
to Sandmound Boulevard Pending
2 Sandmound Boulevard Add bicycle and pedestrian improvements from Oakley City
Limits to Mariner Road Pending
3 Sandmound Boulevard Add bicycle and pedestrian improvements from Mariner Road
to Cypress Road. Pending
4 Gateway Road Add bicycle and pedestrian improvements from Bethel Island
Road to Piper Road Pending
5 Piper Road Add bicycle and pedestrian improvements from Gateway
Road to Willow Road Pending
C-7
Capital Road Improvement and Preservation Program (CRIPP)
Report for 2024 through 2031.
Bethel Island AOB Revenue Forecast
End of Year Cash
Balance
(in 1,000's of Dollars)
End of FY
22/23
Balance
FISCAL YEAR (F.Y.)
FY
23/24
FY
24/25
FY
25/26
FY
26/27
FY
27/28
FY
28/29
FY
29/30
FY
30/31
End of Year Balance $ 312 $ 322 $ 332 $ 342 $ 352 $ 362 $ 372 $ 382 $ 392
Projected Revenue
(in 1,000's of Dollars)
Revenue
Total
FISCAL YEAR (F.Y.)
FY
23/24
FY
24/25
FY
25/26
FY
26/27
FY
27/28
FY
28/29
FY
29/30
FY
30/31
Projected Revenue $ 80 $ 10 $ 10 $ 10 $ 10 $ 10 $ 10 $ 10 $ 10
C-8
Capital Road Improvement and Preservation Program (CRIPP)
Report for 2024 through 2031.
Briones Area of Benefit
Current Ordinance 88-27
Project List Schedule
Item Location Description Project Status
1 Alhambra Valley Road
Realign curves at Ferndale Road (mile post 5.6), Main Road
(mile post 6.2), and 4000 feet northwest of Bear Creek road
(mile post 2.9)
Pending
C-9
Capital Road Improvement and Preservation Program (CRIPP)
Report for 2024 through 2031.
Briones AOB Revenue Forecast
End of Year Cash
Balance
(in 1,000's of Dollars)
End of FY
22/23
Balance
FISCAL YEAR (F.Y.)
FY
23/24
FY
24/25
FY
25/26
FY
26/27
FY
27/28
FY
28/29
FY
29/30
FY
30/31
End of Year Balance $ 548 $ 549 $ 550 $ 551 $ 552 $ 553 $ 554 $ 555 $ 556
Projected Revenue
(in 1,000's of Dollars)
Revenue
Total
FISCAL YEAR (F.Y.)
FY
23/24
FY
24/25
FY
25/26
FY
26/27
FY
27/28
FY
28/29
FY
29/30
FY
30/31
Projected Revenue $ 8 $ 1 $ 1 $ 1 $ 1 $ 1 $ 1 $ 1 $ 1
C-10
Capital Road Improvement and Preservation Program (CRIPP)
Report for 2024 through 2031.
Central County Area of Benefit
Current Ordinance 2021-37
Project List Schedule
Item Location/Roadway
(Nexus ID) Description Project
Status
1 Pleasant Hill Road
(WPH2) Bicycle improvements from Geary Road to Taylor Boulevard Pending
2 Reliez Valley Road
(WPH3)
Bicycle improvements from North of Grayson Road to Withers
Avenue Pending
3 Taylor Boulevard
(WPH4) Safety improvements at the intersection at Gloria Terrace Pending
4 Fish Ranch Road
(NL1) Safety improvements from SR-24 to Grizzly Peak Road Pending
5 San Pablo Dam Road
(NL2/3) Roadway safety improvements, West of Camino Pablo Pending
6 Bear Creek Road (NL5) Intersection improvements at the intersection at Happy Valley Road Pending
7 Pinehurst Road (SL1) Bicycle improvements, West of Canyon Road Pending
8 Ayers Road (EC2) Intersection improvements at the intersection at Concord Avenue Pending
C-11
Capital Road Improvement and Preservation Program (CRIPP)
Report for 2024 through 2031.
9 Ayers Road (EC3) Intersection improvements at the intersection at Laurel Avenue Pending
10 Bailey Road (EC4/6) Intersection Improvements at the intersection and segment at Myrtle
Drive to include adding shoulder Pending
11 Las Juntas Road (CCC1) Intersection improvements at the intersection at Coggins Drive Pending
12 Buskirk Avenue (CCC2) Roadway improvements, North of Treat Boulevard Pending
13 Treat Boulevard
(CCC3/5) Complete Street improvements fom I-680 Overpass to Jones Road In
Design
14 Treat Boulevard (CCC4) Complete Street improvements from Jones Road to
Walnut Creek Bridge Pending
15 Treat Boulevard (CCC6) Intersection improvements at the Intersection at Jones Road In
Design
16 Mayhew Way (CCC8) Pedestrian improvements, West of Bancroft Avenue Pending
17 Olympic Boulevard
(SWC2)
Intersection improvements at the intersection at
Boulevard Way/Tice Valley Boulevard Pending
18 Olympic Boulevard
(SWC7)
Intersection improvements at the intersection at
Bridgefield Road Pending
19 Olympic Boulevard
(SWC9) Bicycle and pedestrian improvements from Windtree Court to I-680 Pending
20 Dewing Lane (SWC3) Connection of South Walnut Creek to Iron Horse Trail between
Dewing Lane and South Villa Way Pending
21 Tice Valley Boulevard
(SWC4)
Complete Street improvements from Tice Valley Lane to 200 feet
east of Tice Hollow Court Pending
22 Springbrook Road
(SWC6)
Complete Street Improvements from 170 feet east of Gilmore Street
to 460 feet east of Regency Court Pending
23 Boulevard Way (SWC8) Sidewalk project from Warren Road to Olympic Boulevard Pending
24 Rudgear Rd (SM1) Intersection safety improvements at the intersection at San Miguel
Dr Pending
25 Walnut Blvd (SM2) Pedestrian improvements from View Lane to 250 feet
northwest of Walnut Court Pending
26 Mountain View Blvd
(SM3) Pedestrian improvements from Blackwood Drive to Walnut Boulevard Pending
27 San Miguel Dr (SM4) Pedestrian improvements from Rudgear Road to Blackwood Drive In Design
Central County AOB Revenue Forecast
End of Year Cash
Balance
(in 1,000's of Dollars)
End of FY
22/23
Balance
FISCAL YEAR (F.Y.)
FY
23/24
FY
24/25
FY
25/26
FY
26/27
FY
27/28
FY
28/29
FY
29/30
FY
30/31
End of Year Balance $ 5,428 $ 5,528 $ 5,613 $ 5,646 $ 5,264 $ 5,364 $ 5,464 $ 5,564 $ 5,664
Projected Revenue
(in 1,000's of Dollars)
Revenue
Total
FISCAL YEAR (F.Y.)
FY
23/24
FY
24/25
FY
25/26
FY
26/27
FY
27/28
FY
28/29
FY
29/30
FY
30/31
Projected Revenue $ 800 $ 100 $ 100 $ 100 $ 100 $ 100 $ 100 $ 100 $ 100
C-12
Capital Road Improvement and Preservation Program (CRIPP)
Report for 2024 through 2031.
Estimated Project
Expenditures
(in 1,000's of Dollars)
Expenditure
Total
FISCAL YEAR (F.Y.)
FY
23/24
FY
24/25
FY
25/26
FY
26/27
FY
27/28
FY
28/29
FY
29/30
FY
30/31
Total of ll
Projects $ 564 $ 0 $ 15 $ 67 $ 482 $ 0 $ 0 $ 0 $ 0
San Miguel Drive
Pedestrian Path $ 564 $ 0 $ 15 $ 67 $ 482 $ 0 $ 0 $ 0 $ 0
C-13
Capital Road Improvement and Preservation Program (CRIPP)
Report for 2024 through 2031.
Discovery Bay Area of Benefit
Current Ordinance 2018-16
Project List Schedule
Item Location Description Project Status
1 Discovery Bay Boulevard Construct intersection improvements at Clipper
Drive Pending
2.1
State Route 4
Widen and provide pedestrian and bicycle
improvements between Bixler Road and Discovery
Bay Boulevard
Pending
2.2 Rebuild brid e to accommodate four lanes between
Bixler Road and Discovery Bay Blvd Pending
2.3 Construct intersection improvements at Newport
Drive Pending
2.4 Widen roadway between Byron Hi hway and Bixler
Road Pending
3 Byron Highway Construct school safety improvements at the
intersection with Byer Road Pending
4 Clipper Drive Construct traffic calmin measures between
Newport Drive and Discovery Bay Boulevard Pending
5 Bixler Road Construct complete street improvements between
SR-4 and Byer Road Pending
6 Byer Road Construct complete street improvements between
Bixler Road and Byron Highway Pending
BRENTWOOD
2.4
Marsh Creek Rd
4
2.2 1
3
2.1
Byer
Rd 5 2.3
Byron Elementary School
6
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C-14
Capital Road Improvement and Preservation Program (CRIPP)
Report for 2024 through 2031.
Discovery Bay AOB Revenue Forecast
End of Year Cash
Balance
(in 1,000's of Dollars)
End of FY
22/23
Balance
FISCAL YEAR (F.Y.)
FY
23/24
FY
24/25
FY
25/26
FY
26/27
FY
27/28
FY
28/29
FY
29/30
FY
30/31
End of Year Balance $ 148 $ 198 $ 248 $ 298 $ 348 $ 398 $ 448 $ 498 $ 548
Projected Revenue
(in 1,000's of Dollars)
Revenue
Total
FISCAL YEAR (F.Y.)
FY
23/24
FY
24/25
FY
25/26
FY
26/27
FY
27/28
FY
28/29
FY
29/30
FY
30/31
Projected Revenue $ 400 $ 50 $ 50 $ 50 $ 50 $ 50 $ 50 $ 50 $ 50
C-15
Capital Road Improvement and Preservation Program (CRIPP)
Report for 2024 through 2031.
East County Regional Area of Benefit
Current Ordinance 2013-26
Project List Schedule
Item Location Description Project
Status
1 Vasco Road/Camino
Diablo intersection Construct intersection improvements Pending
2 Marsh Creek Road Construct safety improvements In Desi n
3 Chestnut Street Widen roadway from Sellers Avenue to Byron Highway Pendin
4 Delta Road Widen roadway from Byron Highway to Holland Tract Road Pendin
5 Knightsen Avenue & Eden
Plains Road Widen roadway from Delta Road to Chestnut Street Pending
6 Sunset Rd Widen roadway from Sellers Ave to Byron Highway Pendin
7 Byron Highway Widen roadway from Camino Diablo to the Alameda County
Line Pending
PITTSBURG
OAKLEY
ANTIOCH
BRENTWOOD
DISCOVERY
BAY
C-16
Capital Road Improvement and Preservation Program (CRIPP)
Report for 2024 through 2031.
8 Byron Highway Construct two way left turn lane at Byron Elementary School Pending
9 SR 4/Byron Highway
intersection
Widen southern intersection of Byron Highway with SR 4
(Phase 2) Pending
10 Kni htsen Avenue Widen roadway from East Cypress Road to Delta Road Pendin
11 Delta Road Widen roadway from Sellers Avenue to Byron Highway Pendin
12 Sellers Avenue Widen roadway from Delta Road to Chestnut Street Pendin
13 Sellers Avenue Widen roadway from Main canal to Marsh Creek Road Pendin
14 Byron Highway Widen roadway from Delta Road to Chestnut Street Pending
15 Byron Hi hway Widen roadway from Chestnut Street to SR 4 Pendin
16 Byron Hi hway Widen roadway from SR 4 to Camino Diablo Pendin
17 Camino Diablo Widen roadway from Vasco Road to Byron Highway Pendin
18 Knightsen Ave/Delta Rd
intersection Construct intersection improvements Pending
19 Byron Highway/Camino Diablo
intersection Construct intersection improvements Pending
20 Byron Hi hway/SR 4 /Point of
Timber intersection Construct intersection improvements Pending
21 Sellers Ave/Marsh Creek Rd
intersection Construct intersection improvements Pending
22 Balfour Rd/Byron Highway
intersection Construct intersection improvements Pending
23 Sellers Ave/Sunset Rd
intersection Construct intersection improvements Pending
24 Sellers Ave/Chestnut St
intersection Construct intersection improvements Pending
25 Sellers Ave/Balfour Rd
intersection Construct intersection improvements Pending
East County Regional AOB Revenue & Expenditure Forecast
End of Year Cash
Balance
(in 1,000's of Dollars)
End of FY
22/23
Balance
FISCAL YEAR (F.Y.)
FY
23/24
FY
24/25
FY
25/26
FY
26/27
FY
27/28
FY
28/29
FY
29/30
FY
30/31
End of Year Balance $ 4,638 $ 4,968 $ 4,558 $ 5,158 $ 5,758 $ 6,358 $ 6,958 $ 7,558 $ 8,158
Projected Revenue
(in 1,000's of Dollars)
Revenue
Total
FISCAL YEAR (F.Y.)
FY
23/24
FY
24/25
FY
25/26
FY
26/27
FY
27/28
FY
28/29
FY
29/30
FY
30/31
Projected Revenue $ 4,800 $ 600 $ 600 $ 600 $ 600 $ 600 $ 600 $ 600 $ 600
Estimated Project
Expenditures
(in 1,000's of Dollars)
Expenditure
Total
FISCAL YEAR (F.Y.)
FY
23/24
FY
24/25
FY
25/26
FY
26/27
FY
27/28
FY
28/29
FY
29/30
FY
30/31
Total of All Projects $ 1,280 $270 $ 1,010 $ 0 $ 0 $ 0 $ 0 $ 0 $ 0
Marsh Creek Road
Bridge Replacement
(Bridge No. 28C143 & 28C145)
$ 1,280 $ 270 $1,010 $ 0 $ 0 $ 0 $ 0 $ 0 $ 0
C-17
Capital Road Improvement and Preservation Program (CRIPP)
Report for 2024 through 2031.
Hercules/Rodeo/Crockett AOB Revenue Forecast
Current Ordinance 88-27
Project List Schedule
Item Location Description Project Status
1 Pomona Street Widen to provide shoulde from Crockett Boulevard to
2nd street Complete
2 Pomona St / Winslow Ave /
Carquinez Scenic Alignment study Pending
3 Crockett Boulevard Widen to three lane arterial to provide for truck climbing
lane from Pomona Street to Cummings Skyway Complete
4 San Pablo Ave Modify si nal at Union Oil entrance Complete
5 Pomona St Modify signal at 2nd Ave Complete
6 Parker Ave / San Pablo Avenue
/ Willow Intersection Modify intersection and install signal Complete
7 Parker / Fourth Modify intersection and install signal Complete
8 Willow / Hawthorne Modify intersection and install si nal Complete
Winslow St
Pomona St PORT
COST
CROCKETT
RODEO
HERCULES
C-18
Capital Road Improvement and Preservation Program (CRIPP)
Report for 2024 through 2031.
Hercules/Rodeo/Crockett AOB Revenue Forecast
End of Year Cash
Balance
(in 1,000's of Dollars)
End of FY
22/23
Balance
FISCAL YEAR (F.Y.)
FY
23/24
FY
24/25
FY
25/26
FY
26/27
FY
27/28
FY
28/29
FY
29/30
FY
30/31
End of Year Balance $ 30 $ 31 $ 32 $ 33 $ 34 $ 35 $36 $ 37 $ 38
Projected Revenue
(in 1,000's of Dollars)
Revenue
Total
FISCAL YEAR (F.Y.)
FY
23/24
FY
24/25
FY
25/26
FY
26/27
FY
27/28
FY
28/29
FY
29/30
FY
30/31
Projected Revenue $ 8 $ 1 $ 1 $ 1 $ 1 $ 1 $ 1 $ 1 $ 1
C-19
Capital Road Improvement and Preservation Program (CRIPP)
Report for 2024 through 2031.
Martinez Area of Benefit
Current Ordinance 95-38
Project List Schedule
Item Location Description Project
Status
1 Alhambra Valley Road Safety and capacity improvements from Martinez city limit to Ferndale
Road Pending
2 Alhambra Valley Road Reali n curves at Ferndale Road Complete
3 Pacheco Boulevard Realign grade crossing with BNSF Pendin
4 Pacheco Boulevard Widen to arterial standard Pendin
4
3
HERCULES MARTINEZ
PINOLE
CONCORD
RICHMOND Alhambra alley Rd
PLEASANT HILL
1
LAFAYETTE WALNUT CREEK
C-20
Capital Road Improvement and Preservation Program (CRIPP)
Report for 2024 through 2031.
Martinez AOB Revenue Forecast
End of Year Cash
Balance
(in 1,000's of Dollars)
End of FY
22/23
Balance
FISCAL YEAR (F.Y.)
FY
21/22
FY
22/23
FY
23/24
FY
24/25
FY
25/26
FY
26/27
FY
27/28
FY
28/29
End of Year Balance $ 2,664 $ 2,595 $ 2,575 $ 2,650 $ 2,725 $ 2,800 $ 2,875 $ 2,950 $ 3,025
Projected Revenue
(in 1,000's of Dollars)
Revenue
Total
FISCAL YEAR (F.Y.)
FY
21/22
FY
22/23
FY
23/24
FY
24/25
FY
25/26
FY
26/27
FY
27/28
FY
28/29
Projected Revenue $ 800 $ 100 $ 100 $ 100 $ 100 $ 100 $ 100 $ 100 $ 100
Estimated Project
Expenditures
(in 1,000's of Dollars)
Expenditure
Total
FISCAL YEAR (F.Y.)
FY
23/24
FY
24/25
FY
25/26
FY
26/27
FY
27/28
FY
28/29
FY
29/30
FY
30/31
Total of ll
Projects $ 439 $ 169 $ 120 $ 25 $ 25 $ 25 $ 25 $ 25 $ 25
Pacheco Boulevard
Improvements $ 439 $ 169 $ 120 $ 25 $ 25 $ 25 $ 25 $ 25 $ 25
C-21
Capital Road Improvement and Preservation Program (CRIPP)
Report for 2024 through 2031.
North Richmond Area of Benefit
Current Ordinance 2017-22
Project List Schedule
Item Location Description Project
Status
1
Pittsburg Avenue at
Richmond Parkway
Intersection
Improve intersection operations which may include
modification to traffic signal, additional turn lanes, or other
safety improvements
Pending
2 Market Avenue Improvements to include pedestrian infrastructure and
traffic/truck calming measures Pending
3 Fred Jackson Way
Improvements to include pedestrian and bicycle infrastructure
and traffic/truck calming measures between Chesley Avenue
and Parr Boulevard.
Complete
4 Parr Boulevard Improvements to include pedestrian and bicycle infrastructure
between Richmond Parkway and BNSF railroad tracks. Pending
5 Brookside Drive Improvements to include pedestrian and bicycle infrastructure
between Central Street and BNSF railroad tracks. Pending
10
4
Parr Blvd
5
8
Brookside Dr
1 Pittsburg Ave
SAN PABLO
9 Verde Ave
Market Ave
2
Chesley Ave
3 11
RICHMOND
Ri
c
h
m
o
n
d
P
k
w
y
Ce
n
t
r
a
l
St
Fr
e
d
J
a
c
k
s
o
n
W
a
y
Go
o
d
r
i
c
k
Av
e
C-22
Capital Road Improvement and Preservation Program (CRIPP)
Report for 2024 through 2031.
6
Truck route between
Verde Avenue and Parr
Boulevard
Determine a bypass route for trucks to minimize truck traffic
through the residential area. Pending
7
Circulation and safety
improvements for Verde
Elementary School
Improve circulation and safety to Verde Elementary School
including a potential secondary access. Pending
8
Safety improvements on
Central Street, between
Brookside Drive and
Pittsburgh Avenue
Provide safety improvements to provide a roadway that meets
County standards and provides for bicycle and pedestrian
safety.
Pending
9 Pittsburgh Avenue
Complete Streets Project
Improvements to include pedestrian and bicycle infrastructure
between Richmond Parkway and Fred Jackson Way. Pending
10
Safety improvements on
Goodrick Avenue,
between Parr Boulevard
and AOB Boundary (550
feet South of Richmond
Parkway)
Provide safety improvements to provide a roadway that meets
County standards and provides for bicycle and pedestrian
safety.
Pending
11 Chesley Avenue Install traffic calming measures on Chesley Avenue to create a
pedestrian-friendly environment. Complete
North Richmond AOB Revenue& Expenditure Forecast
End of Year Cash
Balance
(in 1,000's of Dollars)
End of FY
22/23
Balance
FISCAL YEAR (F.Y.)
FY
23/24
FY
24/25
FY
25/26
FY
26/27
FY
27/28
FY
28/29
FY
29/30
FY
30/31
End of Year Balance $ 6,099 $ 6,299 $ 6,499 $ 6,699 $ 6,899 $ 7,099 $ 7,299 $ 7,499 $ 7,699
Projected Revenue
(in 1,000's of Dollars)
Revenue
Total
FISCAL YEAR (F.Y.)
FY
23/24
FY
24/25
FY
25/26
FY
26/27
FY
27/28
FY
28/29
FY
29/30
FY
30/31
Projected Revenue $ 1,600 $ 200 $ 200 $ 200 $ 200 $ 200 $ 200 $ 200 $ 200
C-23
Capital Road Improvement and Preservation Program (CRIPP)
Report for 2024 through 2031.
Pacheco Area of Benefit
Current Ordinance 2021-12
Project List Schedule
Item Location Description Project Status
1 Pacheco Boulevard and Muir
Road
Construct second right turn lane and reconstruct/
relocate bike pedestrian and traffic signal
improvements
Pending
2 Pacheco Boulevard and Center
Avenue
Improve traffic circulation improvements at the
intersection of Pacheco Boulevard and Center Avenue Pending
3 Pacheco Boulevard from Arnold
Drive to Muir Road Construct bike lanes from Arnold Drive to Muir Road Pending
4 Pacheco Boulevard and Carolos
Drive/North Buchanan Circle
Construct traffic signal at intersection of Pacheco
Boulevard and Carolos Drive/N. Buchanan Circle Pending
5 Center Avenue from Pacheco
Boulevard to Marsh Drive
Construct continuous multi-modal infrastructure
improvements on Center Avenue from Pacheco
Boulevard to Marsh Drive
Pending
3
4
6
1 CONCORD
MARTINEZ 4
2
5
PLEASANT HILL
7
C-24
Capital Road Improvement and Preservation Program (CRIPP)
Report for 2024 through 2031.
6
Marsh Drive from Center Avenue
to the bridge near the Iron
Horse Regional Trail
Construct shoulders and bike lanes along Marsh Drive
from Center Avenue to Iron Horse Trail Pending
7
Concord Avenue from Contra
Costa Boulevard to the Iron
Horse Regional Trail
Construct a shared-use path along Concord Avenue
starting near Contra Costa Boulevard to the Iron
Horse Regional Trail
Pending
Pacheco AOB Revenue Forecast
End of Year Cash
Balance
(in 1,000's of Dollars)
End of FY
22/23
Balance
FISCAL YEAR (F.Y.)
FY
23/24
FY
24/25
FY
25/26
FY
26/27
FY
27/28
FY
28/29
FY
29/30
FY
30/31
End of Year Balance $ 581 $ 586 $ 591 $ 596 $ 601 $ 606 $ 611 $ 616 $ 621
Projected Revenue
(in 1,000's of Dollars)
Revenue
Total
FISCAL YEAR (F.Y.)
FY
23/24
FY
24/25
FY
25/26
FY
26/27
FY
27/28
FY
28/29
FY
29/30
FY
30/31
Projected Revenue $ 40 $ 5 $ 5 $ 5 $ 5 $ 5 $ 5 $ 5 $ 5
C-25
Capital Road Improvement and Preservation Program (CRIPP)
Report for 2024 through 2031.
Richmond / El Sobrante Area of Benefit
Current Ordinance 2017-22
Project List Schedule
Item Location Description Project
Status
1 El Portal Drive (RES2) Provide uniform roadway adjoining City of Richmond between I-
80 and San Pablo Dam Road Pending
2 Appian Way (RES3) Complete Streets Improvements from Allview Avenue to San
Pablo Dam Road In Design
3 Appian Way (RES3.1) Intersection Improvements at the intersection with Valley View
Road Pending
4 Appian Way (RES1) Intersection improvements at the intersection with Pebble Drive Pendin
5 Appian Way (RES5) Intersection improvements at the intersection with Manor Road Pendin
6 Appian Way (RES6) Intersection improvements at the intersection with Argyle Road Pendin
7 Appian Way (RES7) Intersection improvements at the intersection with Santa Rita
Road Pending
16
17
5 HERCULES
6 3 PINOLE
14
13
9 2
4
7
1 RICHMOND
11
SAN PABLO 10
15
12
RICHMOND 8
C-26
Capital Road Improvement and Preservation Program (CRIPP)
Report for 2024 through 2031.
8 Castro Ranch Road
(RES8)
Complete Streets and Safety improvements between San Pablo
Dam Road and Hillside Drive Pending
9 La Paloma Road (RES9) Complete Streets improvements from Hilltop Drive to Appian Way Pending
10 Hillcrest Road (RES11) Complete Streets improvements between Morrow Drive to Alpine
Road Pending
11 Hillcrest Road (RES12) Build New Connectin Roadway between Hillcrest Road and Pitt
Way Pending
12 San Pablo Dam Road
(RES10)
Complete Streets and Safety improvements from east of Appian
Way to AOB limits Pending
13 San Pablo Dam Road
(RES13)
Complete Streets Improvements between El Portal Drive, Hill
Crest Road and Appian Way Pending
14 San Pablo Dam Rd
(RES14)
Shared Use Path across San Pablo Cree From the Richmond city
limits (east of El Portal Drive) to Appian Way Pending
15 Santa Rita Road
(RES15)
Complete Streets and safety improvements between Appian Way
and Richmond city limits Pending
16 Manor Road (RES 16) Complete Streets and safety improvements between Hilltop Drive
and Appian Way Pending
17 Hilltop Drive (RES17) Complete Streets and safety improvements between La Paloma
Road and Manor Road Pending
Richmond/El Sobrante AOB Revenue Forecast
End of Year Cash
Balance
(in 1,000's of Dollars)
End of FY
22/23
Balance
FISCAL YEAR (F.Y.)
FY
23/24
FY
24/25
FY
25/26
FY
26/27
FY
27/28
FY
28/29
FY
29/30
FY
30/31
End of Year Balance $ 368 $ 393 $ 378 $ 305 $ 283 $ 308 $ 333 $ 358 $ 383
Projected Revenue
(in 1,000's of Dollars)
Revenue
Total
FISCAL YEAR (F.Y.)
FY
23/24
FY
24/25
FY
25/26
FY
26/27
FY
27/28
FY
28/29
FY
29/30
FY
30/31
Projected Revenue $ 200 $ 25 $ 25 $ 25 $ 25 $ 25 $ 25 $ 25 $ 25
Estimated Project
Expenditures
(in 1,000's of Dollars)
Expenditure
Total
FISCAL YEAR (F.Y.)
FY
23/24
FY
24/25
FY
25/26
FY
26/27
FY
27/28
FY
28/29
FY
29/30
FY
30/31
Total of ll
Projects $ 185 $ 0 $ 40 $ 98 $ 47 $ 0 $ 0 $ 0 $ 0
Appian Way at Fran
Way Pedestrian
Crosswalk
Improvements
$ 185 $ 0 $ 40 $ 98 $ 47 $ 0 $ 0 $ 0 $ 0
C-27
Capital Road Improvement and Preservation Program (CRIPP)
Report for 2024 through 2031.
South County Area of Benefit
Current Ordinance 96-27
Project List Schedule
Item Location Description Project
Status
1 Camino Tassajara Improve County portion to two lane rural highway standard Pending
2 Crow Canyon Road
Various safety and capacity improvements, including a truck
climbing lane
(* Crow Canyon Road Incorporated into the City of San Ramon)
N/A*
WALNUT CREEK
LAFAYETTE
MORAG 1
DANVILLE
SAN RAMON
C-28
Capital Road Improvement and Preservation Program (CRIPP)
Report for 2024 through 2031.
South County AOB Revenue Forecast
End of Year Cash
Balance
(in 1,000's of Dollars)
End of FY
22/23
Balance
FISCAL YEAR (F.Y.)
FY
23/24
FY
24/25
FY
25/26
FY
26/27
FY
27/28
FY
28/29
FY
29/30
FY
30/31
End of Year Balance $ 2,791 $ 2,941 $ 3,091 $ 3,241 $ 3,391 $ 3,541 $ 3,691 $ 3,841 $ 3,991
Projected Revenue
(in 1,000's of Dollars)
Revenue
Total
FISCAL YEAR (F.Y.)
FY
23/24
FY
24/25
FY
25/26
FY
26/27
FY
27/28
FY
28/29
FY
29/30
FY
30/31
Projected Revenue $ 1,200 $ 150 $ 150 $ 150 $ 150 $ 150 $ 150 $ 150 $ 150
C-29
Capital Road Improvement and Preservation Program (CRIPP)
Report for 2024 through 2031.
West County Area of Benefit
Current Ordinance 2023-22
Project List Schedule
Item Location Description Project
Status
1 Arlington Avenue, intersection with Rincon Road
and Kensington Road Intersection safety improvements Pending
2 Arlington Avenue, intersection with Westminster
Avenue Intersection safety improvements Pending
3 Arlington Avenue, intersection with Sunset Drive Intersection safety improvements Pending
4 Arlington Avenue, intersection with Coventry
Road Intersection safety improvements Pending
5 Arlington Avenue, intersection with Amherst
Avenue Intersection safety improvements Pending
6 Arlington Boulevard, intersection with Vine
Avenue and Highland Avenue Intersection safety improvements Pending
10
HERCULES
9 8
PINOLE
11 7
SAN
PABLO
12
EL CERRITO
6 RICHMOND
1 ORIND
3 4
2
5
C-30
Capital Road Improvement and Preservation Program (CRIPP)
Report for 2024 through 2031.
7 Pinole Valley Road, between Pinole city limits
and AOB boundary Safety improvements Pending
8 Tara Hills Drive, Between San Pablo Avenue and
Pinole City Limits
Pedestrian safety improvements and traffic
calming Pending
9 San Pablo Avenue, between Kay Road and
Pinole City Limits Bicycle improvements Pending
10 San Pablo Avenue, between Eire Drive and the
Pinole City Limits Striped pedestrian crossing with beacons Pending
11 Tara Hills Elementary School, Shannon
Elementary School, Pinole Middle School Striped pedestrian crossing with beacons Pending
12 San Pablo Dam Road, between the top of the
San Pablo Dam Reservoir and the AOB Boundary Safety improvements Pending
West County AOB Revenue Forecast
End of Year Cash
Balance
(in 1,000's of Dollars)
End of FY
22/23
Balance
FISCAL YEAR (F.Y.)
FY
23/24
FY
24/25
FY
25/26
FY
26/27
FY
27/28
FY
28/29
FY
29/30
FY
30/31
End of Year Balance $ 152 $ 162 $ 172 $ 182 $ 192 $ 202 $ 212 $ 222 $ 232
Projected Revenue
(in 1,000's of Dollars)
Revenue
Total
FISCAL YEAR (F.Y.)
FY
23/24
FY
24/25
FY
25/26
FY
26/27
FY
27/28
FY
28/29
FY
29/30
FY
30/31
Projected Revenue $ 70 $ 10 $ 10 $ 10 $ 10 $ 10 $ 10 $ 10 $ 10
C-31
Capital Road Improvement and Preservation Program (CRIPP)
Report for 2024 through 2031.
Capital Road Improvement and Preservation Program (CRIPP)
Report for 2024 through 2031.
D-1
Unfunded Project List
1.4th Street Complete Streets (ATP) -- Enhance crosswalks, calm traffic, and implement bike
pathway on 4th street. Supervisor District 5 -- Rodeo
2.6th Street Rodeo Sidewalk Project - Parker Avenue to Garretson (Traffic Section) -- This project
proposes to provide sidewalk along one side of 6th Street between Parker Avenue and
Garretson Avenue. Supervisor District 5 -- Rodeo
3.7th Ave Sidewalk - Market Ave to 1826 7th St (Unknown) -- This project proposes to construct
sidewalks to close gaps on both sides of the road. Supervisor District 1 -- Rodeo
4.7th Street Bicycle Improvements (ATP) -- This project proposes to construct buffered bike lanes
to provide bicycle facilities between Willow Ave and creek trail. Supervisor District 5 -- Rodeo
5.7th Street Complete Streets (ATP) -- This project proposes to construct sidewalks and bike lanes
on both sides of the road to provide pedestrian and bike facilities. Supervisor District 5 -- Rodeo
6.7th Street Sidewalk Project - Parker Avenue to Garretson (Traffic Section) -- This project
proposes to provide sidewalk along one side of 7th Street between Parker Avenue and
Garretson Avenue. Supervisor District 5 -- Rodeo
7.Alamo Area Pedestrian and Bicycle Improvements (PWD) -- This project proposes to construct
pedestrian and bicycle improvements in the Alamo area. Supervisor District 2 -- Alamo
8.Alhambra Street Sidewalk - 705 Alhambra Street to Bay Street (Unknown) -- This project
proposes to improve a very short segment of the existing non-standard sidwalk. Supervisor
District 5 --Unincorporated Martinez
9.Alhambra Valley Road Bicycle Improvements (ATP) -- This project will install safety measures
including bike lane striping, speed feedback signs, and edge lines. Supervisor District 5 1 --
Alhambra Valley
10.Alhambra Valley Road Realignment Near Wanda Way and Millthwait Drive (Martinez/Briones
AOB Update) -- This project proposes to realign the reversing curves of Alhambra Valley Road to
improve drivers' safety and sight distance. Supervisor District 5 -- Alhambra Valley
11.Alhambra Valley Road Safety Improvements (Various Locations) (PWD) -- This project proposes
to construct safety improvements along Alhambra Valley Road. Supervisor District 5 1 --
Alhambra Valley
12.Alves Lane Extension - Willow Pass Road to Pacifica Avenue (Bay Point AOB) -- This project is to
construct a new roadway extension and modify the existing traffic signal at Alves Lane and
Willow Pass Road. Supervisor District 5 -- Bay Point
13.Alves Lane/Medanos Avenue/Hill Street Intersection (Vision Zero - Tier II) -- Improve safety at
intersections along Alves Lane. Supervisor District 5 -- Bay Point
Capital Road Improvement and Preservation Program (CRIPP)
Report for 2024 through 2031.
D-2
14.Appian Way and Argyle Drive Intersection Improvements (Richmond/El Sobrante AOB) -- This
project proposes to construct signal improvements to improve the safety at the intersection of
Appian Way and Argyle Drive. Supervisor District 1 -- El Sobrante
15.Appian Way and Manor Road Intersection Improvements (Vision Zero - Tier II) -- This project
proposes to construct intersection improvements at the intersection of Appian Way and Manor
Road. Supervisor District 1 -- El Sobrante
16.Appian Way and Pebble Drive Intersection Improvements (Richmond/El Sobrante AOB) -- This
project proposes to construct signal improvements to improve safety at the intersection of
Appian Way and Pebble Drive. Supervisor District 1 -- El Sobrante
17.Appian Way and Santa Rita Road Intersection Improvements (Richmond/El Sobrante AOB/ATP) --
This project proposes to construct signal improvements to improve the safety at the
intersection of Appian Way and Santa Rita Road. Supervisor District 1 -- El Sobrante
18.Appian Way at Appian Village Drive Intersection Improvements (HSIP Cycle 11) -- This project
proposes to improve te safety at the intersection Supervisor District 1 -- El Sobrante
19.Appian Way at Fran Way Pedestrian Crossing Enhancements (HSIP Cycle 11) -- This projects
proposes to increase pedestrian safety at the intersection. Supervisor District 1 -- El Sobrante
20.Appian Way at Valley View Intersection Project (Vision Zero - Tier I/ATP) -- This project proposes
to construct complete street safety improvements at the intersection. Supervisor District 1 -- El
Sobrante
21.Appian Way Complete Streets Project - San Pablo Dam Road to Valley View Road (Richmond/El
Sobrante AOB/ATP) -- This ‘Complete Streets Project’ proposes to improve pedestrian and
bicycle safety along Appian Way from San Pablo Dam Road to Valley View Road. Supervisor
District 1 -- El Sobrante
22.Appian Way Complete Streets Project - Valley View Road to Pinole City Limits (Richmond/El
Sobrante AOB/ATP) -- This ‘Complete Streets Project’ proposes to improve pedestrian and
bicycle safety along Appian Way from Valley View Road to the Pinole city limit. Supervisor
District 1 -- El Sobrante
23.Appian Way Sidewalk - Sunhill Circle to 4877 Appian Way (Richmond/El Sobrante AOB/ATP) --
This project proposes to construct sidewalk between Sunhill Circle and 4877 Appian Way.
Supervisor District 1 -- El Sobrante
24.Arlington Avenue & Amherst Avenue Intersection Safety Improvements (West County AOB) --
This project proposes to construct safety improvements at the intersection. Supervisor District
1 -- Arlington
25.Arlington Avenue & Coventry Road Intersection Safety Improvements (West County AOB) -- This
project proposes to construct safety improvements at the intersection. Supervisor District 1 --
Arlington
Capital Road Improvement and Preservation Program (CRIPP)
Report for 2024 through 2031.
D-3
26.Arlington Avenue and Rincon Road/Kensington Park Road Intersection Safety Improvements
(West County AOB) -- This project proposes to construct safety improvements at the
intersection. Supervisor District 1 -- Arlington
27.Arlington Avenue and Sunset Drive Intersection Safety Improvements (West County AOB) -- This
project proposes to construct safety improvements at the intersection. Supervisor District 1 --
East Richmond Heights -- Arlington
28.Arlington Boulevard and McBryde Avenue Intersection Improvements (ATP) -- Stripe crosswalks,
close slip lane, study for three-way stop. Supervisor District 1 -- East Richmond Heights
29.Arlington Boulevard and Vine Avenue/Highland Avenue Intersection Safety Improvements (West
County AOB) -- This project proposes to construct safety improvements at the intersection.
Supervisor District 1 -- East Richmond Heights
30.Arlington Boulevard Bicycle Improvements - Amherst Avenue to Highland Boulevard (ATP) --
Install traffic calming and shared lane markings. Supervisor District 1 -- Arlington
31.Arlington Boulevard Bicycle Improvements - McBryde Avenue to Aqua Vista Road (ATP) -- Install
traffic calming and shared lane markings. Supervisor District 1 -- East Richmond Heights
32.Ayers Road and Concord Boulevard Intersection Improvements (Central County AOB) -- This
project proposes to add a southbound right-turn lane and sidewalk at the intersection of Ayers
Road and Concord Boulevard. Supervisor District 4 -- Concord(unincorporated)
33.Ayers Road and Laurel Avenue Intersection Improvements (Central County AOB) -- This project
proposes to widen the approaches to the intersection at Ayers Road and Laurel Drive and to
install new curb, gutter, sidewalk, and traffic signal. Improvements require coordination with
the City of Concord. Supervisor District 4 -- Concord(unincorporated)
34.Bailey Road and Maylard Street Intersection Improvements (ATP) -- This project is to improve
safety at the intersection at Bailey Road and Maylard Street by adding pedestrian
improvements. Supervisor District 4 -- Bay Point
35.Bailey Road and Myrtle Drive Intersection Improvements (Central County AOB) -- This project is
to improve safety at the intersection at Bailey Road and Myrtle Drive by widening Bailey Road
for a new through-lane and westbound left turn pocket. Supervisor District 4 -- Bay Point
36.Bailey Road Bicycle and Pedestrian Improvements -- Canal Road to BART (PWD) -- This project is
to construct bicycle and pedestrian improvements along the Bailey corridor to service the Bay
Point BART station. Supervisor District 4 -- Bay Point
37.Bailey Road Improvements - Concord city limits to Willow Avenue (Vision Zero - Tier II) -- This
project is to construct safety improvements on Bailey Road from the Concord city limits to
Willow Avenue. Supervisor District 4 -- Bay Point
38.Bailey Road Overlay Project -- SR4 to Keller Canyon Landfill Entrance (Developer Fee) -- This
project is to overlay Bailey Road. Supervisor District 5 -- Bay Point
Capital Road Improvement and Preservation Program (CRIPP)
Report for 2024 through 2031.
D-4
39.Bailey Road Shoulder Improvements (Central County AOB) -- This project is to provide bicycle
improvements by constructing a shoulder. Supervisor District 5 & 4 -- Bay Point
40.Balfour Road and Byron Highway Intersection Improvements (East County Regional AOB) -- This
project proposes to install a traffic signal and exclusive left-turn lanes at the intersection of
Balfour Road and Byron Highway. Left turn lanes will be installed with Balfour Road Shoulder
widening (see also Balfour Road Shoulder Widening - Sellers Supervisor District 3 -- East County
(unincorporated)
41.Balfour Road Bicycle Improvements (ATP) -- Install Class IV bike lanes along Balfour Rd Supervisor
District 3 -- East County (unincorporated)
42.Balfour Road Bicycle Improvements - Sellers Avenue to Bixler Road (ATP) -- Upgrade to buffered
Class II bike lanes where possible. Supervisor District 3 -- East County (unincorporated)
43.Balfour Road Shoulder Widening - Deer Valley Road to Brentwood City Limits (ECCRFFA) -- This
project proposes to widen about 1.2 miles of Balfour Road between Deer Valley Road and
Brentwood City Limits. Supervisor District 3 -- East County (unincorporated)
44.Bay Point Bicycle and Pedestrian Improvements (CTPL) -- This project proposes to improve
bicycle and pedestrian safety in Bay Point area. Supervisor District 5 -- Bay Point
45.Bay Trail Gap Closure (Various Locations) (Study) -- This project proposes to assist and close gaps
in the Bay Trail. Supervisor District 5 -- Crockett
46.Bay Trail/CSSLT Trail Improvements - Carquinez Scenic Drive to County boundary (ATP) -- This
project proposes to construct a Class I path. Supervisor District 5 -- Crockett
47.Bay Trail/CSSLT Trail Improvements - I-80 to Carquinez Scenic Drive (ATP) -- This project proposes
to construct a Class I path. Supervisor District 5 -- Crockett
48.Bear Creek Road and Happy Valley Road Intersection Improvements (Central County AOB) --
This project proposes to install an all-way stop at the T-intersection of Happy Valley Road and
Bear Creek Road. Supervisor District 2 1 -- Briones
49.Bear Creek Road Bicycle Improvements (ATP and Vision Zero Tier II) -- This project will improve
safety by striping Class II and Class III bicycle lanes, installing road signage and speedfeedback
signs, and repairing pavement. Supervisor District 5 1 -- Briones
50.Bear Creek Road Improvements - Camino Pablo to Alhambra Valley Road (Vision Zero - Tier II) --
Supervisor District -- Briones
51.Bear Creek Road Safety Improvements (CTPL) -- This project proposes to construct safety
improvements along Bear Creek Road between Alhambra Valley Road and the City of Orinda.
Supervisor District 5 1 -- Briones
52.Bella Vista Avenue Complete Streets (ATP) -- The project proposes to construct bike and
pedestrian complete streets type facilities along Bella Vista Avenue between Willow Pass Road
to Delta de Anza Trail. Supervisor District 5 -- Martinez(unincorporated)
Capital Road Improvement and Preservation Program (CRIPP)
Report for 2024 through 2031.
D-5
53.Bella Vista Infrastructure Improvements (Study) -- This project is to construct capital
improvements in accordance with the Bella Vista Infrastructure Study. Supervisor District 5 --
Bay Point
54.Bethel Island Road Bicycle and Pedestrian Improvements -- Taylor Road to Sandmound Blvd
(Bethel Island AOB) -- This project proposes to add bicycle and pedestrian improvements along
Bethel Island Road between Sandmound Boulevard and Taylor Road. Supervisor District 3 --
Bethel Island
55.Bethel Island Road Complete Streets (ATP) -- Consider road diet and install Class II or Class IV
bike lanes. Close sidewalk gaps and enhance pedestrian crossings. Supervisor District 3 -- Bethel
Island
56.Bixler Road Bicycle Improvements - Orwood Road to Highway 4 (ATP) -- This project will upgrade
existing bike lanes to Class II buffered lanes, pave shoulders, and strip bike lanes where missing.
Supervisor District 3 -- Discovery Bay
57.Bixler Road Widening and Bicycle Improvements, between SR4 and Byer Road (Discovery Bay
AOB) -- This project proposes to widen Bixler Road to include shoulders and bike lane from State
Route 4 south to Byer Road. Supervisor District 3 -- East County (unincorporated)
58.Blum Road Bicycle Improvements (ATP) -- This project is to improve bicycle safety by striping and
installing high visibility crosswalks. Supervisor District 5 -- Martinez(unincorporated)
59.Boulevard Way Bicycle and Pedestrian Project (PWD) -- This project is to construct bicycle and
pedestrian improvements along Boulevard Way. Supervisor District 2 -- Saranap
60.Boulevard Way Bridge Repair at Las Trampas Creek (CTPL) -- This project is to repair degraded
creek invert and armor the banks. Supervisor District 2 -- Saranap
61.Boulevard Way Complete Streets - County Line to Garden Court (ATP) -- This project proposes to
implement a road diet including bufferred bike lanes, and upgrade pedestrian crossings.
Supervisor District 2 -- Saranap
62.Boulevard Way Complete Streets - Garden Court to Olympic Boulevard (ATP) -- This project
proposes to construct traffic calming, close sidewalk gaps, and mark shared lane. Supervisor
District 2 -- Saranap
63.Boulevard Way Sidewalk Project (Central County AOB) -- This project is to construct pedestrian
improvements along Boulevard Way. 2021 Central County AOB project description is to
construct SW on the east side of the road Supervisor District 2 -- Saranap
64.Brentwood Boulevard Trail Improvements - UP Tracks (ATP) -- This project is to construct Class I
bike paths along the UP tracks on Brentwood Boulevard. Supervisor District 3 -- East County
(unincorporated)
65.Brookside Drive Complete Streets Project -- Central Street to BNSF Railroad (North Richmond
AOB/ATP) -- This project proposes to widen Brookside Drive from Central Street to the Union
Capital Road Improvement and Preservation Program (CRIPP)
Report for 2024 through 2031.
D-6
Pacific Railroad and provide complete street improvements. Supervisor District 1 -- North
Richmond
66.Bryon Highway Extension: Delta Road to north of Rock Slough (CTPL) -- Extend Byron Highway
northward, from its current northern terminus at Delta Road, to the City of Oakley boundary at
the north end of Rock Slough. Project requires construction of a bridge over Rock Slough.
Supervisor District 3 -- East County (unincorporated)
67.Bryon Highway Safety Improvements (ECCRFFA) -- This project proposes to improve safety to
Byron Highway by improving intersections and by adding shoulder to the road. Supervisor
District 3 -- East County (unincorporated)
68.Buchanan Field Path Project (ATP) -- This project is to construct a path through the Buchanan
Fields Golf Course. Supervisor District 4 -- Concord(unincorporated)
69.Buskirk Avenue Improvements - Treat Blvd to Pleasant Hill City Limits (Central County AOB) --
This project proposes to widen the roadway along Buskirk Avenue from Treat Boulevard to the
Pleasant Hill City limit to improve the roadway's vehicular capacity. Supervisor District 4 --
Walnut Creek (unincorporated)
70.Byer Road Widening and Bicycle Improvements (Discovery Bay AOB) -- This project proposes to
widen Byer Road to include shoulder and bike lane from Byron Highway east to Bixler Road.
Supervisor District 3 -- East County (unincorporated)
71.Byron Highway and Point of Timber Intersection Improvements (East County Regional AOB) --
This project is to improve the intersection by adding a signal. Supervisor District 3 -- East
County
(unincorporated)
72.Byron Highway Bicycle Improvements (ATP) -- This project is to improve the safety on Byron
Highway. Supervisor District 3 -- East County (unincorporated)
73.Byron Highway from Clifton Court Road to the California Aqueduct crossing Roadway
Improvements (Vision Zero - Tier 1) -- This project is to improve vehivle safety on Byron
Highway. Supervisor District 3 -- East County (unincorporated)
74.Byron Highway Safety Improvements (Various Locations) (CTPL) -- This project proposes to
construct safety improvements at various locations along Byron Highway to include shoulder
widening, drainage improvements, and intersection improvements. Supervisor District 3 -- East
County (unincorporated)
75.Byron Highway Safety Improvements - Clifton Court Road to Bruns Road (HSIP Cycle 11) -- This
project constructs safety improvements on Byron Highway Supervisor District 3 -- East County
(unincorporated)
76.Byron Highway Widening - Camino Diablo to the Alameda County Line (East County Regional
AOB) -- This project proposes to widen 5 miles of roadway shoulders on Byron Highway from
Camino Diablo to the Alameda County Line. Supervisor District 3 -- East County
(unincorporated)
Capital Road Improvement and Preservation Program (CRIPP)
Report for 2024 through 2031.
D-7
77.Byron Highway Widening - Chestnut Street to SR 4 (East County Regional AOB) -- This project
proposes to widen shoulders for 1.6 miles of Byron Highway from Chestnut S treet to State
Route
4.Supervisor District 3 -- East County (unincorporated)
78.Byron Highway Widening - Delta Road to Chestnut Street (East County Regional AOB) -- This
project proposes to widen shoulders for 2.5 miles of Byron Highway from Delta Road to
Chestnut Street. Supervisor District 3 -- East County (unincorporated)
79.Byron Highway Widening - SR 4 to Camino Diablo (East County Regional AOB) -- This project
proposes to widen shoulders along Byron Highway from S tate Route 4 south to Camino Diablo.
Supervisor District 3 -- East County (unincorporated)
80.Camino Diablo Bicycle Improvements (ATP) -- This project will construct Class II/shoulder bike
lanes along Camino Diablo. Supervisor District 3 -- Byron
81.Camino Diablo Safety Improvements (HSIP Cycle 11) -- This project proposes to construct safety
improvements on Camino Diablo. Supervisor District 3 -- East County (unincorporated)
82.Camino Diablo Widening - Vasco Road to Byron Highway (East County Regional AOB) -- This
project proposes to widen the road to county standard including shoulders on Camino Diablo
from Vasco Road east to Byron Highway. Supervisor District 3 -- East County (unincorporated)
83.Camino Tassajara - Finley Drive to Windemere Parkway Street Lighting (HSIP Cycle 11/ Vision
Zero - Tier 1) -- This project installs street lighting on Camino Tassajara Supervisor District 2 --
Tassajara Valley
84.Camino Tassajara Safety Improvements (Various Locations) (CTPL) -- This project proposes to
construct various roadway and intersection improvements along Camino Tassajara to include
shoulder widening and drainage improvements. Supervisor District 2 -- Tassajara Valley
85.Camino Tassajara Street Lighting Improvements - Finley Road to Windemere Parkway (HSIP Cycle
11)-- This project installs street lighting on Camino Tassajara. Supervisor District 2 -- Tassajara
Valley
86.Canal Road Bicycle Improvements (ATP) -- This project proposes constructing new bike lanes
(Class IIB). Supervisor District 5 -- Bay Point
87.Canal Road Improvements - Bailey Road to Loftus Road (Vision Zero - Tier II) -- This project
proposes constructing new bike lanes (Class IIB). Supervisor District 5 -- Bay Point
88.Canal Road Sidewalk Project (CTPL) -- This project proposes to construct sidewalk along a
segment of Canal Road between Chadwick Lane and 420 feet south of Winterbrook drive.
Supervisor District 5 -- Bay Point
89.Carolos Drive Sidewalk - Pacheco Blvd to Temple Dr (CTPL) -- Supervisor District 1 -- Pacheco
90.Castro Ranch Road Pedestrian Safety Improvements -- San Pablo Dam Road to Hillside Drive
(Richmond-El Sobrante AOB) -- This project proposes to install complete streets improvements
and safety improvements. Supervisor District 1 -- El Sobrante
Capital Road Improvement and Preservation Program (CRIPP)
Report for 2024 through 2031.
D-8
91.Center Avenue Complete Streets - Blackwood Drive to Contra Costa Canal (ATP) -- This project
proposes to close sidewalk gaps, widen existing sidewalks, upgrade pedestrian crossings, and
construct Class IV separated bikeway. Supervisor District 5 -- Pacheco
92.Center Avenue Complete Streets - Marsh Drive to Pacheco Boulevard (ATP) -- This project
proposes to install Class II bike lanes and close sidewalk gaps, and provide improved lighting in
freeway overpass for pedestrian comfort. Supervisor District 5 -- Pacheco
93.Center Avenue Complete Streets - Pacheco Boulevard to Blackwood Drive (ATP) -- The purpose
of this project is to improve this section of Pacheco Boulevard with complete streets type
improvements including widening the Grayson Creek bridge and installing buffered bike lanes.
Supervisor District 5 -- Pacheco
94.Center Avenue Complete Streets Improvements (Pacheco AOB) -- This project is to construct bike
lanes, widen the roadway by reducing the existing sidewalk, and construct new sidewalk to
provide a continuous path of travel along Center Avenue. Supervisor District 5 -- Pacheco
95.Center Avenue Widening (Pacheco AOB) -- This project is to construction intersection
modifications at Pacheco Boulevard and Center Avenue and westerly along Center Avenue.
Supervisor District 5 -- Pacheco
96.Central Street Complete Street - Brookside Drive and Pittsburg Avenue (North Richmond AOB) --
This project is to construct complete streets improvements along Central Avenue between
Brookside Drive and Pittsburg Avenue. Supervisor District 1 -- North Richmond
97.Central Street Sidewalk Gap Closure (ATP) -- This project is to construct sidewalk improvements
along Central Avenue between Brookside Drive and Pittsburg Avenue. Supervisor District 1 --
North Richmond
98.Chesley Avenue Complete Streets (ATP) -- This project will construct complete street
improvements on Chesley Avenue. Supervisor District 1 -- North Richmond
99.Chestnut Street Widening - Sellers Avenue to Byron Highway (East County AOB) -- This project
proposes to widen shoulders along Chestnut Street from Sellers Avenue east to Byron Highway.
Supervisor District 3 -- East County (unincorporated)
100.Clifton Court Road Bridge Repair (Bridge No. 28C0403) (Bridge Inspection) -- This project
proposes to repair and maintain the bridge on Clifton Court Road. Supervisor District 3 --
Discovery Bay
101.Clipper Drive Traffic Calming Measures (Discovery Bay AOB) -- This project proposes to construct
traffic-calming measures along Clipper Drive from Newport Drive east to Discovery Bay
Boulevard. Supervisor District 3 -- Discovery Bay
102.Clyde Extensions -- Essex Street and Middlesex Street to Port Chicago Highway (CTPL) -- This
project proposes to extend both Essex Street and Middlesex Street one block westward to Port
Chicago Highway. Supervisor District 5 -- Clyde
Capital Road Improvement and Preservation Program (CRIPP)
Report for 2024 through 2031.
D-9
103.Colusa Avenue Complete Streets Project (CTPL) -- This ‘Complete Streets Project’ proposes to
improve pedestrian and bicycle safety along a 0.5 mil e stretch of Colusa Avenue. Supervisor
District 1 -- Walnut Creek (unincorporated)
104.Concord Avenue Bicycle Improvements - I-680 off-ramp to Iron Horse Trail (Pacheco AOB) -- This
project is to construct a 10’ wide Class 1 shared use path on the south side of Concord Avenue
from Contra Costa Boulevard to the Iron Horse Trail. Supervisor District 4 --
Concord(unincorporated)
105.Concord Avenue Complete Streets (ATP) -- This project is to study road diet along Concord
Avenue in coordination with the City of Concord. Consider protected bike lanes, protected
intersections, and removal of slop lanes, as well as realignment of crosswalks to provide shorter
crossing distance Supervisor District -- Concord (unincorporated)
106.Concord Avenue Improvements (Vision Zero - Tier I) -- This project will install speed feedback
signs and extend the left turn lane on Concord Avenue Supervisor District 4 --
Concord(unincorporated)
107.Concord Avenue Improvements Project (Pacheco AOB) -- This project is to construct safety
roadway improvement to support Complete Streets along Concord Avenue. Supervisor District
4 -- Concord(unincorporated)
108.Contra Costa Canal Trail Improvements (ATP) -- This project proposes to onstruct new Class I
trail along canal to connect with existing trail. Supervisor District 5 -- Bay Point
109.Countywide Safe Routes to Schools Program (County) (CTPL) -- This is a program to study Safe
Routes to Schools in the County. Supervisor District Countywide
110.Countywide Surface Treatments (PWD) -- This is a program to maintain streets with a surface
treatment throughout the County. Supervisor District Countywide
111.Countywide Traffic Betterment -- New Sign and Striping Program (CTPL) -- This is a program to
maintain signing and striping. Supervisor District Countywide
112.Countywide Traffic Calming (PWD) -- This program is to install traffic-calming elements.
Supervisor District Countywide
113.Countywide Traffic Program (CTPL) -- This program provides for safety and efficient movement
of vehicular and pedestrian traffic while preserving neighborhood character and minimizing
disruption to the residents. This includes Safety Investigation, Traffic Operation, Traffic Data &
Records, Supervisor District Countywide
114.Crest Ave Sidewalk - Danville Blvd to Tice Valley Blvd (CTPL) -- Supervisor District 3 -- Alamo
115.Crockett Boulevard and Pomona Street Intersection Improvements (ATP) -- This project will
construct ADA-compliant curb ramps, upgrade crosswalk striping, and stripe bicycle lanes at the
intersection of Crockett Boulevard and Pomona Street. Supervisor District 5 -- Crockett
Capital Road Improvement and Preservation Program (CRIPP)
Report for 2024 through 2031.
D-10
116.Crockett Boulevard Bicycle Improvements (ATP) -- This project will stripe bicycle lanes along
Crockett Boulevard as either Class IIB or Class IV. Supervisor District 5 -- Crockett
117.Crockett Boulevard Trail Improvements (ATP) -- This project will construct a Class I path to
connect residents and school students between Pomona Street and Crockett Ranch Trailhead.
Supervisor District 5 -- Crockett
118.Crockett Downtown Upgrade Project (Staff) -- This project will upgrade the pedestrian facilities
in the Downtown Crockett Area. Supervisor District 5 -- Crockett
119.Cummings Skyway -- Widen Interchange at I-80 (CTPL) -- This project is to improve the
Cummings Skyway interchange at I-80 to provide bicycle lanes and turn pockets. Supervisor
District 5 -- Crockett
120.Cummings Skyway Bicycle Improvements (ATP) -- This project is to improve bicycle safety on
Cummings Skyway. Supervisor District 5 -- Crockett
121.Cummings Skyway Truck Lane Extension (CTPL) -- This project is to extend the existing
eastbound truck climbing lane on Cummings Skyway. Supervisor District 5 -- Crockett
122.Danville Blvd and Hemme Avenue Intersection Improvements (Alamo AOB) -- This project is to
extend the existing northbound left turn lane on Danville Boulevard at the intersection of
Danville Boulevard and Hemme Ave. This is also located near Rancho Romero Elementary
School. Supervisor District 2 -- Alamo
123.Danville Boulevard at Hemme Avenue Intersection Safety Improvements (Alamo AOB) -- This
project is to construct safety improvements at the intersection. Supervisor District 2 -- Alamo
124.Danville Boulevard Complete Streets - El Portal Drive to Rudgear Road (ATP) -- This project will
implement a complete street by constructing sidewalk gap closures, buffered bike l anes and
intersection improvements along Danville Boulevard. Supervisor District 2 -- Alamo
125.Danville Boulevard Improvements (Alamo AOB) -- This project will construct bicycle and
pedestrian improvements along Danville Boulevard. Supervisor District 2 -- Alamo
126.Deer Valley Road Bicycle Improvements (ATP) -- This project is to improve bicycle safety on Deer
Valley Road. Supervisor District 3 -- East County (unincorporated)
127.Deer Valley Road Improvements - Marsh Creek Road to Balfour Road (Vision Zero - Tier II) -- This
project is to improve safety of all users on Deer Valley Road. Supervisor District 3 -- East County
(unincorporated)
128.Deer Valley Road Rumble Strips and Balfour Road Intersection (HSIP - Cycle 9) -- This project is
to install rumble strips on Deer Valley Road and install lighting at the interesction of Deer Valley
Road and Balfour Road Supervisor District 3 -- East County (unincorporated)
129.Deer Valley Road Rumble Strips and Balfour Road Intersection Lighting (HSIP - Cycle 9) -- This
project is to install rumble strips on Deer Valley Road and install lighting at the intersection of
Deer Valley Road and Balfour Road. Supervisor District 3 -- East County (unincorporated)
Capital Road Improvement and Preservation Program (CRIPP)
Report for 2024 through 2031.
D-11
130.Deer Valley Road Safety Improvements (Various Locations) (HSIP Cycle 11) -- This project
proposes to construct safety improvements along Deer Valley Road at various locations.
Supervisor District 3 -- East County (unincorporated)
131.Deer Valley Road Widening Project (ECCRFFA) -- This project proposes to widen Deer Valley
Road Supervisor District 3 -- East County (unincorporated)
132.Del Monte Drive Bridge Replacement (Bridge No. 28C0207) (PWD) -- This project is to replace
the bridge. Supervisor District 1 -- Tara Hills
133.Delta de Anza Trail at Canal and Mims Road Intersection Improvements (ATP) -- This project is to
construct safety improvements around the Delta de Anza trail. Supervisor District 5 -- Bay Point
134.Delta De Anza Trail Crossing Project (PWD) -- This project improves the remaining intersection
crossings of the Delta De Anza Trail between Port Chicago Highway and Bailey Road. Supervisor
District 5 -- Bay Point
135.Delta De Anza Trail Gap Closure (Various Locations) (PWD) -- This project is to provide gap
closures to the Delta De Anza Trail. Supervisor District 5 -- Bay Point
136.Delta De Anza Trail Improvements at Port Chicago Highway and Willow Pass Road () --
Supervisor District 5 -- Bay Point
137.Delta Road Sidewalk - Knightsen Ave to Knightsen Elementary School (PWD) -- This project is to
increase pedestrian safety near Knightsen Elementary School Supervisor District 3 -- East
County (unincorporated)
138.Delta Road Widening - Byron Highway to Holland Tract Road (East County Regional AOB) -- This
project proposes to widen shoulders for about 1.7 miles of Delta Road from Byron Highway to
Holland Tract Road. Supervisor District 3 -- East County (unincorporated)
139.Delta Road Widening - Sellers Avenue to Byron Highway (East County Regional AOB) -- This
project proposes to widen shoulders for about 2.0 miles of Delta Road from Sellers Avenue to
Byron Highway. Supervisor District 3 -- East County (unincorporated)
140.Dewing Lane Pedestrian Bridge (Central County AOB) -- Dewing Lane Pedestrian Bridge (Central
County AOB) – This project is to construct a pedestrian bridge over Las Trampas Creek in the
vicinity of Dewing Lane. Supervisor District 2 -- Walnut Creek (unincorporated)
141.Dewing Lane Pedestrian Bridge over Las Trampas Creek (Central County AOB) -- This project is to
construct a pedestrian bridge over Las Trampas Creek in the vicinity of Dewing Lane
(unincorporated Walnut Creek). Supervisor District 2 -- Walnut Creek (unincorporated)
142.Diablo Road Bicycle Improvements (ATP) -- Install Class II bike lanes to close gap. Supervisor
District 3 -- Diablo
143.Diablo Road Widening -- Avenida Nueva to Blackhawk Road (Proposed South County AOB) --
Widen approximately 925 feet of Diablo Road to two-lane rural road standard. Supervisor
District 2 -- Danville (unincorporated)
Capital Road Improvement and Preservation Program (CRIPP)
Report for 2024 through 2031.
D-12
144.Discovery Bay Boulevard and Clipper Drive Intersection Improvements (Discovery Bay AOB) --
This project proposes to modify intersection traffic control to improve level of service at the
intersection of Discovery Bay Boulevard and Clipper Drive. Supervisor District 3 -- East County
(unincorporated)
145.Dolan Way Pedestrian Improvements Project (Unknown) -- Dolan Way Pedestrian Improvements
Project -Construct curb ramps and other pedestrian infrastrucure on Dolan Way from Shamrock
Drive to Flannery Road Supervisor District 1 -- El Sobrante
146.Dougherty Road Widening -- Red Willow Road to Alameda County Limit (Unknown) -- Dougherty
Road Widening -- Red Willow Road to Alameda County Limit - This project is to widen Dougherty
Road from 2 to 6 lanes. Supervisor District 3 -- San Ramon (unincorporated)
147.Driftwood Dive Pedestrian and Bicycle Safety Improvements -- Port Chicago Highway to Pacifica
Avenue (Unknown) -- Driftwood Drive Improvements – Port Chicago Highway to Pacifica Avenue
(Bay Point AOB) – This project proposes to construct six-foot shoulders and six-and-a-half wide
sidewalks on both sides of Driftwood Drive. Supervisor District 5 -- Bay Point
148.Driftwood Drive Improvements - Port Chicago Highway to Pacifica Avenue (AOB) -- Driftwood
Drive Improvements - Port Chicago Highway to Pacifica Avenue (Bay Point AOB) – This project is
to construct six foot shoulders and six and a half wide sidewalks on both sides of Driftwood
Drive. Supervisor District 5 -- Bay Point
149.Driftwood Drive Pedestrian and Bicycle Safety Improvements - Port Chicago Highway to Pacifica
Avenue (Bay Point AOB) -- This project proposes to construct six-foot shoulders and six-and-a-
half-foot wide sidewalks on both sides of Driftwood Drive. Supervisor District 5 -- Bay Point
150.East Cypress Road Bicycle Improvements (ATP) -- This project proposes to repave and stripe
class II bike lanes, buffered where there is space. Supervisor District 3 -- Bethel Island
151.Eden Plains Road Widening -- Sunset Road to Marshall Court (CTPL) -- This project proposes to
widen Eden Plains Road to two-lane arterial standard design, with two 12-foot lanes and paved
shoulders on both sides of the street. Supervisor District 3 -- East County (unincorporated)
152.El Portal Drive Improvements -- I-80 to San Pablo Dam Road (Richmond-El Sobrante AOB) -- This
project proposes to provide uniformity between the existing roadway and the segment of City
of Richmond. Supervisor District 1 -- El Sobrante
153.El Portal Drive Widening - San Pablo City Limits to San Pablo Dam Road (CTPL) -- El Portal Drive
Widening San Pablo City Limits to San Pablo Dam Road –This project proposes to widen El Portal
Drive from San Pablo City Limit to San Pablo Dam Road. Supervisor District 1 -- El Sobrante
154.El Sobrante Village Center Drive (CTPL) -- Supervisor District 1 – El Sobrante
155.Evora Road & Willow Pass Road Intersection Improvements (CTPL) -- Evora Road & Willow Pass
Road Intersection Improvements – This project proposes intersection improvements including
signal modifications and the addition of second left turn lanes at westbound Evora Road and
northbound Willow Pass Road, and a right turn -- Supervisor District 5 -- Bay Point
Capital Road Improvement and Preservation Program (CRIPP)
Report for 2024 through 2031.
D-13
156.Evora Road Extension -- Current western terminus of Evora Road to Port Chicago Highway (Evora
Road Extension Traffic Study) -- This project proposes to extend Evora Road westward to Port
Chicago Highway in Concord. Supervisor District 5 -- Concord(unincorporated)
157.Evora Road Widening -- Willow Pass Road (Bay Point) to Willow Pass Road (Concord) (ECCRFFA) --
This project proposes widening of Evora Road to 4 lanes. Supervisor District 5 -- Bay Point
158.Fish Ranch Road Safety Improvements - SR 24 to Grizzly Peak Road (Central County AOB) -- This
project is to enhance vehicle and bicycle safety by widening Fish Ranch Road to provide roadway
shoulders between Grizzly Peak Road to State Route 24. Supervisor District 2 -- Central County
(unincorporated)
159.Franklin Canyon Road Trail Project (ATP) -- Study feasabilty of a Class 1 bike path. Supervisor
District 5 -- Briones
160.Franklin Canyon Undercrossing -- Sobrante Ridge to Carquinez Strait Trail (CTPL) -- This project
proposes to construct a Franklin Canyon undercrossing to facilitate regional trail access.
Supervisor District 5 -- Rodeo
161.Fred Jackson Way and Chesley Avenue Traffic Calming () -- Chesley Avenue Traffic Calming (North
Richmond AOB) - This project aims to reduce truck traffic and slow speeds on Chesley Avenue
between Fred Jackson Way and the AOB Boundary Supervisor District 1 -- North Richmond
162.Fred Jackson Way Complete Streets - Parr Boulevard to Wildcat Creek Trail (ATP) -- Construct
streetscape improvements to include new/wider sidewalks, street trees, bike lanes, pedestrian
path Supervisor District 1 -- North Richmond
163.Fred Jackson Way Complete Streets Project - Between Chesley and Parr Boulevard (North
Richmond AOB) -- This project is to install pedestrian and bicycle improvements along Fred
Jackson Way between Chesley Avenue and Parr Boulevard. This project is to meet the County’s
Complete Street Policy. Supervisor District 1 -- North Richmond
164.Fred Jackson Way Complete Streets Project -- Intersection with Chesley Avenue (North Richmond
AOB) -- This project proposes to install traffic calming improvements at the intersection of Fred
Jackson Way and Chesley Avenue. This project is intended to meet the County's Complete Street
Policy. Supervisor District 1 -- North Richmond
165.Fred Jackson Way Complete Streets Project – Intersection with Chesley Avenue () -- Fred Jackson
Way Complete Streets Project - Intersection with Chesley Avenue (North Richmond AOB) - This
project proposes to install traffic calming improvements at the intersection of Fred Jackson Way
and Chesley Avenue. Supervisor District 1 – North Richmond
166.Fred Jackson Way Improvements (North Richmond AOB) -- This project is to install pedestrian
and bicycle improvements along Fred Jackson Way between Chesley and Parr Boulevard. This
project is to meet the County’s Complete Street Policy. Supervisor District 1 -- North Richmond
167.Fred Jackson Way Improvements - Grove Avenue to Brookside Drive (CTPL) -- Supervisor District
1 -- North Richmond
Capital Road Improvement and Preservation Program (CRIPP)
Report for 2024 through 2031.
D-14
168.Fred Jackson Way/Goodrick Avenue Realignment (CTPL) -- This project proposes to realign these
streets to form one intersection instead of two offset intersections. Supervisor District 1 --
North Richmond
169.Garretson Avenue Bicycle and Pedestrian Improvements (ATP) -- This project proposes to study
school access. Potential to convert parking to angled on one side only with a shared use path.
Supervisor District 5 -- Rodeo
170.Garretson Avenue Complete Streets (ATP) -- This project proposes to construct bicycle boulevard
with robust traffic calming for pedestrian comfort. Supervisor District 5 -- Rodeo
171.Gateway Road Bicyle and Pedestrian Improvements -- Bethel Island Road to Piper Road (Bethel
Island AOB) -- Project work includes widening Gateway Road to County standards and provide
bicycle and pedestrian improvements. Travel lanes will be widened from 10 feet to 12 feet, and
8-foot shoulders will be constructed along both sides of the roadway. Supervisor District 3 --
Bethel Island
172.Gateway Road Trail Project (ATP) -- Construct Class I shared use path on north side. Supervisor
District 3 -- Bethel Island
173.Gateway Road Widening - Bethel Island Road to Piper Road (AOB) -- Gateway Road Widening -
Bethel Island Road to Piper Road (Bethel Island AOB) – This project proposes to widen travel
lanes and provide walkable shoulders for about 1.0 mile of Gateway Road from Bethel Island
Road to Piper Road. Supervisor District 3 -- East County (unincorporated)
174.Gateway Road Widening - Piper Road to Stone Road (CTPL) -- This project proposes to widen
travel lanes and provide walkable shoulders along Gateway Road. Supervisor District 3 -- Bethel
Island
175.Gateway Road Widening -- Piper Road to Riverview Drive () -- Gateway Road Widening - Piper
Road to Stone Road (CTPL) – This project proposes to widen travel lanes and provide walkable
shoulders along Gateway Road. Supervisor District 3 -- Bethel Island
176.Giaramita Street Complete Streets (ATP) -- This project proposes to construct bicycle boulevard
with robust traffic calming for pedestrian comfort. Supervisor District 1 -- North Richmond
177.Gloria Terrace Sidewalk Project -- Taylor Boulevard to Reliez Valley Road (CTPL) -- This project
proposes to provide a sidewalk or walkable shoulders on Gloria Terrace. Supervisor District 2 --
Lafayette(unincorporated)
178.Goodrick Avenue Safety Improvements -- Parr Boulevard to AOB Boundary (550' South of
Richmond Parkway) (North Richmond AOB) -- This project would enhance vehicle, bicycle, and
pedestrian safety by providing bike lanes and sidewalks along Goodrick Avenue. Supervisor
District 1 -- North Richmond
179.Grayson Creek Trail Project (ATP) -- This project proposes to pave existing path and coordinate
with Concord to connect trail corridor. Supervisor District 4 -- Pacheco
Capital Road Improvement and Preservation Program (CRIPP)
Report for 2024 through 2031.
D-15
180.Great Delta Trail Project (ATP) -- This project proposes to add Great Delta Trail alignment to map.
Supervisor District 5 -- Bay Point
181.Guardrail Upgrades Phase II (HSIP Cycle 11) -- This project upgrades County guardrails to Caltrans
standard guardrails and end treatments. Supervisor District Countywide
182.Hanion Way Complete Streets (ATP) -- This project proposes to construct bicycle boulevard with
robust traffic calming for pedestrian comfort. Supervisor District 5 -- Bay Point
183.Hemme Avenue Complete Streets (ATP) -- Complete sidewalks, add speed humps and shared
lane markings, enhance crosswalks and Iron Horse crossing. Supervisor District 2 -- Alamo
184.Hemme Avenue Sidewalk Improvements (Alamo AOB) -- This project proposes to extend the
existing sidewalk on the north side of Hemme Avenue from Barbee Lane to La Sonoma Way, just
west of Rancho Romero Elementary School. Supervisor District 2 -- Alamo
185.Hemme Avenue Sidewalk Improvements between La Sonoma Way to Barbee Lane (Alamo AOB) -
-Hemme Avenue Sidewalk (NEW)(Alamo AOB) – This project is to extend the existing sidewalk
on the north side of Hemme Avenue from Barbee Lane to La Sonoma Way, just west of Rancho
Romero Elementary School. Supervisor District 2 -- Alamo
186.Highland Road Improvements - Camino Tassajara to Alameda County Line (CTPL) -- This project
proposes to construct safety improvements along Highland Road from Camino Tassajara to the
Alameda County Line. Supervisor District 2 -- Tassajara Valley
187.Highland Road Improvements - Carneal Road to Manning Road (Vision Zero - Tier II) -- This
project proposes to construct safety improvements along Highland Road from Camino Tassajara
to the Alameda County Line. Supervisor District 2 -- Central County (unincorporated)
188.Highway 4 Bicycle and Pedestrian Trail Project (ATP) -- This project proposes to to close major
gap between central and east county. Supervisor District 5 -- Bay Point
189.Hillcrest Road Safety Improvements -- Morrow Drive to Alpine Road (Richmond-El Sobrante AOB)
-- This complete street projects proposes to improve safety. Supervisor District 1 -- El Sobrante
190.Hilltop Drive Complete Streets Intersection Improvements -- La Paloma Road to Manor Road
(Richmond-El Sobrante AOB) -- This project proposes to implement complete street and
intersection improvements. Supervisor District 1 -- El Sobrante
191.Holway Drive Pedestrian Improvements (ATP) -- This project proposes to install sidewalk
improvements and high visibilirt crosswalks on Holway Drive. Supervisor District 3 -- Byron
192.Holway Drive Safety Improvements -- Main Street to Camino Diablo Road (CPTL) -- This project
proposes to connect sidewalks, curb ramps, and crosswalks along Holway Drive. Supervisor
District 3 -- Byron
193.I-680 Bikeway Signage -- Rudgear Road to Danville Town Limits (CTPL) - This project prosposes to
install signage for bicyclist in unincorporated portions of the I-680 Bikeway Supervisor District 4
-- Alamo
Capital Road Improvement and Preservation Program (CRIPP)
Report for 2024 through 2031.
D-16
194.Imhoff Drive Bicycle Improvements (ATP) -- This project proposes to construct class IV separated
bikeway. Supervisor District 5 -- Martinez(unincorporated)
195.Iron Horse Trail Enhancement (ATP) -- This project proposed to extend the Iron Horse Trail to
Waterfront Road Supervisor District 5 -- Central County (unincorporated)
196.Iron Horse Trail Flashers and Signage (CTPL) -- This project proposes to install flashers and
signage at select locations along the full length of the Iron Horse Trail. Supervisor District 2 --
Alamo
197.Jones Road Bikeway (CTPL) -- This project proposes to provide a Class III bike route along Jones
Road. Supervisor District 4 -- Walnut Creek (unincorporated)
198.Kirker Pass Road Bikeway (CTPL) -- This project is to construct a bikeway between the City of
Concord and the City of Pittsburg. Supervisor District 5 -- Concord(unincorporated)
199.Kirker Pass Road Northbound Runaway Truck Ramp (BOS) -- This project is to construct a
northbound trunk runaway truck ramp along Kirker Pass Road prior to the City of Pittsburg.
Supervisor District 5 -- Concord(unincorporated)
200.Kirker Pass Road Safety Improvements (PWD) -- This project is to construct safety improvements
at various locations along Kirker Pass Road. Supervisor District 5 -- Concord(unincorporated)
201.Kirker Pass Road Southbound Truck Lanes (ECCRFFA) -- This project is to construct a southbound
truck-climbing lane along Kirker Pass Road. Supervisor District 5 -- Concord(unincorporated)
202.Knightsen Avenue and Delta Road Intersection Improvements (East County Regional AOB) --
This project proposes to install a new traffic signal and exclusive left turn lanes at the
intersection of Knightsen Avenue and Delta Road. Supervisor District 3 -- East County
(unincorporated)
203.Knightsen Avenue and Eden Plains Road Widening -- Delta Road to Chestnut Street (East County
Regional AOB) -- This project is to widen Knightsen Avenue and Eden Plains Road. Supervisor
District 3 -- East County (unincorporated)
204.Knightsen Avenue Widening - East Cypress Road to Delta Road (East County Regional AOB) --
This project proposes to widen shoulders on Knightsen Avenue for about 1.6 miles from East
Cypress Road to Delta Road. Supervisor District 3 -- East County (unincorporated)
205.Knightsen Avenue/Eden Plains Road Widening - Delta Road to Chestnut Street (AOB) -- Knightsen
Avenue/Eden Plains Road Widening - Delta Road to Chestnut Street (East County Regional AOB)
–This project proposes to widen shoulders for about 2.6 miles of Knightsen Avenue/Eden Plains
Road from Delta Road to Chestnut Street. Supervisor District Supervisor 3 -- East County
(unincorporated)
206.La Paloma Road Pedestrian and Roadway Improvements (Richmond/El Sobrante AOB) -- This
project proposes to install traffic safety and pedestrian improvements along La Paloma Road.
Supervisor District 1 -- El Sobrante
Capital Road Improvement and Preservation Program (CRIPP)
Report for 2024 through 2031.
D-17
207.La Paloma Road Safety Improvements -- Hilltop Drive to Appian Way () -- La Paloma Road
Pedestrian and Roadway Improvements – This project proposes to install traffic safety and
pedestrian improvements along La Paloma Road. Supervisor District 1 -- El Sobrante
208.Las Juntas Way & Coggins Drive Intersection Improvements (Central County AOB) -- This project
is to improve the intersection level of service through intersection modifications at Las Juntas
Way and Coggins Drive near the Pleasant Hill Bart Station. Supervisor District 4 -- Contra Costa
Centre
209.Livorna Road Bicycle Improvements (ATP) -- This project will improve bicycle safety and
connectivity on Livorna Road. Supervisor District 2 -- Alamo
210.Livorna Road Bikeway (PWD) -- Widen Road to create space for Bike Lanes on Livorna Road from
Douglas Court to Acacia Lane. Supervisor District 2 -- Alamo
211.Livorna Road Sidewalk Improvements () -- Livorna Road Sidewalk Improvements (Alamo AOB) -
Construct Sidewalk Improvments along Livorna Road Supervisor District 2 -- Alamo
212.Local Road Pedestrian and Bicycle Upgrade at Benicia Bridge () -- Local Road Pedestrian and
Bicycle Upgrade at Benicia Bridge – This project is to construct and upgrade pedestrian and
bicycle improvements leading up to Benicia Bridge. Supervisor District Supervisor 5 --
Martinez(unincorporated)
213.Loftus Road Bicycle and Pedestrian Improvements -- Willow Pass Road To Canal Road (Bay Point
AOB/ATP) -- This project is to provide pedestrian and bicycle facilities close to the Willow Cove
Elementary School. Supervisor District 5 -- Bay Point
214.Loftus Road Pedestrian Improvements - Canal Road to Willow Pass Road (AOB) -- Loftus Road
Pedestrian Improvements - Canal Road to Willow Pass Road (Bay Point AOB) – This project is to
construct five-foot wide bike lanes and five-foot wide sidewalks on both sides of Loftus Road.
Supervisor District Supervisor 5 -- Bay Point
215.Lone Tree Way (Anderson Lane) Bike Lane Gap Closure -- Anderson Lane to Virginia Drive (CTPL) -
-This project is to provide bike lanes for the last County-maintained portion of Lone Tree Way for
a quarter-of-a-mile stretch of roadway. Coordination with the City of Brentwood may be
required. Supervisor District 3 -- East County (unincorporated)
216.Los Vaqueros Watershed Trail Project (ATP) -- This project proposes to provide bicycle/pedestrian
access through watershed. Supervisor District 3 -- East County (unincorporated)
217.Main Canal Trail Project (ATP) -- This project proposes to Construct Class I path along the Main
Canal. Supervisor District 5 -- East County (unincorporated)
218.Manor Road Pedestrian Safety Improvements -- Hilltop Drive to Appian Way (Richmond/El
Sobrante AOB) -- This project will construct pedestrian safety improvements on Manor Road
from Hilltop Drive to Appian Way. Supervisor District 1 -- El Sobrante
219.Market Avenue Complete Streets - Fred Jackson Way to 7th Street/RR (North Richmond AOB) –
This project proposes to install pedestrian improvements and traffic calming improvements
Capital Road Improvement and Preservation Program (CRIPP)
Report for 2024 through 2031.
D-18
along Market Avenue between Fred Jackson and 7th Street. Supervisor District 1 -- North
Richmond
220.Market Avenue Complete Streets - Jade Street to County Boundary (ATP) -- Pedestrian
improvements and traffic calming improvements between Fred Jackson and 7th St. Supervisor
District 1 -- North Richmond
221.Market Avenue Complete Streets -- Fred Jackson Way to 7th (North Richmond AOB) – This
project proposes to install pedestrian improvements and traffic calming improvements along
Market Avenue between Fred Jackson and 7th Street. Supervisor District 1 -- North Richmond
222.Market Avenue Complete Streets -- Fred Jackson Way to AOB Boundary (North Richmond AOB) --
This project proposes to install pedestrian improvements and traffic calming improvements
along Market Avenue between Fred Jackson and 7th Street. Supervisor District 1 -- North
Richmond
223.Market Avenue Complete Streets Project-- 7th Street to AOB Boundary (East of Railroad) (North
Richmond AOB) – This project proposes to install pedestrian improvements and traffic calming
improvements along Market Avenue between Fred Jackson and AOB Boundary. Supervisor
District 1 -- North Richmond
224.Market Avenue Improvements - Jade Street to UP Tracks (Vision Zero - Tier II) -- Pedestrian
improvements and traffic calming improvements between Fred Jackson and 7th St. Supervisor
District 1 -- North Richmond
225.Marsh Creek Road and Camino Diablo Intersection Improvements (East County AOB) -- This
project proposes to construct safety improvements at the intersection of Marsh Creek Road and
Camino Diablo. Supervisor District 3 -- East County (unincorporated)
226.Marsh Creek Road and Deer Valley Road Intersection Improvements (PWD) -- This project
proposes to widen the roadway and construct turn pockets at the intersection of Marsh Creek
Road and Deer Valley Road. Supervisor District 3 -- East County (unincorporated)
227.Marsh Creek Road and Deer Valley Road Signal Project () -- Marsh Creek Road and Deer Valley
Road Signal Project (CTPL) - Install traffic signal at the intersection. Supervisor District 3 -- East
County (unincorporated)
228.Marsh Creek Road and Morgan Territory Road Intersection Improvements (CTPL) -- This project
is to improve the intersection. Supervisor District 4 -- East County (unincorporated)
229.Marsh Creek Road Improvements (CTPL) -- Marsh Creek Road Safety Enhancements - This
project proposed to construct safety improvements along Marsh Creek Road. Supervisor District
3 --East County (unincorporated)
230.Marsh Creek Road Improvements - Bixler Road to Byron Highway (Vision Zero - Tier II) --
Supervisor District 3 -- East County (unincorporated)
231.Marsh Creek Road Improvements - Deer Valley Road to Camino Diablo (Vision Zero - Tier II) --
Supervisor District 3 -- East County (unincorporated)
Capital Road Improvement and Preservation Program (CRIPP)
Report for 2024 through 2031.
D-19
232.Marsh Creek Road Improvements -- Clayton City Limits to Brentwood City Limits (East County
Regional AOB) -- This project is to construct various roadway and intersection improvements
along Marsh Creek Road that includes shoulder widening to enhance bicycle use and drainage
improvements. Supervisor District 3 & 4 -- East County (unincorporated)
233.Marsh Creek Road Realignment and Safety Improvements - Various Locations (CTPL) – This
project proposes to realign curves and construct safety improvements at various locations along
Marsh Creek Road. Supervisor District Supervisor 3 & 4 -- East County (unincorporated)
234.Marsh Creek Road Safety Enhancements (Vision Zero - Tier I) -- This project proposes to
construct safety improvements along Marsh Creek Road. Supervisor District 3 4 -- East County
(unincorporated)
235.Marsh Creek Road Trail Project (ATP) -- This project proposes to complete the Marsh Creek Trail
Supervisor District 3 -- East County (unincorporated)
236.Marsh Creek Trail (DCD/ATP) -- This project is to close the 15-mile bike and pedestrian gap along
Marsh Creek Road between Clayton and Brentwood. This project is to construct a bicycle and
pedestrian facility from the City of Clayton to East Bay Regional Park District’s Round Hill Par
Supervisor District 3 4 -- East County (unincorporated)
237.Marsh Drive Bicycle and Safety Improvements -- Center Avenue to Walnut Creek Channel Bridge
(Pacheco AOB) -- This project is to provide bicycle and pedestrian improvements. Supervisor
District 5 & 4 -- Pacheco
238.Marsh Drive Improvements - Marsh Drive Improvements - Center Avenue to Walnut Creek
Bridge (Pacheco AOB) – This project is to widen or restripe the roadway to provide
shoulders/bike lanes on both sides of Marsh Drive from Center Avenue up to the Walnut Creek
Bridge (n Supervisor District Supervisor 4 & 5 -- Pacheco
239.Marsh Drive Trail Project (ATP) -- This project is to construct a Class I path along Buchanan Field.
Supervisor District 5 -- Pacheco
240.Marshall Drive Sidewalk -- Indian Valley Elementary School/City of Walnut Creek line to El
Verano Drive (CTPL) -- This project proposes to construct sidewalk on both sides of Marshall
Drive. This is about a one-mile segment of roadway. Supervisor District 4 -- Walnut Creek
(unincorporated)
241.May Rd Sidewalk - Crosswalk at Sheldon Elementary to Avenida Martinez (-) -- This project will
construct pedestrian improvements on May Road. Supervisor District 1 -- El Sobrante
242.May Road Improvements (ATP) -- This project will improve safety for all users on May Road.
Supervisor District 1 -- El Sobrante
243.Mayhew Way Bicycle and Pedestrian Improvements - 200' west of Oberan Dr to Bancroft Road
(Central County AOB) – This project is to construct bicycle and pedestrian improvements along
Mayhew Way from Bancroft Road to 200’ west of Oberan Drive. Supervisor District Supervisor 4
-- Walnut Creek (unincorporated)
Capital Road Improvement and Preservation Program (CRIPP)
Report for 2024 through 2031.
D-20
244.Mayhew Way Improvement Project (CTPL) -- Mayhew Way Pedestrian Safety Improvements
(Central County AOB) - This project will complete sidewalk gaps along Mayhew Way. Supervisor
District 2 -- Walnut Creek (unincorporated)
245.Mayhew Way Pedestrian Improvements -- West of Bancroft Road (Central County AOB) -- This
project will construct pedestrian safety improvements along Mayhew Way. Supervisor District 4
-- Pleasant Hill (unincorporated)
246.McAvoy Road Complete Streets (ATP) -- This project proposes to construct sidewalks and Class IV
bikeways connecting to future Great Delta Trail. Supervisor District 5 -- Bay Point
247.McEwan Road Safety Improvements (HSIP Cycle 10) -- This project will construct safety
improvements on McEwan Road Supervisor District 5 -- Port Costa
248.McNabney Marsh Open Space Connection to Waterfront Road (CTPL) -- Supervisor District
Supervisor 5 -- Martinez(unincorporated)
249.Miranda Ave Improvements - Stone Valley Road to Stone Valley Middle School (Alamo AOB) –
This project is to construct sidewalk improvements along Miranda Avenue from Stone Valley
Middle School to Stone Valley Road. Supervisor District Supervisor 2 -- Alamo
250.Miranda Avenue Bicycle Improvements (ATP) -- This project proposes to upgrade Miranda
Avenue to have buffered bike lanes. Supervisor District 2 -- Alamo
251.Miranda Avenue Natural Pathway (Alamo AOB) -- This project proposes to construct a path along
Miranda Avenue from Stone Valley Middle School to Stone Valley Road and install bike lanes.
Supervisor District 2 -- Alamo
252.Mitchell Canyon Road Bike Lanes (Resident) -- This project is to improve safety along Mitchell
Canyon Road near the Mitchell Canyon Visitor Center. Supervisor District 4 -- Clayton
253.Mokelumne Coast to Crest Trail Project (ATP) -- This project proposes to construct Class I path
along pipeline ROW. Supervisor District 3 -- East County (unincorporated)
254.Monterey Street Safety Improvements -- Veale Avenue to Palm Avenue (CTPL) -- This project
proposes to pipe an existing ditch, conduct drainage improvements and provide walkable
shoulders. Supervisor District 5 -- Martinez(unincorporated)
255.Morgan Territory Road Safety Improvements (CTPL) -- This project proposes to construct safety
improvements at various locations along Morgan Territory Road. Supervisor District 2 & 4 --
Morgan Territory
256.Mota Drive Safety Improvements (HSIP Cycle 11) -- This project is to construct safety
improvements on Mota Drive Supervisor District 5 -- Bay Point
257.Mountain View Blvd Pedestrian Improvements - San Miguel Drive to Walnut Boulevard (Central
County AOB) – This project is to construct pedestrian and bicycle facilities along Mountain View
Boulevard from San Miguel Drive to Walnut Boulevard. Supervisor District Supervisor 4 --
Walnut Creek (unincorporated)
Capital Road Improvement and Preservation Program (CRIPP)
Report for 2024 through 2031.
D-21
258.Mountain View Boulevard Complete Streets Improvements -- Blackwood Drive to Walnut
Boulevard (Central County AOB) – This project proposes to construct pedestrian and bicycle
facilities along Mountain View Boulevard from San Miguel Drive to Walnut Boulevard. Supervisor
District 4 -- Walnut Creek (unincorporated)
259.Mountain View Boulevard Complete Streets Improvements -- San Miguel Drive to Walnut
Boulevard (Central County AOB) -- This project proposes to construct pedestrian and bicycle
facilities along Mountain View Boulevard from San Miguel Drive to Walnut Boulevard. Supervisor
District 4 -- Walnut Creek (unincorporated)
260.Mountain View Boulevard Pedestrian Improvements - Palmer Road to Mynah Court (ATP) -- This
project proposes to close sidewalk gaps and provide crosswalks for access to bus stops.
Supervisor District 4 -- Walnut Creek (unincorporated)
261.Muir Road Bicycle Improvements (ATP) -- This project proposes to study connection from Contra
Costa Canal Trail to Pacheco Blvd. Supervisor District 5 -- Pacheco
262.Newell Avenue Area Pavement Rehabilitation (CTPL) -- Newell Avenue Area Pavement
Rehabilitation – This project is to conduct pavement rehabilitation along Newell Avenue.
Supervisor District Supervisor 2 -- Walnut Creek (unincorporated)
263.Newell Avenue Pedestrian Improvements - Olympic Boulevard to I-680 (ATP) -- This project
proposes to close sidewalk gaps between Walnut Creek and Olympic Blvd. Supervisor District 2
-- Walnut Creek (unincorporated)
264.Newell Avenue Pedestrian Path Project -- Magnolia Way to Las Lomas High School (CTPL) --
Planning, community outreach, and repair of a decomposed granite path on the southern side of
Newell Avenue Supervisor District 2 -- Walnut Creek (unincorporated)
265.Norris Canyon Road Safety Improvements (HSIP Cycle 9) -- This project will construct safety
improvements such as improving pavement friction and installing guardrails. Supervisor District
2 -- San Ramon (unincorporated)
266.Norris Canyon Road Widening -- West of Ashbourne Drive to Alameda County Line (CTPL) - This
project is to widen and realign Norris Canyon Road at this location. Supervisor District 2 -- San
Ramon (unincorporated)
267.North Buchanan Circle and Pacheco Boulevard Signal Project (CTPL) -- North Buchanan Circle and
Pacheco Boulevard Signal Project -- This project is to install a traffic signal at the intersection.
Supervisor District 2 -- Concord (unincorporated)
268.North Richmond Area Infrastructure Improvements (Staff Discussion) -- This project is to
construct Various Infrastructure Improvements for motorists and bike/pedestrian throughout
North Richmond. Supervisor District 1 -- North Richmond
269.North Richmond Circulation and Safety Improvements for Verde Elementary School (North
Richmond AOB) -- This project is to construct Pedestrian improvements for the Verde Elementary
School. Supervisor District 1 -- North Richmond
Capital Road Improvement and Preservation Program (CRIPP)
Report for 2024 through 2031.
D-22
270.North Richmond Improvements -- Pittsburg Avenue Extension 3rd Street to the proposed 7th
Street extension (CTPL) -- This project proposes to extend Pittsburg Avenue from Fred Jackson
Way to the projection of 7th Street. Supervisor District 1 -- North Richmond
271.North Richmond Sidewalk Replacement (PWD) -- This project is to construct sidewalk/curb
improvements in North Richmond. Supervisor District 1 -- North Richmond
272.North Richmond Truck Route - Parr Boulevard to Market Avenue (North Richmond AOB) -- This
project proposes to reduce truck traffic in the residential area of N orth Richmond by upgrading
existing roadways or constructing new roads to accommodate truck traffic from Parr Boulevard
to Market Avenue. Supervisor District 1 -- North Richmond
273.North Walnut Creek/Pleasant Hill Area Pavement Rehabilitation (CTPL) -- North Walnut
Creek/Pleasant Hill Area Pavement Rehabilitation – This project is to conduct pavement
rehabilitation in the North Walnut Creek and Pleasant Hill Area. Supervisor District Supervisor 4
& 2 -- Walnut Creek (unincorporated)
274.Northern Waterfront Goods Movement Infrastructure (CCTA) -- This project is to construct and
improve intermodal and arterial connections between economic development centers along the
Northern Waterfront area of Contra Costa County. Supervisor District 5 --
Martinez(unincorporated)
275.Oak Road Improvements - Treat Blvd to Pleasant Hill City Limits (CTPL) -- This project will
construct bike infrastructure on Oak Road from Treat Blvd to Pleasant Hill City Limits Supervisor
District Supervisor 4 -- Contra Costa Centre
276.Olinda Road Pedestrian Improvements - Valley View Road to 850 ft south of Valley View Road
(CTPL) -- The project proposes to close a gap of sidewalk along Olinda Road in order to provide
pedestrian facilities to De Anza High School and Olinda Elementary School. Supervisor District 1
-- El Sobrante
277.Olympic Boulevard and Boulevard Way & Tice Valley Boulevard Intersection Improvements
(AOB) - This project is to construct intersection improvements in accordance with Area of
Benefit project scope. This project is l ocated at the intersectio Supervisor District Supervisor 3 -
-- Saranap
278.Olympic Boulevard and Boulevard Way / Tice Valley Boulevard Intersection Improvements
(Central County AOB) -- This project is to improve the intersection. Supervisor District 2 --
Saranap
279.Olympic Boulevard and Boulevard Way/Tice Valley Boulevard Intersection Improvements
(Central County AOB) -- This project is to provide intersection and capacity improvements.
Supervisor District 2 -- Saranap
280.Olympic Boulevard and Bridgefield Road Signal Project () -- (Central County AOB) - This project is
to provide a traffic signal at the intersection. Supervisor District 2 -- Saranap
Capital Road Improvement and Preservation Program (CRIPP)
Report for 2024 through 2031.
D-23
281.Olympic Boulevard Complete Streets Improvements -- Windtree Court to I-680 (ATP) -- (Central
County AOB) - This project is to provide complete streets improvements. Supervisor District 2 --
Saranap
282.Olympic Boulevard Improvements - Windtree Court to I-680 (Vision Zero - Tier II) -- This project
will construct safety improvements on Olympic Boulevard. Supervisor District 2 -- Saranap
283.Olympic Corridor Pedestrian and Bicycle Improvements - Long Term (Central County AOB) -- This
project is to construct long-term pedestrian and bicycle improvements along the Olympic
Boulevard Corridor to connect South Walnut Creek to the Iron Horse Trail. Supervisor District 2 -
- Saranap
284.Olympic Corridor Pedestrian and Bicycle Improvements - Short Term (Central County AOB) -- This
project is to construct pedestrian and bicycle improvements along the Olympic Boulevard
Corridor to connect South Walnut Creek to the Iron Horse Trail. Supervisor District 2 -- Saranap
285.Pacheco Boulevard and Arthur Road Intersection Improvements (ATP) -- This project proposes
to construct complete streets type improvements including Class IV separated bikeways,
intersection safety improvements, crosswalk improvements, sidewalk gap closures. Supervisor
District 5 -- Pacheco
286.Pacheco Boulevard and Center Avenue Intersection Improvements (Pacheco AOB/ Vision Zero -
Tier II) -- This project is to construct modifications to the intersection of Pacheco Boulevard and
Center Avenue. Supervisor District 5 -- Pacheco
287.Pacheco Boulevard and Muir Road Intersection Improvements (Pacheco AOB) -- This project is
to construct an intersection modification at Pacheco Boulevard and Muir Road. Supervisor
District 5 -- Pacheco
288.Pacheco Boulevard and North Buchanan Circle Intersection Improvements (P acheco AOB) -- This
project is to signalize the intersection at Pacheco Boulevard and Carlos Drive/North Buchanan
Circle. Supervisor District 5 -- Pacheco
289.Pacheco Boulevard Bicycle Improvements - Arnold Drive to Muir Road (Pacheco AOB) -- Pacheco
Boulevard Complete Streets - Arnold Drive to Muir Road (Pacheco AOB) – This project is to
construct new bike lanes along Pacheco Boulevard from Arnold Drive to Muir Road. Supervisor
District Supervisor 5 -- Pacheco
290.Pacheco Boulevard Complete Streets - Arthur Road to Blum Road (ATP) -- This project proposes
to construct complete streets type improvements. Supervisor District 5 -- Pacheco
291.Pacheco Boulevard Complete Streets - Blum Road to 2nd Avenue South (ATP) -- This project
proposes to construct complete streets type improvements. Supervisor District 5 -- Pacheco
292.Pacheco Boulevard Complete Streets - Martinez Avenue to Arthur Road (ATP) -- This project
proposes to construct complete streets type improvements. Supervisor District 5 -- Pacheco
Capital Road Improvement and Preservation Program (CRIPP)
Report for 2024 through 2031.
D-24
293.Pacheco Boulevard Grade Crossing Improvements at BNSF Railroad (CTPL) -- This project is to
realign Pacheco Boulevard and reconstruct the railroad overcrossing, Supervisor District 5 --
Pacheco
294.Pacheco Boulevard Improvements - Morello Avenue to Blum Road (RTP)(TEP) – This project is to
improve the Pacheco Boulevard Corridor with Complete Streets concept. This project will be in
cooperation with the City of Martinez. Supervisor District Supervisor 5 -- Pacheco
295.Pacheco Boulevard Improvements - Wygal Drive to Arthur Drive (Vision Zero - Tier II) -- This
project proposes to construct safety improvements. Supervisor District 5 -- Pacheco
296.Pacheco Boulevard Improvements -- Arnold Drive to Muir Road (Alignment Study) -- This project
is to construct complete streets improvements in accordance with the Pacheco Planning S tudy
and Pacheco AOB. Supervisor District 5 -- Pacheco
297.Pacheco Boulevard Improvements -- Arthur Road to BNSF Railroad (Alignment Study) -- This
project is to construct complete streets improvements in accordance with the planning study.
Supervisor District 5 -- Pacheco
298.Pacheco Boulevard Improvements -- BNSF Railroad to Arnold Drive (Alignment Study) -- This
project is to construct complete streets improvements in accordance with the Pacheco Planning
Study and in coordination with the City of Martinez. Supervisor District 5 -- Pacheco
299.Pacheco Boulevard Improvements -- Morello Avenue to Arthur Road (Alignment Study) -- This
project is to construct complete street improvements and roadway widening according to the
Pacheco Planning Study. Supervisor District 5 -- Pacheco
300.Pacheco Boulevard Sidewalk Gap Closure - east of Las Juntas Elementary School (CTPL) --
Supervisor District Supervisor 5 -- Pacheco
301.Pacific Avenue Bridge Replacement (Bridge No. 28C0379) (Staff Discussion) -- This project is to
replace the Pacific Avenue Bridge over the Union Pacific Railroad (UPRR) right-of-way. Supervisor
District 5 -- Bay Point
302.Pacifica Avenue Bicycle Improvements (ATP) -- Two-way cycle track and concrete sidewalk gap
closures. Supervisor District 5 -- Bay Point
303.Pacifica Avenue Bridge Replacement (Bridge No. 28C0379) (Unknown) -- Pacific Avenue Bridge
Replacement (Bridge No. 28C0379) - This project is to replace the Pacific Avenue Bridge over the
Union Pacific Railroad (UPRR) right-of-way. Supervisor District Supervisor 5 -- Bay Point
304.Pacifica Avenue Extension - Port Chicago Highway to Alves Lane (Bay Point AOB) -- This project
proposes to construct a new roadway and to modify the existing traffic signal at Pacifica Avenue
and Port Chicago Highway. Supervisor District 5 -- Bay Point
305.Pacifica Avenue Left Turn Pocket at Rio Vista School (Unknown) -- Pacifica Avenue Left Turn
Pocket at Rio Vista School -- This project constructs a left turn pocket at Rio Vista School to
improve traffic flow during school pick-up and drop-off hours. Supervisor District 5 -- Bay Point
Capital Road Improvement and Preservation Program (CRIPP)
Report for 2024 through 2031.
D-25
306.Palmer Road Pedestrian Improvements (ATP) -- This project proposes to close sidewalk gaps on
one side and provide high-visibility crosswalks. Supervisor District 4 -- Walnut Creek
(unincorporated)
307.Parker Avenue Pedestrian Improvement Project (CTPL) -- Parker Avenue Pedestrian Improvement
Project - Safety improvements in front of Saint Patrick School on 7th Street, and the intersection
of Parker Avenue and 6th Street. Supervisor District Supervisor 5 -- Rodeo
308.Parr Boulevard Complete Streets Project -- Richmond Parkway to BNSF Railroad (North
Richmond AOB) -- This project proposes to widen Parr Boulevard from Richmond Parkway to the
UPRR crossing and to provide complete street improvements. Supervisor District 1 -- North
Richmond
309.Parr Boulevard Widening (North Richmond AOB, CTPL) - This project proposes to widen Parr
Boulevard from Richmond Parkway to the UPRR crossing and provide complete street
improvements. Supervisor District 1 – North Richmond
310.Parr Boulevard Widening – Richmond Pkwy to Union Pacific Railroad (AOB/ATP) -- Parr Boulevard
Complete Street Project – Richmond Parkway to Union Pacific Railroad (North Richmond AOB) –
This project proposes to widen Parr Boulevard from Richmond Parkway to the UPRR crossing and
provide complete street improvements. Supervisor District Supervisor 1 -- North Richmond
311.Peach Street Closure Project (CTPL) -- This project proposes to barricade Peach Street to prevent
traffic from cutting through from Shell Avenue to Pacheco Boulevard. Supervisor District 5 --
Martinez(unincorporated)
312.Pedestrian and Bicycle Improvements on Livorna Road, Stone Valley Road, and Danville
Boulevard (Alamo AOB) -- This project is to construct pedestrian and bicycle improvements along
Livorna Road, Stone Valley Road, and Danville Boulevard. Supervisor District 2 -- Alamo
313.Pedestrian Improvements near Rodeo Hills Elementary School (PWD) -- This project is to
construct pedestrian improvements in the vicinity of the Rodeo Hill Elementary School in Rodeo.
Supervisor District 5 -- Rodeo
314.Pedestrian Safety Improvements at Schools in Alamo (Alamo AOB) – This project is to construct
pedestrian and bicycle improvements in the vicinity of Stone Valley Middle School and Rancho
Romero Elementary School. Supervisor District Supervisor 2 -- Alamo
315.Pinehurst Road Bicycle Improvements (Central County AOB/ATP) -- This project is to construct
bicycle turnouts/rest stops every half-mile along Pinehurst Road and Canyon Road. Supervisor
District 2 -- Canyon
316.Pinole Valley Road Safety Improvements -- Pinole City Limits to AOB boundary (West County
AOB) -- This project proposes safety improvements on Pinole Valley Road between the Pinole
City Limits and the AOB Boundary. Supervisor District 1 -- Martinez(unincorporated)
317.Piper Road Improvements - Gateway Road to Willow Road (Bethel Island AOB) -- This project
proposes to widen the travel lanes from 10 feet to 12 feet and to construct 5-foot shoulders and
2-foot shoulder backing along Piper Road. Supervisor District 3 -- Bethel Island
Capital Road Improvement and Preservation Program (CRIPP)
Report for 2024 through 2031.
D-26
318.Piper Road Trail Project (ATP) -- This project will construct Class I shared use path on east side of
the roadway. Supervisor District 3 -- Bethel Island
319.Pitt Way Roadway Improvements (Richmond/El Sobrante AOB) -- This project proposes to
construct a new collector roadway along Pitt Way from San Pablo Dam Road to Hillcrest Road in
the future town square area of El Sobrante. Supervisor District 1 -- El Sobrante
320.Pittsburg Ave Widening - Fred Jackson Way to Richmond Parkway (AOB) -- Pittsburg Avenue
Intersection Improvements (North Richmond AOB) – This project is to construct intersection
improvements at the intersection of Pittsburg Avenue and Richmond Parkway. Supervisor
District Supervisor 1 -- North Richmond
321.Pittsburg Avenue at Richmond Parkway Intersection Improvements (North Richmond AOB) --
This project aims to construct intersection improvements at the Pittsburg Avenue and Richmond
Parkway intersections. Supervisor District 1 -- North Richmond
322.Pittsburg Avenue Complete Streets Project -- Richmond Parkway to Fred Jackson Way (North
Richmond AOB/ATP) -- This project proposes to construct complete street improvements on
Pittsburg Avenue from Richmond Parkway to Fred Jackson Way. Supervisor District 1 -- North
Richmond
323.Pittsburg Avenue Intersection Improvements (CTPL) -- Pittsburg Avenue Intersection
Improvements (North Richmond AOB) – This project is to construct intersection improvements
at the intersection of Pittsburg Avenue and Richmond Parkway. Supervisor District -- North
Richmond
324.Pleasant Hill Road & Taylor Boulevard Bicycle and Pedestrian Improvements (Central County
AOB) – This project is to construct improvements to the intersection of Pleasant Hill Road and
Taylor Boulevard. Supervisor District Supervisor 4 -- Contra Costa Centre
325.Pleasant Hill Road & Taylor Boulevard Intersection Improvements (ATP) -- Pleasant Hill Road &
Taylor Boulevard Intersection Improvements -- This project proposes to improve the safety and
capacity of the Pleasant Hill Road and Taylor Boulevard intersection Supervisor District
Supervisor 5 -- Pleasant Hill (unincorporated)
326.Pleasant Hill Road Bicycle Gap Closure (ATP) -- This project will close gaps for continuous Class II
bike lanes on Pleasnat Hill Road and study protected/off-street facilities. Supervisor District 4 --
Pleasant Hill (unincorporated)
327.Pleasant Hill Road Bicycle Improvements - Geary Road to Taylor Boulevard (AOB) -- Pleasant Hill
Road Bicycle Improvements - Geary Road to Taylor Boulevard (Central County AOB) – This project
is to construct curb, gutter and sidewalk and prohibit curb side parking to create bicycle lanes
along Pleasant Hill Road. Supervisor District Supervisor 2 -- Pleasant Hill (unincorporated)
328.Pleasant Hill Road Bridge Rehabilitation () -- Pleasant Hill Road Bridge Rehabilitation -- This
project proposes to rehabilitate the existing Pleasant Hill Road Bridge over Taylor Boulevard
(Bridge No. 28C0154) which is identified as structurally deficient. Supervisor District 2 -- Pleasant
Hill (unincorporated)
Capital Road Improvement and Preservation Program (CRIPP)
Report for 2024 through 2031.
D-27
329.Pleasant Hill Road Complete Streets Improvements -- Geary Road to Taylor Boulevard – Geary
Road to Taylor Boulevard (Central County AOB) – This project proposes to construct curb, gutter
and sidewalk and prohibit curbside parking to create bicycle lanes along Pleasant Hill Road.
Supervisor District 2 -- Pleasant Hill (unincorporated)
330.Pleasant Hill Road Pedestrian and Bicycle Improvements (Central County AOB) -- This project
proposes to construct curb, gutter and sidewalk and prohibit curbside parking to create buffered
bicycle lanes along Pleasant Hill Road. Supervisor District 4 -- Lafayette(unincorporated)
331.Pleasant Hill Road Sidewalk Project -- 1700 Block to Diablo View Road west side (CTPL) -- This
project proposes to construct a sidewalk on the west side of Pleasant Hill Road. Supervisor
District 4 -- Pleasant Hill (unincorporated)
332.Point of Timber Road & Byron Highway Intersection Improvements () -- DELETE - Duplicate
Supervisor District Supervisor 3 -- Pleasant Hill (unincorporated)
333.Pomona Street Bicycle Improvements (ATP) -- This project will stripe Class IIB bike lanes to
connect San Pablo Avenue to Crockett. Supervisor District 5 -- Crockett
334.Pomona Street Bicycle Improvements - 2nd Avenue to Rolph Avenue (ATP) -- This project will
upgrade existing Class II bike lanes to buffered bike lanes. Supervisor District 5 -- Crockett
335.Pomona Street Bicycle Improvements - I-80 to 2nd Avenue (ATP) -- This project will add bike
lanes and traffic calming measures to Pomona Street. Supervisor District 5 -- Crockett
336.Pomona Street Bicycle Improvements - Rolph Avenue to Baldwin Avenue (ATP) -- This project is
to add bike lanes and traffic calming measures to Pomona Street. Supervisor District 5 --
Crockett
337.Pomona Street Sidewalk Project -- 3rd Avenue to Rolph Park Drive (south side of road) (CTPL) --
This project is to construct sidewalk on the south side of Pomona Street. Supervisor District 5 --
Crockett
338.Pomona Street Trail Improvements (ATP) -- This project will improve pedestrian mobility on the
trail along Pomona Street. Supervisor District 5 -- Crockett
339.Pomona Street/Winslow Avenue/Carquinez Scenic Drive Safety Alignment Study
(Hercules/Rodeo/Crockett AOB) -- This project is to conduct a safety alignment study along
Pomona Street, Winslow Avenue, and Carquinez Scenic Drive. Supervisor District 5 -- Crockett
340.Port Chicago Highway at Willow Pass Road Mult-Modal Safety Improvements -- Lynbrook Dive to
Weldon Street (CTPL) -- Widen Port Chicago Highway to add two bike lanes and a sidewalk.
Construct sidewalk and bike lane on Willow Pass Road. Supervisor District 5 -- Bay Point
341.Port Chicago Highway Bicycle and Pedestrian Improvements - Driftwood Drive to McAvoy Road
(Bay Point AOB) -- This project proposes to construct a bike lane/shoulder along both sides of
Port Chicago Highway, and a sidewalk along the south side. Supervisor District 5 -- Bay Point
Capital Road Improvement and Preservation Program (CRIPP)
Report for 2024 through 2031.
D-28
342.Port Chicago Highway Complete Streets (ATP) -- This project will implement a road diet to
incorporate Class IV bike lanes, and will construct intersection safety improvements, and high
visibility crosswalks. Supervisor District 5 -- Bay Point
343.Port Chicago Highway Improvements (PWD) -- This project proposes to construct safety,
pedestrian and bicycle improvements along Port Chicago Highway. Supervisor District 5 -- Bay
Point
344.Port Chicago Highway Improvements - Driftwood Drive to Pacifica Avenue (Vision Zero - Tier II) --
This project will construct safety improvements on Port Chicago Highway between Driftwood
Drive and Pacifica Avenue Supervisor District 5 -- Bay Point
345.Port Chicago Highway Realignment Project - McAvoy Road to Pacifica Avenue (Bay Point AOB) --
This project will realign the sharp horizontal curve on Port Chicago Highway, add an eastbound
left turn pocket at McAvoy Road, and add sidewalks along both sides of Port Chicago Highway.
Supervisor District 5 -- Bay Point
346.Port Chicago Highway Trail Gap Closure (ATP) -- This project will close a gap in the Port Chicago
Highway existing trail. Supervisor District 5 -- Clyde
347.Port Chicago Hwy Realignment Project - McAvoy Road to Skipper Road (AOB) -- Port Chicago
Highway Realignment Project - McAvoy Road to Pacifica Avenue (name revised)(Bay Point AOB) –
This project is to realign the sharp horizontal curve in Port Chicago Highway, add an eastbound
left turn pocket at McAvoy Road, and add sidewalks al Supervisor District Supervisor 5 -- Bay
Point
348.Reliez Valley Road Bicycle Improvements - County line to Alhambra Valley Road (ATP) -- This
project will stripe Class III bike lane markings and install speed feedback signs, traffic warning
signs, and edge lines. Supervisor District 5 -- Martinez(unincorporated)
349.Reliez Valley Road Bicycle Improvements - North of Grayson Road to Withers Avenue (AOB) --
Reliez Valley Road Bicycle Improvements - North of Grayson Road to Withers Avenue (Central
County AOB) – This project is to construct bicycle lanes by widening the shoulders along Reliez
Valley Road. There are drainage modifications and parking considerat Supervisor District
Supervisor 4 Supervisor 2 -- Pleasant Hill (unincorporated)
350.Reliez Valley Road Bicycle Improvements. (Central County AOB) -- This project proposes to
construct bicycle lanes by widening the shoulders along Reliez Valley Road. There are drainage
modifications and parking considerations to be resolved. Supervisor District 2 --
Martinez(unincorporated)
351.Reliez Valley Road Complete Streets -- Alhambra Valley Road to Grayson Road (Martinez AOB) --
This project will widen the roadway to two lanes and add left turn pockets/lanes to Reliez Valley
Road between Alhambra Valley Road to Grayson Road. Supervisor District 5 -- Alhambra Valley
352.Reliez Valley Road Complete Streets Improvements -- North of Grayson Road to Withers Avenue
(CTPL) -- This project proposes to construct bicycle lanes by widening the shoulders along Reliez
Capital Road Improvement and Preservation Program (CRIPP)
Report for 2024 through 2031.
D-29
Valley Road. There are drainage modifications and parking considerations Supervisor District 2 -
Lafayette (unincorporated)
353.Reliez Valley Road Improvements and Multi-Use Path -- Alhambra Valley Road to 0.25 Miles
North of Carter Acres Lane (Martinez/Briones AOB Update) -- This project is to widen Reliez
Valley Road to construct a pedestrian/bicycle path and a left turn pocket/lane to match the
County's precise alignment plan. Supervisor District 5 -- Alhambra Valley
354.Reliez Valley Road Trail Project (ATP) -- This project will construct Class I path along Reliez Valley
Road. Supervisor District 2 -- Lafayette(unincorporated)
355.Richmond Parkway & Parr Boulevard Intersection Improvements (ATP) -- This project will
construct intersection safety improvements including high visibility crosswalks, passive actuation
for bicyclists, curb ramps and curb extensions. Supervisor District 1 -- North Richmond
356.Richmond Parkway Improvements - Pittsburg Avenue to County Line (ATP) -- This project will
upgrade and widen an existing Class I path along Richmond Parkway and improve ADA
accessibility and pedestrian/bicyclist crossing. Supervisor District 1 -- North Richmond
357.Richmond Parkway Improvements - West Gertrude Avenue to Pittsburg Avenue (ATP) -- This
project will upgrade and widen an existing Class I path along Richmond Parkway and improve
ADA accessibility and pedestrian/bicyclist crossing. Supervisor District 1 -- North Richmond
358.Richmond Parkway Safety Improvements (HSIP - Cycle 10) -- This project will construct safety
improvements on Richmond Parkway. Supervisor District 1 -- North Richmond
359.Rincon Road Widening and Pedestrian Improvements Project -- Arlington Avenue to Arlington
Avenue (CTPL) -- This project proposes to widen Rincon Road and construct pedestrian
improvements between the two Arlington Avenue intersections. Supervisor District 1 --
Arlington
360.Rodeo Downtown Infrastructure Improvements (CTPL) -- Construct infrastructure improvements
in the Rodeo area including sidewalks, bike lanes, curb ramps Supervisor District 5 -- Rodeo
361.Ruby Ave Sidewalk - W. Gertrude Ave to 221 Ruby Ave (-) -- This project is to improve pedestrian
safety on Ruby Avenue. Supervisor District 1 -- North Richmond
362.Rudgear Road & San Miguel Drive Intersection Improvements (Central County AOB) -- This
project would install a mini-roundabout at the intersection of Rudgear Road and San Miguel
Drive. Supervisor District 4 -- Walnut Creek (unincorporated)
363.Rudgear Road Safety Improvements (CTPL) -- Rudgear Road Safety Improvements - This project is
to construct safety improvements along Rudgear Road Supervisor District 4 -- Walnut Creek
(unincorporated)
364.Rudgear Road/San Miguel/Walnut Boulevard/Mountain View Boulevard Safety Improvements
(CTPL) -- This project will construct safety improvements on the listed roads. Supervisor District
4 -- Walnut Creek (unincorporated)
Capital Road Improvement and Preservation Program (CRIPP)
Report for 2024 through 2031.
D-30
365.San Marco Boulevard Complete Streets (ATP) -- This project proposes to improve safety at
interchange and construct Class IV bikeways. Supervisor District 5 -- Bay Point
366.San Miguel Drive Bicycle and Pedestrian Improvements (Central County AOB) -- This project is to
construct a pedestrian path along the west side of San Miguel Drive from Blackwood Drive to
Rudgear Road. Supervisor District 4 -- Walnut Creek (unincorporated)
367.San Miguel Drive Complete Streets Improvements -- Rudgear Road to Blackwood Drive () -- San
Miguel Drive Bicycle and Pedestrian Improvements (Central County AOB) – This project is to
construct a pedestrian path along the west side of San Miguel Drive from Blackwood Drive to
Rudgear Road. Supervisor District 4 -- Walnut Creek (unincorporated)
368.San Miguel Drive Safety Improvements (Central County AOB) – This project is to construct a
pedestrian path along the west side of San Miguel Drive from Blackwood Drive to Rudgear Road.
Supervisor District 4 -- Walnut Creek (unincorporated)
369.San Pablo Ave Sidewalk - Willow Ave to City of Hercules Limits (CTPL) This project is to construct
sidewalk. -- Supervisor District 5 -- Rodeo
370.San Pablo Avenue & Willlow Avenue Intersection Improvements (ATP) This project is to improve
the intersection -- Supervisor District 5 -- Rodeo
371.San Pablo Avenue / Parker Avenue Sidewalk (Board of Supervisors) -- This project adds 800 feet
of sidewalk at the border between the City of Hercules and Rodeo. Supervisor District 5 --
Rodeo
372.San Pablo Avenue Bicycle Improvements - Parker Avenue to Pomona Street (ATP) -- This project
will implement road diet and install new two-way, barrier-separated, shared-use path along
roadway to serve as a connection between Bay Trail segments. Supervisor District 5 -- Crockett
373.San Pablo Avenue Bicycle Improvements - Rodeo Avenue to Parker Avenue (ATP) -- This Project
will add green-back sharrows and wayfinding to connect Bay Trail terminus to San Pablo Ave bike
lanes. Supervisor District 5 -- Rodeo
374.San Pablo Avenue Bicycle Improvments -- Kay Road to City of Pinole (West County AOB) -- This
project is to construct Bicycle improvements on San Pablo Avenue from Kay Road to City of
Pinole. Supervisor District 1 -- Tara Hills
375.San Pablo Avenue Complete Streets Project - Rodeo to Crockett (Study/ATP) -- This project is to
construct improvement in accordance with the San Pablo Avenue Complete Streets Feasibility
Report from Rodeo to Crockett. Supervisor District 5 -- Crockett
376.San Pablo Avenue Improvements - Richmond Parkway to Golden Gate Park (Vision Zero - Tier II)
This project is to improve San Pablo Avenue -- Supervisor District 1 -- North Richmond
377.San Pablo Avenue Pedestrian Safety Improvements -- Eire Drive to Pinole City Limits (West
County AOB) -- This project is to construct pedestrian improvements on San Pablo Avenue from
Eire Drive to City of Pinole. Supervisor District 1 -- Tara Hills
Capital Road Improvement and Preservation Program (CRIPP)
Report for 2024 through 2031.
D-31
378.San Pablo Avenue Road Diet (Vision Zero - Tier I) This project is to improve San Pablo Avenue
with a road diet -- Supervisor District 5 -- Tara Hills
379.San Pablo Avenue Transit Corridor Improvements -- Various Locations (WCCTAC) -- This project
will improve various sections of the San Pablo Avenue corridor. This project includes costs in the
cities. Supervisor District 1 & 5 -- Tara Hills
380.San Pablo Creek Trail -- Richmond City Limit (East of El Portal) to Appian Way (Richmond- El
Sobrante AOB) -- This project proposes the construction of a shared use path. Supervisor District
1 -- El Sobrante
381.San Pablo Creek Trail Improvements - Richmond Parkway to Fred Jackson Way (ATP) -- This
project proposes to construct Class I path along south side of San Pablo Creek. Supervisor
District 1 -- North Richmond
382.San Pablo Creek Trail Improvements - Wildcat Marsh Trail to Richmond Parkway (ATP) --
Supervisor District 1 -- North Richmond
383.San Pablo Dam Rd & Greenridge Drive Signal Improvements (Signal Priority List) -- This project
proposes to install a new traffic signal at the intersection of San Pablo Dam Road and Greenridge
Drive. Supervisor District 1 -- El Sobrante
384.San Pablo Dam Road Bicycle and Pedestrian Improvements - Tri Lane to Appian Way (CTPL) --
This project proposes to install pedestrian and bicycle improvements along San Pablo Dam Road
from Tri Lane to Appian Way. This project will be built with other San Pablo Dam Road projects.
Supervisor District 1 -- El Sobrante
385.San Pablo Dam Road Bicycle Improvements -- Orinda City Limit to Northerly AOB Boundary
(Central County AOB) -- This project proposes bicycle improvements along San Pablo Dam Road.
Supervisor District 1 -- El Sobrante
386.San Pablo Dam Road Complete Streets - Castro Ranch Road to Existing Bike Lane (ATP) –
Continue Road Diet with Class IV lanes to lane merge - Supervisor District 1 -- El Sobrante
387.San Pablo Dam Road Complete Streets - May Road to Valley View Road (ATP) -- This project
proposes a complete Streets project including road diet, Class IV bicycle facility, uncontrolled
crosswalks at bus stops, and intersection improvements and to close sidewalk gaps. Supervisor
District 1 -- El Sobrante
388.San Pablo Dam Road Complete Streets - Valley View Road to Castro Ranch Road (ATP) -- This
project proposes a complete Streets project including Class IV bicycle facility and intersection
improvements and to close sidewalk gaps. Supervisor District 1 -- El Sobrante
389.San Pablo Dam Road Downtown Improvements -- El Portal Drive to Castro Ranch Road (WCCTAC)
-- This project proposes complete street improvements on San Pablo Dam Road. Supervisor
District 1 -- El Sobrante
Capital Road Improvement and Preservation Program (CRIPP)
Report for 2024 through 2031.
D-32
390.San Pablo Dam Road Improvements (Various Locations) (PWD) -- This project proposes to
construct safety improvements and bicycle improvements along San Pablo Dam Road. Supervisor
District 1 -- El Sobrante
391.San Pablo Dam Road Improvements - El Portal Drive to May Road (Vision Zero - Tier II) --
Supervisor District 1 -- El Sobrante
392.San Pablo Dam Road Improvements - May Road to Kennedy Grove Entrance (Vision Zero - Tier I) -
-Supervisor District 1 -- El Sobrante
393.San Pablo Dam Road Intersection Improvements (Various Locations) (CTPL) -- This project
proposes to construct intersection improvements along San Pablo Dam Road. Supervisor District
1 -- El Sobrante
394.San Pablo Dam Road Multimodal and Safety Improvements -- Appian Way to AOB Boundary
(Richmond-El Sobrante AOB) -- This project proposes to construct safety improvements and
bicycle improvements along San Pablo Dam Road and within the West County AOB limit.
Supervisor District 1 -- El Sobrante
395.San Pablo Dam Road Pedestrian Crossing Safety Improvements -- El Portal Drive to Hillcrest
Road/Appian Way (Richmond-El Sobrante AOB) -- This project proposes complete streets
improvements by providing additional pedestrian crossing. Supervisor District 1 -- El Sobrante
396.San Pablo Dam Road Roadway Safety Improvements -- City of Orinda Limit to Northerly AOB
Boundary (Central County AOB) -- This project proposes Roadway improvements along San Pablo
Dam Road. Supervisor District 1 -- El Sobrante
397.San Pablo Dam Road Safety Improvements -- San Pablo Reservoir to AOB Boundary (West County
AOB) -- Install safety improvements along road. Supervisor District 1 -- El Sobrante
398.Sandmound Boulevard Bicycle and Pedestrian Improvements -- Mariner Road to Cypress Road
(Bethel Island AOB) -- Widen road with shoulders, stripe bike lanes, and construct sidewalks on
both sides of road within project limits. Supervisor District 3 -- Bethel Island
399.Sandmound Boulevard Bicycle and Pedestrian Improvements -- Oakley City Limits to Mariner
Road (Bethel Island AOB) -- This project proposes to widen travel lanes and improve shoulders
for about 0.3 miles of Sandmound Boulevard from the Oakley City Limits to Mariner Road.
Supervisor District 3 -- Bethel Island
400.Sandmound Boulevard Pedestrian Improvements - Mariner Rd to Cypress Road (AOB) --
Sandmound Boulevard Improvements - Mariner Road to Cypress Road (Bethel Island AOB) – This
project proposes to widen travel lanes and improve shoulders along 1.1 miles of Sandmound
Boulevard from Mariner Road to Cypress Road. Supervisor District Supervisor 3 -- East County
(unincorporated)
401.Sandmound Boulevard Widening - Oakley City Limits to Mariner Road (AOB) -- Sandmound
Boulevard Widening - Oakley City Limits to Mariner Road (Bethel Island AOB) – This project
proposes to widen travel lanes and improve shoulders for about 0.3 miles of Sandmound
Capital Road Improvement and Preservation Program (CRIPP)
Report for 2024 through 2031.
D-33
Boulevard from Oakley City Limits to Mariner Road. Supervisor District Supervisor 3 -- East
County (unincorporated)
402.Santa Rita Road Pedestrian Safety Improvements -- Appian Way to Richmond City Limit
(Richmond-El Sobrante AOB) -- This project proposes to implement complete streets principles
and improve pedestrian safety. Supervisor District 1 -- El Sobrante
403.Saranap Area Roadway Improvements (CTPL) -- Saranap Area Roadway Improvements - Apply
microsurface treatment to Olympic Boulevard and Tice Valley Boulevard. Supervisor District 2 --
Saranap
404.Sellers Ave & Balfour Road Intersection Improvements (East County Regional AOB) -- This project
proposes to install a new traffic signal and exclusive left-turn lanes at the intersection of Sellers
Avenue and Balfour Road. Supervisor District 3 -- East County (unincorporated)
405.Sellers Avenue & Chestnut Avenue Intersection Improvements (East County Regional AOB) -- This
project proposes to install a new traffic signal and exclusive left-turn lane at the intersection of
Sellers Avenue and Chestnut Avenue. Supervisor District 3 -- East County (unincorporated)
406.Sellers Avenue & Marsh Creek Road Intersection Improvements (East County Regional AOB) --
Signalize the intersection, restripe, and install C.3 facilities. Supervisor District 3 -- East County
(unincorporated)
407.Sellers Avenue & Sunset Road Intersection Improvements (East County Regional AOB) -- Signalize
the intersection, restripe, and install C.3 facilities. Supervisor District 3 -- East County
(unincorporated)
408.Sellers Avenue Bicycle Improvements (ATP) -- This project proposes to construct shoulders and
bike lanes along Sellers Avenue between Delta Road and Brentwood Boulevard. Supervisor
District 3 -- East County (unincorporated)
409.Sellers Avenue Intersection Improvements (Various Locations) (PWD) -- This project is to improve
various intersections. Supervisor District 3 -- East County (unincorporated)
410.Sellers Avenue Widening - Brentwood City Limits to Marsh Creek Road (East County Regional
AOB) -- Widen road to ultimate width including class 2 bike lanes. District 3 -- East County
(unincorporated)
411.Sellers Avenue Widening - Delta Road to Chestnut Street (East County Regional AOB) -- Widen
road to ultimate width including class 2 bike lanes. District 3 -- Knightsen
412.Sellers Avenue Widening -- Main Canal to Marsh Creek Road (East County Regional AOB) -- This
project is to widen Sellers Avenue. Supervisor District 3 -- East County (unincorporated)
413.Shell Road Bicycle Improvements (ATP) -- This project proposes to pave shoulder and stripe bike
lane in uphill direction. Supervisor District 5 -- Martinez(unincorporated)
Capital Road Improvement and Preservation Program (CRIPP)
Report for 2024 through 2031.
D-34
414.Springbrook Road Bicycle and Pedestrian Improvements (Central County AOB) -- This project is to
construct sidewalk improvements and stripe shoulder along Springbrook Road starting near
Gilmore Court to about Regency Court. Supervisor District 4 2 -- Walnut Creek (unincorporated)
415.Springbrook Road Complete Streets Improvements () -- Springbrook Road Bicycle and Pedestrian
Improvements (Central County AOB) – This project is to construct sidewalk improvements and
stripe shoulder along Springbrook Road starting near Gilmore Court to about Regency Court.
Supervisor District --
416.SR 239 Transportation Corridor Improvements (CTPL) -- SR 239 Transportation Corridor
Improvements - This project is to build the SR 239 freeway in the southeast portion of the
County. Supervisor District 3 -- East County (unincorporated)
417.SR 24 Bikeway (CTPL) -- SR 24 Bikeway - This project is to study and construct a bikeway along
the SR 24 corridor. Supervisor District 2 -- Walnut Creek (unincorporated)
418.SR 4 & Discovery Bay Blvd Intersection Improvements (CTPL) -- This project is to improve the
intersection. Supervisor District 3 -- Discovery Bay
419.SR 4 & Byron Highway Intersection Improvements South (East County Regional AOB) -- This
project is to improve the intersection. Supervisor District 3 -- East County (unincorporated)
420.SR 4 & Byron Highway South Intersection Widening (Phase 2) (AOB) -- State Route 4 & Byron
Highway (South) Intersection Widening (Phase 2) (East County Regional AOB) – This project
proposes to widen the existing pavement on Byron Highway’s portion of the intersection to
provide turn lanes onto State Route 4. Supervisor District Supervisor 3 -- East County
(unincorporated)
421.SR 4 & Newport Drive Intersection Improvements (Discovery Bay AOB) -- Signalize the
intersection, restripe, and install curb ramps. Supervisor District 3 -- Discovery Bay
422.SR 4 & Newport Drive Signal (Discovery Bay AOB) -- State Route 4 & Newport Drive Signal
(Discovery Bay AOB) – This project proposes to install a new traffic signal at the intersection of
State Route 4 and Newport Drive in cooperation with Caltrans. Supervisor District Supervisor 3 -
- East County (unincorporated)
423.SR 4 Bicycle Facilities Improvements -- Newport Drive to Discovery Bay Boulevard (Discovery Bay
AOB) -- This project is to study and construct bicycle facilies along SR 4 in the Discovery Bay area.
Supervisor District 3 -- Discovery Bay
424.SR 4 Bridge Widening at Bixler Road and Discovery Bay Boulevard (Discovery Bay AOB) -- This
project is to widen the bridges on SR 4. Supervisor District 3 -- Discovery Bay
425.SR 4 West Bikeway (CTPL) -- The project will construct a bicycle path parallel to State Route 4
West. Supervisor District 5 -- Martinez(unincorporated)
426.SR 4 Widening - Bixler Road to Discovery Bay Boulevard (Discovery Bay Nexus Study) -- This
project proposes to widen about 1.2 miles of State Route 4, from Bixler Road to Discovery Bay
Capital Road Improvement and Preservation Program (CRIPP)
Report for 2024 through 2031.
D-35
Boulevard, to construct four 12-ft travel lanes and 8-ft shoulders/bike lanes. Supervisor District 3
-- East County (unincorporated)
427.SR 4 Widening - Byron Highway and Regetta Drive (CTPL) -- State Route 4 Widening – Byron
Highway to Regatta Drive (Discovery Bay AOB) – This project proposes to widen State Route 4
between Byron Highway and Regatta Drive. Supervisor District -- East County (unincorporated)
428.SR 4 Widening -- Byron Highway and Regatta Drive (Discovery Bay Nexus Study) -- Project will
widen SR 4 to provide four 12-foot travel lanes between Byron Highway and Regatta Drive.
Supervisor District 3 -- East County (unincorporated)
429.SR 4 Widening Project -- Marsh Creek Road to San Joaquin County (CTPL) -- This project will
widen State Route 4 from a 2-lane roadway to a 4-lane arterial from Marsh Creek Road to the
San Joaquin County line. Supervisor District 3 -- East County (unincorporated)
430. SR239 - Preconstruction Activities (ECCRFFA) -- This project includes preconstruction activities
that includes full environmental approval, design and ROW protection. No construction costs
and excludes all activities associated with the Vasco Road-Byron Highway Connector segment.
Supervisor District 3 -- East County (unincorporated)
431.SR239/Trilink: Byron Airport Connector (CTPL) -- SR239/Trilink: Vasco Road-Byron Highway
Connector – This project proposes to construct a new roadway as part of the future Route 239
connector between Vasco Road and Byron Highway. Supervisor District 3 -- East County
(unincorporated)
432.SR239: Vasco Road – Byron Highway Connector Segment (ECCRFFA) -- This project is to construct
a new 2-lane roadway between Vasco Road and Byron Highway and associated local
improvements. Supervisor District 3 -- East County (unincorporated)
433.Stone Valley Road & Miranda Avenue Intersection Improvements (CTPL) -- Stone Valley Road &
Miranda Avenue Intersection Improvements (Alamo AOB) - This project proposes to improve
intersection capacity on Miranda Ave. Supervisor District --
434.Stone Valley Road & Roundhill Road Intersection Improvements (CTPL) -- This project proposes
to construct crosswalk improvements at the Roundhill Road intersection. Supervisor District 2 --
Alamo
435.Stone Valley Road & Smith Road Intersection Improvements (CTPL) -- This project proposes to
install a left turn lane at Smith Road. Supervisor District 2 -- Alamo
436.Stone Valley Road Bicycle Improvements (ATP) -- Upgrade to buffered bike lanes. Supervisor
District 2 -- Alamo
437.Stone Valley Road Improvements - High Eagle Road to Roundhill Road (CTPL) -- Delete -
Completed Project Supervisor District Supervisor 2 -- Alamo
438.Stone Valley Road Improvements - Roundhill Road to Glenwood Court (CTPL) -- Supervisor
District Supervisor 2 -- Alamo
Capital Road Improvement and Preservation Program (CRIPP)
Report for 2024 through 2031.
D-36
439.Stone Valley Road Improvements - Stone Valley Way to High Eagle Road (CTPL) – This project is
to improve Stone Valley Road -- Supervisor District 2 -- Alamo
440.Sunset Road & Byron Highway Intersection Improvements (Vision Zero - Tier II) This project is to
improve the intersection. Supervisor District 3 -- Byron
441.Sunset Road Widening - Sellers Avenue to Byron Highway (East County Regional AOB) -- Widen
shoulders and restripe with bike lanes. Supervisor District 3 -- Knightsen
442.Sycamore Avenue Bicycle Improvements (ATP) -- This project proposes to stripe Class IIB
buffered bike lanes to connect to Franklin Canyon trail. Supervisor District 5 -- Rodeo
443.Tara Hills Drive Complete Streets Project (CTPL) -- Tara Hills Drive Complete Streets Project (CTPL)
–This project proposes to install bicycle and pedestrian improvements along Tara Hills Drive in
the Tara Hills area. Supervisor District Supervisor 1 -- Tara Hills
444.Tara Hills Drive Pedestrian Safety Improvements and Traffic Calming -- San Pablo Avenue to City
of Pinole (West County AOB) -- This project proposes to install vehicle and pedestrian
improvements along Tara Hills Drive in the Tara Hills area. Supervisor District 1 -- Tara Hills
445.Tice Valley Boulevard Bicycle and Pedestrian Improvements (Central County AOB) -- This project
is to construct complete streets improvements along Tice Valley Boulevard. Supervisor District 2
-- Saranap
446.Tice Valley Boulevard Complete Streets Improvements -- Tice Valley Lane to 200' East of Tice
Hollow Court (Central County AOB) - This project is to construct complete streets improvements
along Tice Valley Boulevard. Supervisor District 2 -- Saranap
447.Tice Valley Road Bicycle Improvements - Tice Valley Lane to Crest Avenue (ATP) -- Extend Class II
bike lanes to Crest Ave. Supervisor District 2 -- Alamo
448.Treat Boulevard & Buskirk Avenue Intersection Improvements (CTPL) -- This project is to improve
bicycle and pedestrian facilities at the intersection of Treat Boulevard and Buskirk Avenue per
the Countywide Bicycle and Pedestrian Plan. Supervisor District 4 -- Contra Costa Centre
449.Treat Boulevard & Jones Road Intersection Improvements (Central County AOB) -- This project
modifies the intersection of Treat Boulevard and Jones Road to improve its level of service. The
project will construct an additional left turn bay to the southbound approach of Jones Road, as
well as a new right turn lane to northbound Jones Supervisor District 4 -- Contra Costa Centre
450.Treat Boulevard (I-680 Overcrossing) Bicycle and Pedestrian Improvements (CTPL) -- Treat
Boulevard Bicycle and Pedestrian Improvements - I-680 Overcrossing to Jones Road
(NEW)(Central County AOB) – This project is to improve bicycle and pedestrian accessibility and
safety along Treat Boulevard from Main Street to Jones Road. Supervisor District Supervisor 4 --
Walnut Creek (unincorporated)
451.Treat Boulevard Bicycle Improvements - Jones Road to Walnut Creek City Limits (Central County
AOB) -- This project will construct 5-ft bike lanes to improve bicycle accessibility and safety along
Treat Boulevard east of Jones Road. Supervisor District 4 -- Walnut Creek (unincorporated)
Capital Road Improvement and Preservation Program (CRIPP)
Report for 2024 through 2031.
D-37
452.Treat Boulevard Complete Streets Improvements -- I-680 Overpass to Jones Road (CTPL) The
proposed project implements Class IV buffered bicycle lanes with green markings and vertical
elements. The buffered bike lanes are provided by narrowing existing lanes. Supervisor District 2
-- Contra Costa Centre
453.Valley View Rd Sidewalk - Olinda Rd to existing sidewalk 250 feet north of Olinda Rd (CTPL) --
Supervisor District 1 – El Sobrante
454.Valley View Road Bicycle Improvements (ATP) -- Widen and buffer bike lanes, close bike lane
gaps. Supervisor District 1 -- El Sobrante
455.Valley View Road Improvements - Appian Way to City of Richmond (CTPL) -- This project
proposes to improve Valley View Road from Appian Way to the City of Richmond. Supervisor
District 1 -- El Sobrante
456.Valley View Road Improvements - City of Richmond to San Pablo Dam Road (CTPL) -- This project
proposes to widen Valley View Road from City of Richmond to San Pablo Dam Road. Supervisor
District 1 -- El Sobrante
457.Valley View Road Widening - San Pablo Dam Road to Appian Way (CTPL) -- This project proposes
to widen Valley View Road from City of Richmond to San Pablo Dam Road. Supervisor District 1
-- El Sobrante
458.Vasco Road / Camino Diablo Intersection Improvements (HSIP Cycle 10) -- This project will
construct additional features to improve the safety of the Vasco Road/Camino Diablo
intersection, including Active Dilemma Detection Zone cameras, deceleration and acceleration
lanes. Supervisor District 3 -- East County (unincorporated)
459.Vasco Road and Walnut Boulevard Safety Improvements (HSIP Cycle 10) -- This project will
construct safety improvements at the intersection of Vasco Road and Walnut Boulevard
Supervisor District 3 -- East County (unincorporated)
460.Vasco Road Safety Improvements Phase 2 (PWD) -- This project proposes to widen the roadway
and to construct a median barrier for about 1.5 miles of Vasco Road. Work also includes
widening a single span bridge, constructing wildlife crossings, and constructing mechanically
stabilized earth (MSE) retaini Supervisor District 3 -- East County (unincorporated)
461.Vasco Road Safety Improvements - Various Locations (Staff) -- This project will construct multiple
safety improvements along Vasco Road. Supervisor District 3 -- East County (unincorporated)
462.Vasco Road Safety Improvements - Walnut Boulevard to Camino Diablo (HSIP Cycle 11) -- This
project will install a no-passing lane and centerline rumble strips to improve safety at the
intersection. Supervisor District 3 -- East County (unincorporated)
463.Vasco Road Widening (ECCRFFA) -- This project widens Vasco Road to 4 lanes from Marsh Creek
Road to the County line. Supervisor District 3 -- East County (unincorporated)
Capital Road Improvement and Preservation Program (CRIPP)
Report for 2024 through 2031.
D-38
464.Verde Elementary School Secondary Access () -- Verde Elementary School Secondary Access
(North Richmond AOB) – This project is to provide a secondary access to Verde Elementary.
Currently, vehicular traffic can only enter from Giaramita Street. Supervisor District --
465.Via Verde -- San Pablo Creek Bridge to downtown San Pablo Dam Road (Richmond/El Sobrante
AOB) -- Construct a pedestrian bridge over San Pablo Creek between Via Verdi and Appian Way.
Supervisor District 1 -- El Sobrante
466.Walnut Boulevard & Vasco Road Intersection Improvements (Vision Zero - Tier II) -- VZ Tier 2
project, no scoping done. Supervisor District 3 -- Byron
467.Walnut Boulevard Bicycle and Pedestrian Improvements (ECCRFFA) -- This project is to provide
bicycle and pedestrian improvements to Walnut Boulevard. Supervisor District 3 -- Walnut
Creek (unincorporated)
468.Walnut Boulevard Bicycle Improvements - Armstrong Road to Camino Diablo (ATP) -- Add Class II
bike lanes along Walnut Blvd. Supervisor District 3 -- East County (unincorporated)
469.Walnut Boulevard Bicycle Improvements - Marsh Creek Road to Vasco Road (Community) --
Walnut Blvd Bicycle Improvements - Marsh Creek Road to Vasco Road – This project proposes to
construct bicycle roadway improvements along Walnut Boulevard (Brentwood) from Marsh
Creek Road to Vasco Road. Supervisor District 3 -- East County (unincorporated)
470.Walnut Boulevard Complete Streets Improvements -- Valley View Lane to 250' Northwest of
Walnut Court (Central County AOB) -- Walnut Boulevard Complete Street Improvements (Central
County AOB) - This project is to install sidewalks on both sides of Walnut Boulevard from View
Lane to 250' northwest of Walnut Court. Supervisor District 4 --
471.Walnut Boulevard Pedestrian Improvements - View Lane to 250' west of Walnut Court (Central
County AOB) -- Walnut Boulevard Pedestrian Improvements - View Ln to 250' west of Walnut
Court (Central County AOB) – This project is to construct pedestrian and bicycle facilities along
Walnut Boulevard from View land to 250’ west of Walnut Court. Supervisor District 4 --
472.Walnut Boulevard Road Widening Project -- City of Brentwood to Marsh Creek Road (CTPL) --
This project is to widen Walnut Boulevard between Marsh Creek Road and the City of Brentwood
line to 4 lanes. Supervisor District 3 -- East County (unincorporated)
473.Walnut Boulevard Safety Improvements () -- Walnut Boulevard Safety Improvements - This
project is to construct bicycle and pedestrian improvements. Supervisor District --
474.Walnut Boulevard Shoulder Widening - Marsh Creek Road to Vasco Road (HSIP Cycle 11) -- This
project is to install bike lanes by widening and restriping the roadway and install a centerline
rumble strip. Supervisor District 3 -- East County (unincorporated)
475.Walnut Boulevvard Pedestrian Improvements (Central County AOB) -- Construct sidewalks on
both sides of road within project limits. Supervisor District 4 -- Walnut Creek (unincorporated)
476.Walnut Heights Area -- Road Safety Improvements () -- 1) Mountain View Boulevard Pedestrian
Improvements – San Miguel Drive to Walnut Boulevard (Central County AOB) – This project
Capital Road Improvement and Preservation Program (CRIPP)
Report for 2024 through 2031.
D-39
proposes to construct pedestrian and bicycle facilities along Mountain View Boulevard from San
Miguel Drive to Walnut Boulevard. Supervisor District --
477.Waterbird Way Bicycle Improvements (ATP) -- This project proposes to stripe bike lanes.
Supervisor District 5 -- Martinez(unincorporated)
478.Waterfront Road Bicycle Improvements - I-680 to Waterbird Way (ATP) -- Pave shoulder and
stripe Class II buffered bike lanes. Supervisor District 5 -- Martinez(unincorporated)
479.Waterfront Road Bicycle Improvements - Waterbird Way to Future Iron Horse Trail (ATP) --
Extend bike lane son Waterfront Rd to future Pacheco Marsh Park. Supervisor District 5 --
Martinez(unincorporated)
480.Waterfront Road Grade Change Project (PWD) -- This project is to raise the roadway in
anticipation of global sea level rise. A portion of the roadway is bordered by McNabney Marsh
and other wetlands that occasionally spill onto the roadway. Supervisor District 5 --
Martinez(unincorporated)
481.Wayfinding Signage Placement for Walnut Creek and Iron Horse Trail () -- Wayfinding Signage
Placement for Walnut Creek and Iron Horse Trail — This project proposes to co-sponsor with the
City of Walnut Creek to install wayfinding signs in the unincorporated Walnut Creek area.
Supervisor District --
482.West County Striped Intersection with Beacons -- Various Schools (Proposed West County AOB) -
-This project is improve pedestrian crossing at two schools in the Tara Hills area. Supervisor
District 1 -- Tara Hills
483.Whyte Park Avenue Sidewalk Project -- Boulevard Way to Bridge Road (CTPL) -- This project
proposes to construct sidewalk between Boulevard Way and Bridge Road. Supervisor District 2 -
- Walnut Creek (unincorporated)
484.Wildcat Creek Trail Improvements (ATP) -- This project proposes to either upgrade the trail
undercrossing to prevent flooding OR provide at-grade trail crossing. Supervisor District 1 --
North Richmond
485.Willow Pass Road & Bailey Road Intersection Improvements (AOB) -- Willow Pass Road & Bailey
Road Intersection Improvements (Bay Point AOB) – This project is to widen Willow Pass Road to
accommodate an additional westbound turn lane and new eastbound right turn lane. Supervisor
District Supervisor 5 -- Bay Point
486.Willow Pass Road & Evora Road Intersection Improvements (Bay Point AOB/ Vision Zero Tier
II/ATP) -- This project proposes intersection improvements including signal modifications and the
addition of second left turn lanes at westbound Evora Road and northbound Willow Pass Road,
and a right turn lane at eastbound Evora Road. Supervisor District 5 -- Bay Point
487.Willow Pass Road (West) & SR 4 Interchange Improvements (Bay Point AOB/ Vision Zero Tier II) --
This project is to install new traffic signals at the interchange of Willow Pass Road (West) and SR
4 westbound and eastbound off ramps. Supervisor District 5 -- Bay Point
Capital Road Improvement and Preservation Program (CRIPP)
Report for 2024 through 2031.
D-40
488.Willow Pass Road -- Signalize Eastbound and Westbound Off-ramps of State Route 4 () --
Supervisor District --
489.Willow Pass Road Bicycle and Pedestrian Enhancements (ATP) -- This project will either constrcut
a two-way Class I bike path or Class IV cycle track and sidewalk on the south side of Willow Pass
Road. Supervisor District 5 -- Bay Point
490.Willow Pass Road Bicycle Improvements - Avila Road to Evora Road (ATP) -- This project will
construct a bicycle safety project through interchange, where coordination with Caltrans will be
needed. Supervisor District 5 -- Bay Point
491.Willow Pass Road Complete Streets (ATP) -- This Complete Street Project will construct class IV
separated bike lanes, intersection safety improvements, crosswalk enhancements, and sidewalk
gap closures. Supervisor District 5 -- Bay Point
492.Willow Pass Road Improvements - Bailey Road to Pittsburg City Limits (ECCRFFA) -- This project
proposes to widen Willow Pass Road to provide four travel lanes and an application of slurry.
Supervisor District 5 -- Bay Point
493.Willow Pass Road Improvements - Evora Road to SR 4 (Bay Point AOB) -- This project is to widen
Willow Pass Road to add a second right turn on southbound Evora Rd onto the westbound SR 4
on-ramp and two left turn pockets onto the SR 4 eastbound on-ramp. Supervisor District 5 --
Bay Point
494.Willow Pass Road Restriping - Bailey Road to Pittsburg City Limit (Bay Point AOB) -- This project
proposes to restripe Willow Pass Road to provide four travel lanes and an application of slurry.
Supervisor District 5 -- Bay Point
495.Willow Pass Road Road Diet (Vision Zero - Tier I) -- Road diet between Port Chicago Highway and
N Broadway Avenue and install protected bike lanes, and restripe all crosswalks. Supervisor
District 5 -- Bay Point
Capital Road Improvement and Preservation Program (CRIPP)
Report for 2024 through 2031.
1025 ESCOBAR STREET
MARTINEZ, CA 94553CONTRA COSTA COUNTY
Legislation Details (With Text)
File #: Version:124-3463 Name:
Status:Type:Consent Item Passed
File created:In control:10/14/2024 BOARD OF SUPERVISORS
On agenda:Final action:10/22/2024 10/22/2024
Title:DENY claims filed by George Joseph Arsenith; Eugene Bordegaray; CSAA a subrogee of Richard C.
Camara; Patricia Gleason; Edison Learson; Melissa Menez; John Putt (4); Ricky Dwayne Redd;
Kamani Stelly; Subroclaims o/b/o Geico a/s/o Thupten Dharab; and Latrell White Jr. DENY amended
claims filed by Praveen Gupta; and Coral Michel.
Attachments:
Action ByDate Action ResultVer.Tally
approvedBOARD OF SUPERVISORS10/22/2024 1 Pass
To:Board of Supervisors
From:Monica Nino, County Administrator
Report Title:Claims
☒Recommendation of the County Administrator ☐ Recommendation of Board Committee
RECOMMENDATIONS:
DENY claims filed by George Joseph Arsenith; Eugene Bordegaray; CSAA a subrogee of Richard C. Camara;
Patricia Gleason; Edison Learson; Melissa Menez; John Putt (4); Ricky Dwayne Redd; Kamani Stelly;
Subroclaims o/b/o Geico a/s/o Thupten Dharab; and Latrell White Jr. DENY amended claims filed by Praveen
Gupta; and Coral Michel.
FISCAL IMPACT:
No fiscal impact.
BACKGROUND:
George Joseph Arsenith: Personal injury claim related to asbestos exposure in the amount of $50,000,000.
Eugene Bordegaray: Property claim for damage to roof gutters in the amount of $644.
CSAA a/s/o Richard C. Camara: Property claim for damage to vehicle in the amount of $7,651.82.
Patricia Gleason: Property claim for damage to vehicle in the amount of $863.75.
Edison Learson: Property claim for missing shoes in the amount of $67.
Melissa Menez: Property claim for damage to vehicle in the amount of $3,289.04.
John Putt (4): Employment claim for wrongful termination in an amount to be determined.
Ricky Dwayne Redd: Civil rights claim related to excessive force in the amount of $75,000.
Kamani Stelly: Civil rights claim related to excessive force in the amount $100,000.
CONTRA COSTA COUNTY Printed on 12/11/2024Page 1 of 2
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Subroclaims o/b/o Geico a/s/o Thupten Dharab: Property claim for damage to vehicle in the amount of
$25,537.37.
Latrell White Jr.: Personal injury claim related to bus accident in an amount to exceed $35,000.
Praveen Gupta: Amended real property claim for loss of access to property in the amount of $548,420.
Coral Michel: Amended personal injury claim related to scooter accident in the amount of $100,000,000.
CONSEQUENCE OF NEGATIVE ACTION:
Not acting on the claims could extend the claimants’ time limits to file actions against the County.
CONTRA COSTA COUNTY Printed on 12/11/2024Page 2 of 2
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1025 ESCOBAR STREET
MARTINEZ, CA 94553CONTRA COSTA COUNTY
Legislation Details (With Text)
File #: Version:124-3465 Name:
Status:Type:Consent Item Passed
File created:In control:10/2/2024 BOARD OF SUPERVISORS
On agenda:Final action:10/22/2024 10/22/2024
Title:RECEIVE report concerning the final settlement of Pamela Kirk-Veasey vs. Costa County; and
AUTHORIZE payment from the Workers' Compensation Internal Service Fund in an amount not to
exceed $125,000, as recommended by the Director of Risk Management. (100% Workers'
Compensation Internal Service Fund)
Attachments:
Action ByDate Action ResultVer.Tally
approvedBOARD OF SUPERVISORS10/22/2024 1 Pass
To:Board of Supervisors
From:Karen Caoile, Director of Risk Management
Report Title:Final Settlement of Claim, Pamela Kirk-Veasey vs. Contra Costa County
☒Recommendation of the County Administrator ☐ Recommendation of Board Committee
RECOMMENDATIONS:
RECEIVE this report concerning the final settlement of Pamela Kirk-Veasey and AUTHORIZE payment from
the Workers' Compensation Internal Service Fund in an amount not to exceed $125,000.
FISCAL IMPACT:
Workers' Compensation Internal Service Fund payment of $125,000.
BACKGROUND:
Attorney Mark A. Cartier, defense counsel for the County, has advised the County Administrator that within
authorization an agreement has been reached settling the workers' compensation claim of Pamela Kirk-Veasey
v. Contra Costa County. The Board's October 1, 2024 closed session vote was: Supervisors Gioia, Andersen,
Burgis, Carlson and Glover - Yes. This action is taken so that the terms of this final settlement and the earlier
October 1, 2024 closed session vote of this Board authorizing its negotiated settlement are known publicly.
CONSEQUENCE OF NEGATIVE ACTION:
Case will not be settled.
CONTRA COSTA COUNTY Printed on 12/11/2024Page 1 of 2
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1025 ESCOBAR STREET
MARTINEZ, CA 94553CONTRA COSTA COUNTY
Legislation Details (With Text)
File #: Version:124-3466 Name:
Status:Type:Consent Item Passed
File created:In control:10/3/2024 BOARD OF SUPERVISORS
On agenda:Final action:10/22/2024 10/22/2024
Title:RECEIVE report concerning the final settlement of Anita Wright vs. Contra Costa County; and
AUTHORIZE payment from the Workers' Compensation Internal Service Fund in an amount not to
exceed $110,000, as recommended by the Director of Risk Management. (100% Workers'
Compensation Internal Service Fund)
Attachments:
Action ByDate Action ResultVer.Tally
approvedBOARD OF SUPERVISORS10/22/2024 1 Pass
To:Board of Supervisors
From:Karen Caoile, Director of Risk Management
Report Title:Click or tap here to enter text.
☒Recommendation of the County Administrator ☐ Recommendation of Board Committee
RECOMMENDATIONS:
RECEIVE this report concerning the final settlement of Anita Wright and AUTHORIZE payment from the
Workers' Compensation Internal Service Fund in an amount not to exceed $110,000.
FISCAL IMPACT:
Workers' Compensation Internal Service Fund payment of $110,000.
BACKGROUND:
Attorney Suzanne M. Aboujudom, defense counsel for the County, has advised the County Administrator that
within authorization an agreement has been reached settling the workers' compensation claim of Anita Wright v.
Contra Costa County. The Board's October 1, 2024 closed session vote was: Supervisors Gioia, Andersen,
Burgis, Carlson and Glover - Yes. This action is taken so that the terms of this final settlement and the earlier
October 1, 2024 closed session vote of this Board authorizing its negotiated settlement are known publicly.
CONSEQUENCE OF NEGATIVE ACTION:
Case will not be settled.
CONTRA COSTA COUNTY Printed on 12/11/2024Page 1 of 2
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1025 ESCOBAR STREET
MARTINEZ, CA 94553CONTRA COSTA COUNTY
Legislation Details (With Text)
File #: Version:124-3467 Name:
Status:Type:Consent Item Passed
File created:In control:10/4/2024 BOARD OF SUPERVISORS
On agenda:Final action:10/22/2024 10/22/2024
Title:RECEIVE report concerning the final settlement of Kevin Dotts vs. Contra Costa County; and
AUTHORIZE payment from the Workers' Compensation Internal Service Fund in an amount not to
exceed $96,560, as recommended by the Director of Risk Management. (100% Workers'
Compensation Internal Service Fund)
Attachments:
Action ByDate Action ResultVer.Tally
approvedBOARD OF SUPERVISORS10/22/2024 1 Pass
To:Board of Supervisors
From:Karen Caoile, Director of Risk Management
Report Title:Final Settlement of Claim, Kevin Dotts vs. Contra Costa County
☒Recommendation of the County Administrator ☐ Recommendation of Board Committee
RECOMMENDATIONS:
RECEIVE this report concerning the final settlement of Kevin Dotts and AUTHORIZE payment from the
Workers' Compensation Internal Service Fund in an amount not to exceed $96,560.
FISCAL IMPACT:
Workers' Compensation Internal Service Fund payment of $96,560.
BACKGROUND:
Attorney Leslie A. Leyton, defense counsel for the County, has advised the County Administrator that within
authorization an agreement has been reached settling the workers' compensation claim of Kevin Dotts v. Contra
Costa County. The Board's October 1, 2024 closed session vote was: Supervisors Gioia, Andersen, Burgis,
Carlson and Glover - Yes. This action is taken so that the terms of this final settlement and the earlier October
1, 2024 closed session vote of this Board authorizing its negotiated settlement are known publicly.
CONSEQUENCE OF NEGATIVE ACTION:
Case will not be settled.
CONTRA COSTA COUNTY Printed on 12/11/2024Page 1 of 2
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1025 ESCOBAR STREET
MARTINEZ, CA 94553CONTRA COSTA COUNTY
Legislation Details (With Text)
File #: Version:124-3468 Name:
Status:Type:Consent Item Passed
File created:In control:10/10/2024 BOARD OF SUPERVISORS
On agenda:Final action:10/22/2024 10/22/2024
Title:RECEIVE report concerning the final settlement of Clintonia Walker vs. Contra Costa County; and
AUTHORIZE payment from the Workers' Compensation Internal Service Fund in an amount not to
exceed $65,000, as recommended by the Director of Risk Management. (100% Workers'
Compensation Internal Service Fund)
Attachments:
Action ByDate Action ResultVer.Tally
approvedBOARD OF SUPERVISORS10/22/2024 1 Pass
To:Board of Supervisors
From:Karen Caoile, Director of Risk Management
Report Title:Final Settlement of Claim, Clintonia Walker vs. Contra Costa County
☒Recommendation of the County Administrator ☐ Recommendation of Board Committee
RECOMMENDATIONS:
RECEIVE this report concerning the final settlement of Clintonia Walker and AUTHORIZE payment from the
Workers' Compensation Internal Service Fund in an amount not to exceed $65,000.
FISCAL IMPACT:
Workers' Compensation Internal Service Fund payment of $65,000.
BACKGROUND:
Attorney Leslie A. Leyton, defense counsel for the County, has advised the County Administrator that within
authorization an agreement has been reached settling the workers' compensation claim of Clintonia Walker v.
Contra Costa County. The Board's October 8, 2024 closed session vote was: Supervisors Gioia, Andersen,
Burgis, Carlson and Glover - Yes. This action is taken so that the terms of this final settlement and the earlier
October 8, 2024 closed session vote of this Board authorizing its negotiated settlement are known publicly.
CONSEQUENCE OF NEGATIVE ACTION:
Case will not be settled.
CONTRA COSTA COUNTY Printed on 12/11/2024Page 1 of 2
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1025 ESCOBAR STREET
MARTINEZ, CA 94553CONTRA COSTA COUNTY
Legislation Details (With Text)
File #: Version:124-3469 Name:
Status:Type:Consent Item Passed
File created:In control:10/10/2024 BOARD OF SUPERVISORS
On agenda:Final action:10/22/2024 10/22/2024
Title:RECEIVE report concerning the final settlement of Erik Steele vs. Contra Costa County; and
AUTHORIZE payment from the Workers' Compensation Internal Service Fund in an amount not to
exceed $65,000, as recommended by the Director of Risk Management. (100% Workers'
Compensation Internal Service Fund)
Attachments:
Action ByDate Action ResultVer.Tally
approvedBOARD OF SUPERVISORS10/22/2024 1 Pass
To:Board of Supervisors
From:Karen Caoile, Director of Risk Management
Report Title:Final Settlement of Claim, Erik Steele vs. Contra Costa County
☒Recommendation of the County Administrator ☐ Recommendation of Board Committee
RECOMMENDATIONS:
RECEIVE this report concerning the final settlement of Erik Steele and AUTHORIZE payment from the
Workers' Compensation Internal Service Fund in an amount not to exceed $65,000.
FISCAL IMPACT:
Workers' Compensation Internal Service Fund payment of $65,000.
BACKGROUND:
Attorney Leslie A. Leyton, defense counsel for the County, has advised the County Administrator that within
authorization an agreement has been reached settling the workers' compensation claim of Erik Steele v. Contra
Costa County. The Board's October 8, 2024 closed session vote was: Supervisors Gioia, Andersen, Burgis,
Carlson and Glover - Yes. This action is taken so that the terms of this final settlement and the earlier October
8, 2024 closed session vote of this Board authorizing its negotiated settlement are known publicly.
CONSEQUENCE OF NEGATIVE ACTION:
Case will not be settled.
CONTRA COSTA COUNTY Printed on 12/11/2024Page 1 of 2
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1025 ESCOBAR STREET
MARTINEZ, CA 94553CONTRA COSTA COUNTY
Legislation Details (With Text)
File #: Version:124-3470 Name:
Status:Type:Consent Item Passed
File created:In control:10/10/2024 BOARD OF SUPERVISORS
On agenda:Final action:10/22/2024 10/22/2024
Title:RECEIVE report concerning the final settlement of Patrice Newell vs. Contra Costa County; and
AUTHORIZE payment from the Workers' Compensation Internal Service Fund in an amount not to
exceed $95,000, as recommended by the Director of Risk Management. (100% Workers'
Compensation Internal Service Fund)
Attachments:
Action ByDate Action ResultVer.Tally
approvedBOARD OF SUPERVISORS10/22/2024 1 Pass 5:0
To:Board of Supervisors
From:Karen Caoile, Director of Risk Management
Report Title:Final Settlement of Claim, Patrice Newell vs. Contra Costa County
☒Recommendation of the County Administrator ☐ Recommendation of Board Committee
RECOMMENDATIONS:
RECEIVE this report concerning the final settlement of Patrice Newell and AUTHORIZE payment from the
Workers' Compensation Internal Service Fund in an amount not to exceed $95,000.
FISCAL IMPACT:
Workers' Compensation Internal Service Fund payment of $95,000.
BACKGROUND:
Attorney Leslie A. Leyton, defense counsel for the County, has advised the County Administrator that within
authorization an agreement has been reached settling the workers' compensation claim of Patrice Newell v.
Contra Costa County. The Board's October 8, 2024 closed session vote was: Supervisors Gioia, Andersen,
Burgis, Carlson and Glover - Yes. This action is taken so that the terms of this final settlement and the earlier
October 8, 2024 closed session vote of this Board authorizing its negotiated settlement are known publicly.
CONSEQUENCE OF NEGATIVE ACTION:
Case will not be settled.
CONTRA COSTA COUNTY Printed on 12/11/2024Page 1 of 2
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1025 ESCOBAR STREET
MARTINEZ, CA 94553CONTRA COSTA COUNTY
Legislation Details (With Text)
File #: Version:1RES 2024-
358
Name:
Status:Type:Consent Resolution Passed
File created:In control:10/10/2024 BOARD OF SUPERVISORS
On agenda:Final action:10/22/2024 10/22/2024
Title:ADOPT Resolution No. 2024-358 authorizing the Sheriff-Coroner, or designee, to apply for and accept
the U.S. Department of Justice, FY2024 Edward Byrne Memorial Justice Assistance Grant (JAG) in
an initial amount of $181,670 for support of countywide law enforcement programming for the initial
period of October 1, 2024 through September 30, 2028. (100% Federal)
Attachments:
Action ByDate Action ResultVer.Tally
adoptedBOARD OF SUPERVISORS10/22/2024 1 Pass
To: Board of Supervisors
From:David O. Livingston, Sheriff-Coroner
Report Title:Apply for and Accept a 2024 Justice Assistance Grant
☒Recommendation of the County Administrator ☐ Recommendation of Board Committee
RECOMMENDATIONS:
ADOPT a Resolution authorizing the Sheriff-Coroner, or designee, to apply for and accept, subject to compliance with
certifications, the U.S. Department of Justice, FY2024 Edward Byrne Memorial Justice Assistance Grant (JAG) in an
initial amount of $181,670 for support of countywide law enforcement programming for the initial period of October 1,
2024 through September 30, 2028.
FISCAL IMPACT:
$181,670, 100% Federal; No County match is required. The participating cities and County allocations are as follows:
County Allocation:$23,061
Antioch Allocation:$43,462
Concord Allocation:$41,920
Richmond Allocation:$73,227
Total grant award:$181,670
The County portion of $23,061 will be the Sheriff-Coroner’s Office allocation. This allocation includes $7,930 which is
5% of total cities’ allocations for the Sheriff-Coroner’s Office serving as the fiscal agent (including grant management
and administration), for the JAG 2024 grant. The $7,930 will cover management and administration costs of the grant,
including personnel and operational costs directly related to grant management. (CFDA 16.738)
BACKGROUND:
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The Edward Byrne Memorial Justice Assistance Grant (JAG) Program is the primary provider of federal criminal justice
funding to state and local jurisdictions. The JAG FY2024 Grant is a formula grant with emphasis on assisting local efforts
to prevent or reduce crime and violence. Established to streamline justice funding and grant administration, the JAG
Program allows states, tribes, and local governments to support a broad range of activities to prevent and control crime
based on their own local needs and conditions.
The Bureau of Justice Statistics (BJS) calculates a minimum base allocation for each state. Once the state funding is
calculated, 60 percent of the allocation is awarded to the state and 40 percent to eligible units of local government. Local
governments are awarded amounts based on their share of the total violent crime reported within the state. Based on a
formula allocation, Contra Costa County has been designated as a disparate jurisdiction because a city within the county
is scheduled to receive 150% more than the county while the county bears more than 50% of the costs associated with the
prosecution and incarceration of that city’s Part 1 violent crime.
Jurisdictions certified as disparate must identify a fiscal agent that will submit a joint application for the total eligible
allocation. The Office of the Sheriff has been designated as the fiscal agent for this grant, and if approved, will manage
and oversee the distribution of the funds for all participating agencies within the county.
The eligible jurisdictions within Contra Costa County have a scheduled distribution totaling $181,670 with $23,061
allocated to the County. If approved, the county allocation will go directly to the Office of the Sheriff.
CONSEQUENCE OF NEGATIVE ACTION:
If unapproved, the Sheriff’s Office will be unable to apply for and accept the grant from the U.S. Department of Justice,
and will impact eligible local cities.
THE BOARD OF SUPERVISORS OF CONTRA COSTA COUNTY, CALIFORNIA
and for Special Districts, Agencies and Authorities Governed by the Board
IN THE MATTER OF Applying for and Accepting the U.S. Department of Justice 2024 Edward Bryne
Memorial Justice Assistance Grant (JAG).
WHEREAS, The County of Contra Costa is seeking funds available through the U.S. Department of Justice;
NOW, THEREFORE, BE IT RESOLVED that the Board of Supervisors of Contra Costa County does hereby
authorize the Sheriff-Coroner, Undersheriff, or the Sheriff’s Chief of Management Services, to execute for and
on behalf of the County of Contra Costa, a public entity established under the laws of the State of California,
any actions necessary for the purpose of obtaining Federal financial assistance, including grant modifications
and extensions, provided by the U.S. Department of Justice related to the 2024 Edward Byrne Memorial Justice
Assistance Grant.
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1025 ESCOBAR STREET
MARTINEZ, CA 94553CONTRA COSTA COUNTY
Legislation Details (With Text)
File #: Version:1RES 2024-
359
Name:
Status:Type:Consent Resolution Passed
File created:In control:10/10/2024 BOARD OF SUPERVISORS
On agenda:Final action:10/22/2024 10/22/2024
Title:ADOPT Resolution No. 2024-359 approving and authorizing the Sheriff-Coroner, or designee, to apply
for and accept a grant from the California Department of Alcoholic Beverage Control, in an initial
amount of $38,400 to fund proactive enforcement targeting the unauthorized sale of alcoholic
beverages within the County for the period October 1, 2024 through August 31, 2025. (100% State)
Attachments:
Action ByDate Action ResultVer.Tally
adoptedBOARD OF SUPERVISORS10/22/2024 1 Pass
To: Board of Supervisors
From:David O. Livingston, Sheriff-Coroner
Report Title:Apply for and Accept a California Department of Alcoholic Beverage Control
☒Recommendation of the County Administrator ☐ Recommendation of Board Committee
RECOMMENDATIONS:
ADOPT a Resolution approving and authorizing the Sheriff-Coroner, or designee, to apply for and accept a
grant from the California Department of Alcoholic Beverage Control, in an initial amount of $38,400 to fund
proactive enforcement targeting the unauthorized sale of alcoholic beverage by businesses within the County
for the period October 1, 2024 through August 31, 2025. (100% State)
FISCAL IMPACT:
Approval of this request will initial result in revenue of $38,400 to support the Minor Decoy Program, Shoulder
Tap Program, Informed Merchants Preventing Alcohol-related Crime Tendencies (IMPACT) Program, Licensee
Education on Alcohol and Drugs (LEAD) Program, as well as enforcement during the holidays. No County
Match is required.
BACKGROUND:
This grant will provide the Office of the Sheriff additional staffing and resources to institute proactive
enforcement and training to help reduce youth access to alcohol and increase safety in Contra Costa County.
Enforcement operations will utilize a variety of methods to address sales to minors, unlicensed sales, sales to
intoxicated persons, purchase of alcohol with food stamps, illegal gaming, and illicit drug activity in licensed
establishments. Expectations include a decline in alcohol related crimes and arrests, with an overall reduction in
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the number of police calls for service County-wide.
CONSEQUENCE OF NEGATIVE ACTION:
Negative action on this request will result in the loss of State funding designed to significantly increase safety
of persons and property and reduce the unauthorized sale of alcoholic beverages by business within Contra
Costa County.
THE BOARD OF SUPERVISORS OF CONTRA COSTA COUNTY, CALIFORNIA
and for Special Districts, Agencies and Authorities Governed by the Board
IN THE MATTER OF Applying for and Accepting the California Department of Alcoholic Beverage Control
Grant;
WHEREAS, the County of Contra Costa is seeking funds available through the California Department of
Alcoholic Beverage Control Grant;
NOW, THEREFORE, BE IT RESOLVED that the Board of Supervisors: Authorizes the Sheriff-Coroner,
Undersheriff, or the Sheriff’s Chief of Management Services to execute for and on behalf of the County of
Contra Costa, a public entity established under the laws of the State of California, any action necessary for the
purpose of obtaining financial assistance including grant modifications and extensions provided by the State of
California for the California Department of Alcoholic Beverage Control Grant.
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1025 ESCOBAR STREET
MARTINEZ, CA 94553CONTRA COSTA COUNTY
Legislation Details (With Text)
File #: Version:124-3471 Name:
Status:Type:Consent Item Passed
File created:In control:10/10/2024 BOARD OF SUPERVISORS
On agenda:Final action:10/22/2024 10/22/2024
Title:APPROVE and AUTHORIZE the Sheriff-Coroner, or designee, to execute a contract with VertiQ
Software, LLC, in an amount not to exceed $96,922, for the use of an all-inclusive coroner and
medical examiner case management hosted software, for the period November 1, 2024 through
October 31, 2029. (100% General Fund)
Attachments:
Action ByDate Action ResultVer.Tally
approvedBOARD OF SUPERVISORS10/22/2024 1 Pass
To:Board of Supervisors
From:David O. Livingston, Sheriff-Coroner
Report Title:VertiQ Software, LLC
☒Recommendation of the County Administrator ☐ Recommendation of Board Committee
RECOMMENDATIONS:
APPROVE and AUTHORIZE the Sheriff-Coroner, or designee, to execute a contract with VertiQ Software,
LLC, in an amount not to exceed $96,922, for the use of an all-inclusive case management hosted software for
the Office of the Sheriff Coroner’s Division, for the period November 1, 2024 through October 31, 2029.
FISCAL IMPACT:
Approval of this request will result in up to $96,922 in contractual service expenditures and will be funded
100% by the General Fund.
BACKGROUND:
VertiQ Software, LLC is a leading provider of software and services for Coroners and Medical Examiners.
CME Moon, the core product, provides Coroners and Medical Examiners with an all-inclusive case
management, which includes death investigation workflow, task management, digital imaging, chain-of-
custody through bar-coding, multiple death incident investigation, statistics, and report development.
VertiQ Software, LLC’s software product will replace the current Coroner’s database, which is outdated and in
need of replacement. The current Office of the Sheriff Coroner’s database is based on the antiquated Microsoft
Access software program and is in danger of irreparable terminal software failure. The new VertiQ Moon
software, which is specifically made for Coroner’s Offices and Medical Examiner’s Offices, will replace
Microsoft Access and will be cloud-based and vendor-hosted, ensuring that the Coroner’s Office has a software
program which is robust in its functionality for the coming decades.
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This agreement includes a limitation of liability and indemnification from the County to VertiQ Software, LLC.
CONSEQUENCE OF NEGATIVE ACTION:
If the Board does not approve, the current Office of the Sheriff Coroner’s database could fail at any time and
may not be able to be repaired owing to how outdated it is. Microsoft Access was launched in 1987. The
consequences of such a failure would cause the Office of the Sheriff Coroner’s Division to be unable to
document death investigations properly.
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1025 ESCOBAR STREET
MARTINEZ, CA 94553CONTRA COSTA COUNTY
Legislation Details (With Text)
File #: Version:124-3472 Name:
Status:Type:Consent Item Passed
File created:In control:10/10/2024 BOARD OF SUPERVISORS
On agenda:Final action:10/22/2024 10/22/2024
Title:APPROVE and AUTHORIZE the Purchasing Agent to execute, on behalf of the Office of the Sheriff, a
purchase order with SPACEWORX, in an amount not to exceed $9,009, for a correctional facility
privacy modular communication booth, for the period November 1, 2024 through October 31, 2025.
(100% General Fund)
Attachments:
Action ByDate Action ResultVer.Tally
approvedBOARD OF SUPERVISORS10/22/2024 1 Pass
To:Board of Supervisors
From:David O. Livingston, Sheriff-Coroner
Report Title:SPACEWORX
☒Recommendation of the County Administrator ☐ Recommendation of Board Committee
RECOMMENDATIONS:
APPROVE and AUTHORIZE the Purchasing Agent to execute, on behalf of the Office of the Sheriff, a
purchase order with SPACEWORX, in an amount not to exceed $9,009, for a Duramate modular
communication booth, for the period November 1, 2024 through October 31, 2025.
FISCAL IMPACT:
Approval of this request will result in up to $9,099 in contractual service expenditures and will be funded 100%
by the General Fund.
BACKGROUND:
SPACEWORX is an industry leader in building correctional facility specific privacy booths that allow for
purposeful and confidential communication for inmates. This allows inmates to have virtual legal counsel visits
and Telehealth appointments for medical and mental health consults, while ensuring confidentiality and
enhanced safety of inmates, staff and the facility.
By obtaining a Duramate modular communication booth for the Marsh Creek Detention Facility, inmates will
not have to be transported to other facilities for needed and required mental health care appointments.
Additionally, due to its remote location, the difficulty for legal counsel to drive to see a client will no longer be
an issue with the ability to conduct virtual legal appointments and counsel with complete confidentiality.
This privacy booth is a collaboration between county departments. Both Detention Health and the Public
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Defender’s Office have given their support to assist the Sheriff’s Office in alleviating geographical and staffing
issues by providing inmates with virtual and confidential appointments.
This agreement includes a limitation of liability and indemnification from the County to SPACEWORX.
CONSEQUENCE OF NEGATIVE ACTION:
If the Board does not approve, the Office of the Sheriff will lose the ability to provide needed remote mental
health access and appointments to the population of incarcerated people housed at the Marsh Creek Detention
Facility. This will greatly impact their health and safety as they will not have direct access to a mental health
professional when needed. Additionally, private and confidential conversations between inmates and attorneys
via remote capability will be non-existent.
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1025 ESCOBAR STREET
MARTINEZ, CA 94553CONTRA COSTA COUNTY
Legislation Details (With Text)
File #: Version:124-3473 Name:
Status:Type:Consent Item Passed
File created:In control:10/10/2024 BOARD OF SUPERVISORS
On agenda:Final action:10/22/2024 10/22/2024
Title:APPROVE and AUTHORIZE the Sheriff-Coroner, or designee, to execute a contract with Comcast
Cable Communications Management, LLC dba Effectv, in an amount not to exceed $65,500 for
targeted Community Warning System outreach campaigns, for the period November 1, 2024 through
April 30, 2025. (100% General Fund)
Attachments:
Action ByDate Action ResultVer.Tally
approvedBOARD OF SUPERVISORS10/22/2024 1 Pass
To:Board of Supervisors
From:David O. Livingston, Sheriff-Coroner
Report Title:Comcast Cable Communications Management, LLC d/b/a Effectv
☒Recommendation of the County Administrator ☐ Recommendation of Board Committee
RECOMMENDATIONS:
APPROVE and AUTHORIZE the Sheriff-Coroner, or designee, to execute a contract with Comcast Cable
Communications Management, LLC d/b/a Effectv, in an amount not to exceed $65,500 for targeted outreach
campaigns for the Office of the Sheriff Community Warning System, for the period November 1, 2024 through
April 30, 2025.
FISCAL IMPACT:
Approval of this request will result in up to $65,500 in contractual service expenditures over a 6-month period
and will be funded 100% by the General Fund.
BACKGROUND:
CCCSO Community Warning system is seeking contract approval with Comcast Cable Communications
Management, LLC d/b/a Effectv due to their compliance with RFP requirements and proven success in targeted
outreach campaigns. Effectv will deliver tailored video campaign services for the Community Warning System
to assist in eliciting the public to sign up for emergency alerts. Effectv’s support includes creation, distribution,
targeted advertising, monitoring and reporting, which are essential for effective outreach and impact assessment
in underserved areas.
Effectv specializes in providing multi-platform video advertising solutions. Their services include customized
video campaigns that leverage proprietary advanced targeting capabilities across television and digital
platforms. Effectv ensures that campaigns precisely reach the intended audience by utilizing comprehensive
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data insights. They offer end-to-end services from creative development to detailed performance reporting,
helping clients maximize their reach and engagement across diverse demographics and regions.
This agreement includes a limitation of liability and indemnification from the County to Comcast Cable
Communications Management, LLC d/b/a Effectv.
CONSEQUENCE OF NEGATIVE ACTION:
If the Board does not approve, the County risks ineffective outreach for the Community Warning System
program.
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1025 ESCOBAR STREET
MARTINEZ, CA 94553CONTRA COSTA COUNTY
Legislation Details (With Text)
File #: Version:224-3552 Name:
Status:Type:Consent Item Passed
File created:In control:10/9/2024 BOARD OF SUPERVISORS
On agenda:Final action:10/22/2024 10/22/2024
Title:RATIFY a license agreement dated September 21, 2024 between Alexandria Tucker, the owner of the
real property located at 1202 Hookston Road in Concord (Property) and, the County, Union Pacific
Railroad, Mary Lou Helix, Karen Hook, Debbie Hook, and Blake Pucell (Hookston Parties), allowing
the Hookston Parties to enter the Property for the purpose of collecting indoor air samples pursuant to
an order by the Regional Water Quality Control Board. (100% Successor Agency funds)
Attachments:
Action ByDate Action ResultVer.Tally
approvedBOARD OF SUPERVISORS10/22/2024 2 Pass
To:Board of Supervisors
From:John Kopchik, Director, Conservation and Development
Report Title:Hookston Station Monitoring Investigations
☒Recommendation of the County Administrator ☐ Recommendation of Board Committee
RECOMMENDATIONS:
RATIFY a license agreement dated September 21, 2024 between Alexandria Tucker, the owner of the real property
located at 1202 Hookston Road in Concord (Property) and, the County, Union Pacific Railroad, Mary Lou Helix, Karen
Hook, Debbie Hook, and Blake Pucell (Hookston Parties), allowing the Hookston Parties to enter the Property for the
purpose of conducting indoor air and sub-slab soil vapor sampling pursuant to an order by the Regional Water Quality
Control Board. (100% Successor Agency Funds).
FISCAL IMPACT:
The County’s share of the cost of this license agreement is a Recognized Obligation of the former Redevelopment Agency
and is included in the Recognized Obligation Payment Schedule (ROPS) submitted to the California Department of
Finance annually. There is no impact on the General Fund.
BACKGROUND:
In 1992, the County, using Redevelopment Agency funds, acquired a portion of a former railroad right-of-way in the
Hookston Station area of Pleasant Hill. The right-of-way was being acquired to preserve the former rail corridor for a
future fixed guideway/transit use; for the Iron Horse Trail; and for a roadway connection between the Contra Costa
Centre area and Monument Blvd. The roadway element has since been dropped from consideration as a planned roadway.
After the County’s acquisition of the right-of-way, chlorinated solvents (trichloroethylene) were determined to exist in the
groundwater. Prior testing had not revealed their presence. The property is now part of an approximately 8-acre site that
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is the subject of (i) a settlement agreement between the County and the other Hookston Owners, and (ii) Order No. R2-
2023-0015, issued by the Regional Water Quality Control Board (Order). As part of the Order, the Hookston Owners are
required to conduct indoor air and sub-slab soil vapor sampling within some of the homes in a nearby condominium
development, subject to permission being granted by the homeowners. The license that is the subject of this staff report
grants the Hookston Parties access to one of the homes identified as a potential sampling site. The Hookston Parties were
notified of this positive development on September 25, 2024, with a window of opportunity for conducting the testing the
following week.
Under the terms of the license, the Hookston Parties were granted access to the homeowner’s property in exchange for
agreeing to restore the property to its original condition.
The license agreement enabled the required investigation to proceed on the homeowner’s property. Completion and
submittal of the vapor intrusion investigation report will comply with the Order.
CONSEQUENCE OF NEGATIVE ACTION:
Not performing the monitoring of potential vapor intrusion as stipulated by the Order could lead to the imposition of a
penalty by the Regional Water Quality Control Board.
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1025 ESCOBAR STREET
MARTINEZ, CA 94553CONTRA COSTA COUNTY
Legislation Details (With Text)
File #: Version:324-3553 Name:
Status:Type:Consent Item Passed
File created:In control:10/3/2024 BOARD OF SUPERVISORS
On agenda:Final action:10/22/2024 10/22/2024
Title:APPROVE and AUTHORIZE the Conservation and Development Director to enter into a Holding
Escrow Agreement between the County, First American Trust FSB, Union Pacific Railroad Company
(UPRR), the Helix Family Trust dated December 15, 1992, the Karen S. Hook Trust dated March 15,
2009, and the Blake Pucell Living Trust dated July 2, 2018, for the purpose of implementing the
remediation and monitoring of the Hookston Station contamination site. (50% UPRR, 25% Hookston
Parties, and 25% Contra Costa County Successor Agency funds)
Attachments:1. Holding Escrow Agreement V2
Action ByDate Action ResultVer.Tally
approvedBOARD OF SUPERVISORS10/22/2024 3 Pass
To:Board of Supervisors
From:John Kopchik, Director, Conservation and Development
Report Title:Holding Agreement for Hookston Remediation Project
☒Recommendation of the County Administrator ☐ Recommendation of Board Committee
RECOMMENDATIONS:
APPROVE and AUTHORIZE the Conservation and Development Director to execute a Holding Escrow Agreement
between First American Trust FSB (Escrow Agent),the County,Union Pacific Railroad Company,the Helix
Family Trust dated December 15,1992,the Karen S.Hook Trust dated March 18,2009,and the Blake Pucell
Living Trust dated July 2,2018,for the purpose of enabling the Escrow Agent to perform the duties of an
escrow agent in connection with the implementation of a remediation and monitoring plan for the Hookston
Station contamination site,subject to approval by the County Administrator and approval as to form by County
Counsel.
FISCAL IMPACT:
The County’s share of the cost of this agreement is a Recognized Obligation of the former Redevelopment
Agency and is included in the Recognized Obligation Payment Schedule (ROPS) submitted to the California
Department of Finance annually. There is no impact to the General Fund.
BACKGROUND:
In 1992,the County,using the Redevelopment Agency funds,acquired a portion of a former railroad right-of-
way in the Hookston Station area of Pleasant Hill.The right-of-way was being acquired to preserve the former
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way in the Hookston Station area of Pleasant Hill.The right-of-way was being acquired to preserve the former
rail corridor for a future fixed guideway/transit use;for the Iron Horse Trail;and for a roadway connection
between the Contra Costa Centre area and Monument Blvd.The roadway element has since been dropped from
consideration as a planned roadway.
The seller of the property,a group of individual investors (Dan &Mary Lou Helix,John Hook,Steven Pucell,
and Nancy Ellicock)is referred to as the Hookston Group.The Hookston Group had acquired the right-of-way
between Hookston Road and Mayhew Way as part of a reversionary transaction from the Southern Pacific
Railroad Company.In the County’s acquisition of the right-of-way,steps were taken to protect the County from
liability related to the removal of identified surface and sub-surface contaminants.
Subsequent to the County’s acquisition of the right-of-way,chlorinated solvents (trichloroethylene)were
determined to exist in the groundwater.Prior testing had not revealed their presence.Some of the
contamination is suspected to have come from a prior tenant of the property during the tenure of Southern
Pacific’s ownership.The County/Agency joined the Hookston Group in filing suit against Southern Pacific
related to the groundwater contamination.Effective in November 1997,the County,the Agency (now the
Successor Agency),the Hookston Group,and Union Pacific Railroad Company,which is the successor to
Southern Pacific,entered into a settlement agreement to resolve the federal lawsuit.In general,the settlement
agreement assigned financial responsibility to the parties.
The parties owning the property during the time period contaminants are suspected to have been introduced to
the groundwater were given the primary role in funding remediation.The County was assigned a subordinate
role in funding remediation.The County,the County Redevelopment Agency,and the Hookston Group also
entered into an additional settlement agreement in 1998 to further clarify remediation funding responsibilities as
outlined above.
The parties have engaged in a process to develop and obtain regulatory agency approval of a remediation plan.
The remediation plan is ongoing,and the financing of the costs associated with the work goes through an
escrow account with contributions from UPRR -50%,the Hookston Group-25%and the County/Successor
Agency-25%.Bank of America is currently the escrow holder,while EnSafe,Inc.,is the administrator.EnSafe,
Inc.,has moved their firm away from the administration scope and has notified all parties of their desire to
terminate their contract.The parties have been working with First American Trust to act as both the escrow
holder and administrator and desire to formalize that agreement.
CONSEQUENCE OF NEGATIVE ACTION:
The parties would be without an administrator of the escrow account and could fall behind in their response to
Orders from the Water Board.
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1
HOLDING ESCROW AGREEMENT
This Holding Escrow Agreement (this “Agreement”) is made and entered into as of
, 20__ (the “Effective Date”) by and among FIRST AMERICAN TRUST FSB
(“Escrow Agent”), UNION PACIFIC RAILROAD COMPANY, successor by merger of Southern
Pacific Transportation Company, a Delaware corporation ("UPRR," or “Party 1”), CONTRA
COSTA COUNTY, a political subdivision of the State of California and successor in interest to the
Contra Costa County Redevelopment Agency (the “County,” or “Party 2”), and MARY LOU
HELIX, TRUSTEE OF THE HELIX FAMILY TRUST UTA DATED DECEMBER 15, 1992, KAREN S. HOOK,
TRUSTEE OF THE KAREN S. HOOK TRUST UTA DATED MARCH 18, 2009, DEBRA HOOK AND BLAKE
PUCELL, TRUSTEES OF THE BLAKE PUCELL LIVING TRUST UAD JULY 2, 2018 (together, “Party
3”). Together, Party 1, Party 2, and Party 3 are the “Hookston Parties.”
RECITALS
A. Escrow Agent is in the business of rendering neutral escrow services to third
parties involving the holding of funds and their disbursement in accordance with the directives of
the parties.
B. The Hookston Parties are parties to a settlement agreement that was entered into
in 1997 to resolve a civil suit involving allegations of contamination of the soil, subsoil, surface
water and groundwater on and emanating from an approximately 8-acre site located at the
intersection of Hookston Road and Bancroft Road in Pleasant Hill, California (the “Hookston
Site”) (the “Settlement Agreement”). The terms of the Settlement Agreement are incorporated
into this Agreement by reference.
C. The Hookston Site is currently regulated under Regional Water Quality Control
Board Order No. R2-2023-0015, Amendment of Site Cleanup Requirements Order No. R2-2007 -
0009, adopted September 29, 2023 (the “Order”).
D. In accordance with the Settlement Agreement, the Hookston Parties are required
to share all costs associated with the remediation of the Hookston Site (the “Remediation
Costs”) in accordance with the terms of the Order.
E. The Hookston Parties share all the Remediation Costs based on the Percentage
Allocation. The “Percentage Allocation” means (i) with respect to UPRR, 50% of Remediation
Costs, (ii) with respect to the County, 25% of Remediation Costs, and (ii) with respect to Party 3,
25% of Remediation Costs.
F. In support of the Hookston Parties’ obligations under the Settlement Agreement
and the Order, the Hookston Parties desire to enter into this Agreement with Escrow Agent for
the performance of the duties of Escrow Agent, as set forth in this Agreement.
NOW, THEREFORE, FOR VALUABLE CONSIDERATION, the receipt and
sufficiency of which are hereby acknowledged, Escrow Agent, the Hookston Parties agree as
follows:
2
ARTICLE I
CREATION AND ADMINISTRATION
1.1 Appointment of Escrow Agent and Establishment of the Escrow. Subject to the
terms and provisions of this Agreement: (a) the Hookston Parties hereby mutually agree to the
establishment of an escrow with and appoint and designate Escrow Agent to act as the escrow
holder involving Escrow Agent’s performance of the duties and acts set forth with respect to the
Escrow Fund, as the term is defined in Section 1.2 (the “Escrow”); and (b) Escrow Agent hereby
accepts such appointment and designation and agrees to the establishment of the Escrow.
1.2 Deposit and Disposition of the Escrow Fund. Concurrent with the Effective Date,
(i) Party 1 has deposited with Escrow Agent, and Escrow Agent acknowledges receipt of
_______________________ Dollars ($_______) (“Subaccount 1”), (ii) Party 2 has deposited
with Escrow Agent, and Escrow Agent acknowledges receipt of
_______________________ Dollars ($_______) (“Subaccount 2”), and (iii) Party 3 has
deposited with Escrow Agent, and Escrow Agent acknowledges receipt of
_______________________ Dollars ($_______) (“Subaccount 3”), (each subaccount, a
“Subaccount” and, together, the Subaccounts are the “Escrow Fund”). The Escrow Fund and
any other securities, cash or other property delivered to or held by Escrow Agent, pursuant to and
subject to the terms of this Agreement, shall also constitute the “Escrow Fund.” Escrow Agent
shall hold each Subaccount and the Escrow Fund in the Escrow. Escrow Agent shall not be
required to disburse the Escrow Fund from the Escrow, unless and until Escrow Agent receives
mutual written instructions signed by Party 1, Party 2, and Party 3 directing the manner in which
Escrow Agent is to disburse the Escrow Fund, in the form attached as Exhibit A to this
Agreement (“Disbursement Instruction”). The Hookston Parties agree Escrow Agent shall
have the right, but not the obligation, to confirm the Disbursement Instruction with an authorized
representative of Party 1, Party 2, and Party 3, which is a commercially reasonable security
procedure. Escrow Agent may disburse the Escrow Fund, either by wire transfer or certified or
bank check, at the sole discretion of Escrow Agent. Notwithstanding the foregoing or any term or
provision of this Agreement to the contrary, Escrow Agent shall have the right to disburse the
Escrow Fund, without the requirement for any of the Hookston Parties to execute a Disbursement
Instruction, if this Agreement sets forth instructions to Escrow Agent as to the manner in which
Escrow Agent is to disburse the Escrow Fund.
1.3 Investment of the Escrow Fund. To the extent the Escrow Fund is in the form of
cash, Escrow Agent shall invest the Escrow Fund as directed in writing by the Hookston Parties,
or, absent such written instructions, Escrow Agent or its nominee shall invest such assets only in
one or more of the following: (a) direct, short-term obligations of the United States Government
or its instrumentalities; (b) mutual funds which invest all or substantially all of their assets in
direct, short-term obligations of the United States government (including those offered by
Escrow Agent); (c) variable rate certificates of deposit (including those of Escrow Agent); (d)
short-term investments in money market accounts of one or more United States banks (which
may include Escrow Agent) having total assets in excess of $100,000,000, in each case having
maturities of not more than ninety (90) days; or (e) municipal or corporate bonds having a credit
rating of A (Moodys or S&P) or better.
3
ARTICLE 2
ESCROW AGENT
2.1 Rights and Obligations of Escrow Agent.
(a) Escrow Agent shall be compensated for its services pursuant to this
Agreement in accordance with the Schedule of Fees attached hereto as Exhibit B, together with
reimbursement of its reasonable out-of-pocket expenses, including the fees and costs of attorneys
or consultants as Escrow Agent may determine to be reasonably required to perform its duties
hereunder (“Escrow Agent Compensation”). Unless otherwise agreed to in writing by Escrow
Agent, the Hookston Parties agree Escrow Agent shall have the right and authorization to
withdraw from the Escrow Fund, when due, the Escrow Agent Compensation. In the event at the
time of disbursement the Escrow Fund is deficient as a result of the withdrawal by Escrow Agent
of the Escrow Agent Compensation from the Escrow Fund, the Hookston Parties shall be solely
responsible for determining the manner in which any deficiency in the Escrow Fund is to be
replenished prior to the disbursement of the Escrow Fund. Escrow Agent shall not be required to
use its own funds in the performance of any of its obligations or duties or the exercise of any of
its rights or powers pursuant to this Agreement. Escrow Agent shall not be required to take any
action which, in Escrow Agent’s sole and absolute judgment, could involve Escrow Agent
incurring any expense or liability.
(b) Escrow Agent shall be held to the exercise of reasonable care in carrying
out its obligations pursuant to this Agreement. Party 1 and Party 2 agree Escrow Agent shall not
be liable to the Hookston Parties for any loss, damage, cost, expense (including attorneys’ fees
and disbursements), liability or claim, which does not arise from Escrow Agent’s gross
negligence or willful misconduct. In no event shall Escrow Agent be liable for special or
consequential damages or be liable in any manner whatsoever for any action taken or omitted
upon mutual written instructions from the Hookston Parties, or in accordance with the terms and
provisions of this Agreement.
(c) Unless arising from the gross negligence or willful misconduct of Escrow
Agent, Party 1 and Party 2 jointly and severally agree to indemnify, defend and hold harmless
Escrow Agent from and against all losses, damages, costs, charges, payments, liabilities and
expenses, including the costs of litigation, investigation and reasonable attorney’s fees and costs
incurred by Escrow Agent, and arising directly or indirectly out of the performance of the duties
of Escrow Agent pursuant to this Agreement. Escrow Agent shall not be liable for any act
performed or act omitted to be performed in the absence of the gross negligence or willful
misconduct of Escrow Agent. The terms and provisions of this Section 2.1(c) shall survive the
termination of this Agreement.
(d) The Hookston Parties agree Escrow Agent does not assume any
responsibility for the failure of any of the Hookston Parties to discharge or perform any duty or
obligation set forth in this Agreement, nor shall Escrow Agent be responsible for the collection
of any monies provided to be paid to any of the Hookston Parties, nor, except as expressly set
forth in this Agreement, shall Escrow Agent have any discretion with respect to the disposition or
investment of the Escrow Fund. The Hookston Parties acknowledge the sole duty and obligation
4
of Escrow Agent are expressly set forth in this Agreement and Escrow Agent shall have no other
duties or obligations whatsoever. Escrow Agent shall have no implied duty or obligation
pursuant to this Agreement. Escrow Agent shall have the right to consult with legal counsel of its
choosing with respect to the terms and provisions of this Agreement and the duties and
obligations of Escrow Agent. Escrow Agent shall have the right to rely upon the advice of legal
counsel involving any duty or obligation of Escrow Agent pursuant to this Agreement. The
Hookston Parties agree Escrow Holder shall not be liable for any action taken or act performed
by Escrow Agent in accordance with the advice of legal counsel.
(e) Escrow Agent may rely absolutely upon the genuineness and authorization
of the signature and/or purported signature of each of the Hookston Parties upon any instruction,
notice, release, receipt or other document delivered to it pursuant to and in compliance with this
Agreement.
2.2 Resignation of Escrow Agent. Escrow Agent may resign at any time upon giving
sixty (60) days prior written notice to the Hookston Parties. If Escrow Agent resigns, the
Hookston Parties agree that they shall jointly appoint a successor escrow agent within sixty (60)
days from receipt of Escrow Agent’s resignation notice. Escrow Agent agrees upon receiving a
fully executed Disbursement Instruction, Escrow Agent shall turn over and deliver to the
successor escrow agent the Escrow Fund and render an accounting in accordance with
Section 2.7.
2.3 Removal of Escrow Agent. The Hookston Parties shall have the right to remove
Escrow Agent by delivering written notice to Escrow Agent signed by the Hookston Parties. Any
notice pursuant to this Section 2.3 shall: (a) specify the effective date of Escrow Agent’s
removal; (b) specify the manner in which the Escrow Fund is to be disbursed by Escrow Agent as
of the effective date of Escrow Agent’s removal; and (c) inform Escrow Agent of the identity of
any successor escrow agent appointed by the Hookston Parties. Upon the effective date of the
removal of Escrow Agent, Escrow Agent shall turn over, deliver or disburse the Escrow Fund in
the manner directed in the removal notice and render an accounting as required by Section 2.7.
2.4 Conflicts. In the event Escrow Agent shall be uncertain as to its duties or rights
pursuant to this Agreement or if Escrow Agent shall receive instructions, claims or demands
from the Hookston Parties that, in Escrow Agent’s opinion, conflicts with any of the provisions
of this Escrow Agreement, Escrow Agent shall be entitled to refrain from taking any action and
its sole obligations shall be to preserve the Escrow Fund, until Escrow Agent shall receive a
Disbursement Instruction or a final order or judgment of a court of competent jurisdiction.
2.5 Right of Interpleader. Should any controversy arise involving one or more of the
Hookston Parties or any other person, firm or entity with respect to this Agreement or the Escrow
Fund, or should a substitute escrow agent fail to be designated as provided in Section 2.2, or if
Escrow Agent should be in doubt as to what action to take pursuant to this Agreement, Escrow
Agent shall have the right, but not the obligation, to file a petition for interpleader in any federal
or state court of competent jurisdiction, as provided in and subject to Section 4.1. If a petition
for interpleader is filed, or if Escrow Agent is threatened with litigation or becomes involved in
litigation in any manner whatsoever in connection with this Agreement or the Escrow Fund, the
5
Hookston Parties jointly and severally agree to reimburse Escrow Agent for its reasonable
attorneys’ fees and any and all other expenses, losses, costs and damages reasonably incurred by
Escrow Agent in connection with or resulting from any threatened or actual litigation prior to any
disbursement of the Escrow Fund, except as such fees, expenses, losses, costs and damages result
from the willful misconduct or gross negligence of Escrow Agent. If any of the Hookston Parties
fail to reimburse Escrow Agent in the manner provided in the preceding sentence, each of the
Hookston Parties authorize Escrow Agent to deduct the defaulting Hookston Party’s prorata
share of all costs and expenses reasonably incurred by Escrow Agent pursuant to this Section 2.5
from the defaulting Hookston Party’s Subaccount.
2.6 Successor Escrow Agent. Upon delivery by Escrow Agent of the Escrow Funds
to any successor escrow agent appointed by the Hookston Parties: (a) Escrow Agent shall be
immediately released and discharged from any and all duties and obligations pursuant to this
Agreement; and (b) the successor escrow agent shall thereupon be bound by all of the terms and
provisions of this Agreement and the term “Escrow Agent” as used herein shall be deemed to
refer to the successor escrow agent.
2.7 Accounting. Concurrent with the resignation or removal of Escrow Agent or upon
the disbursement of the Escrow Fund in the manner directed in a Disbursement Instruction,
Escrow Agent shall provide the Hookston Parties with an itemization, summary or accounting
of all distributions made from the Escrow Fund pursuant to the terms of this Agreement or a
Disbursement Instruction.
ARTICLE III
REPRESENTATIONS, WARRANTIES AND COVENANTS
OF PARTY 1 AND PARTY 2
3.1 Identifying Information. To assist the government in detecting the funding of
terrorism and money laundering activities, Federal law requires all financial institutions to
obtain, verify, and record information that identifies each person who opens an account. For a
non-individual person such as a business entity, a charity, a trust, or other legal entity, Escrow
Agent requires documentation to verify its formation and existence as a legal entity. Escrow
Agent may request financial statements, licenses, identification and authorization documents
from individuals claiming authority to represent the entity or other relevant documentation. The
Hookston Parties acknowledge any identifying information requested by Escrow Agent pertains
to Escrow Agent’s compliance with the USA Patriot Act, Pub.L.107-56 (the “Act”), and agrees
to provide in a timely manner any additional information reasonably requested by Escrow Agent
in connection with the Act or any other governmental rule, law, legislation or regulation to which
Escrow Agent or the Escrow is subject.
3.2 Tax Matters. For tax purposes, including, without limitation, federal income tax
reporting purposes, Escrow Agent, the Hookston Parties agree to treat each of the Hookston
Parties as the beneficial owner of their respective Subaccount. Escrow Agent shall be responsible
for preparation, filing and distribution of all IRS 1099 Forms with respect to the each
Subaccount. Each of the Hookston Parties agree to provide Escrow Agent with all required
information necessary to enable Escrow Agent to comply with the reporting and backup
6
withholding obligations of the Internal Revenue Code of 1986, as amended. Each of the
Hookston Parties shall provide Escrow Agent concurrent with the opening of the Escrow with a
W-9 federal taxpayer form for taxpayer identification number.
3.3 OFAC Certification. None of the Hookston Parties or their affiliates, nor any of
their respective partners, members, shareholders or other equity owners, and none of their
respective employees, officers, directors, representatives or agents, is a person or entity with
whom United States persons or entities are restricted from doing business under regulations
of the Office of Foreign Asset Control ("OFAC") of the Department of the Treasury
(including those named on OFAC's Specially Designated and Blocked Persons List or under
any statute, executive order (including the September 24, 2001, Executive Order Blocking
Property and Prohibiting Transactions with Persons Who Commit, Threaten to Commit, or
Support Terrorism), or other governmental statutes, regulations, orders or directives.
3.4 Compliance with the Act. The Hookston Parties are in compliance with the
requirements of Executive Order No. 133224, 66 Fed. Reg. 49079 (Sept. 25, 2001) (the
“Order”) and other similar requirements contained in the rules and regulations of the OFAC and
in any enabling legislation or other Executive Orders or regulations in respect thereof (the Order
and any other rules, regulations, legislation, or orders are collectively called the “Orders”).
None of the Hookston Parties nor any beneficial owner of any of the Hookston Parties: (a) is
listed on the Specially Designated Nationals and Blocked Persons List maintained by OFAC
pursuant to the Order and/or on any other list of terrorists or terrorist organizations maintained
pursuant to any of the rules and regulations of OFAC or pursuant to any other applicable Orders
(such lists are collectively referred to as the “Lists”); (b) is a person or entity who has been
determined by competent authority to be subject to the prohibitions contained in the Orders; or
(c) is owned or controlled by, or acts for or on behalf of, any person or entity on the Lists or any
other person or entity who has been determined by competent authority to be subject to the
prohibitions contained in the Orders. The Hookston Parties covenant and agree, if any of the
Hookston Parties obtains knowledge that the beneficial owners of any of the other Hookston
Parties becomes listed on the Lists or is indicted, arraigned, or custodially detained on charges
involving money laundering or predicate crimes to money laundering, the Hookston Party
obtaining such knowledge shall immediately notify Escrow Agent in writing. In such event,
Escrow Agent shall have the right to terminate this Agreement, without penalty or liability to the
Hookston Parties, upon delivery of written notice to the Hookston Parties.
ARTICLE IV
GENERAL
4.1 Governing Law. This Agreement shall be construed under and governed by the
laws of the State of California excluding conflicts of laws principles except to the extent that
such principles direct the application of California law, and shall inure to the benefit of and be
binding upon the successors, assigns, heirs and personal representatives of the parties hereto.
The Hookston Parties agree to: (a) the exclusive jurisdiction of the courts of the State of
California located in Contra Costa County and the U.S. District Court for the Northern District of
California (and the appellate courts with jurisdiction over appeals from such courts) for the
7
resolution of all disputes arising out of this Agreement; and (b) waive any objection to the laying
of venue therein or any objection to such forum based on the doctrine of forum non conveniens
or any similar doctrine.
4.2 Notices. All notices, requests, demands or other communications which are
required or may be given pursuant to the terms of this Agreement will be in writing and will be
deemed to have been duly given: (a) on the date of delivery if personally delivered by hand;
(b) upon the third day after such notice is deposited in the United States mail, if mailed by
registered or certified mail, postage prepaid, return receipt requested; or (c) upon the date
scheduled for delivery after such notice is sent by a nationally recognized overnight express
courier. Such notices shall be sent to the parties at the addresses set forth below:
Escrow Agent: First American Trust, FSB
Fiduciary Business Services
5 First American Way, 4th Flr MS#3
Santa Ana, California 92707
Attn: Robert Blackwell, Vice President
Phone: 714-250-8240
Email: rblackwell@firstam.com
Party 1: Union Pacific Railroad Company
Phone:
Email:
Party 2: Contra Costa County
Department of Conservation and Development
30 Muir Road
Martinez, California 94520-5727
Attn: Deputy Director
Phone: (925) 655-2919
Email: ryan.hernandez@dcd.cccounty.us
Party 3: Mary Lou Helix, Trustee of the Helix Family Trust
c/o Mullin Law Firm
1355 Willow Way, Suite 110
Concord, California 94520
Phone: (925) 798-3413
Email: ron@mullinlaw.com and
evelyn@mullinlaw.com
With a copy to: Karen S. Hook, Trustee of the Karen S. Hook Trust
1845 N. Meadowfield Avenue
Kuna, Idaho 83634
8
Phone:
Email: khook4@gmail.com
And: Debra Hook and Blake Pucell, Trustees of the Blake
Pucell Living Trust
c/o Turner, Huguet, Adams and Farr
838 Escobar Street
Martinez, California 94553
Attn: Dan Adams
Phone: (925) 228-3433
Email: dadams@thalaw.com
4.3 Invalidity. Wherever possible, each provision of this Agreement shall be
interpreted in such a manner as to be valid under applicable law. If any provision of this
Agreement shall be determined to be invalid or prohibited pursuant to applicable law, such
invalidity or prohibition shall be construed as if such invalid or prohibited provision had not been
inserted herein and shall not affect the remainder of such provision or the remaining provisions
of this Agreement.
4.4 Entire Agreement. This Agreement constitutes and is intended to constitute the
entire agreement of Escrow Agent and the Hookston Parties concerning the subject matter of this
Agreement. All prior discussions and negotiations with respect to the subject matter of this
Agreement are superseded by and/or merged into this Agreement.
4.5 Authority to Execute this Agreement. Each individual or entity executing this
Agreement on behalf of a party represents and warrants that he, she or it has the capacity set forth
on the signature page to this Agreement and has full power and authority to enter into and bind
the party on whose behalf he, she or it is executing this Agreement. Each of the Hookston Parties
has read and understands this Agreement.
4.6 Incorporation of Recitals. The above Recitals are incorporated into this
Agreement by this reference.
4.7 Successors and Assigns. This Agreement shall be binding upon and inure to the
benefit of Escrow Agent, the Hookston Parties and their respective successors, heirs, executors,
administrators, trustees and assigns. Notwithstanding the foregoing, none of the Hookston Parties
shall have the right to assign this Agreement without the prior written consent of Escrow Agent,
which consent may be granted or withheld in the sole and absolute discretion of Escrow Agent.
4.8 Integration. This Agreement constitutes a single integrated written agreement.
There are no representations, covenants, agreements or understandings among Escrow Agent and
the Hookston Parties that are not set forth herein. No alteration, change or modification of or to
this Agreement shall be effective unless it is in writing and signed by Escrow Agent and each of
the Hookston Parties.
9
4.9 Counterparts; Electronic Execution. This Agreement may be executed in
counterparts, all of which shall constitute the same agreement, notwithstanding that all parties to
this Agreement are not signatories to the same original counterpart. Delivery of an executed
counterpart of this Agreement by email shall be equally as effective as delivery of an original
executed counterpart. Signature pages may be detached from the counterparts and attached to a
single copy of this Agreement to physically form one document.
IN WITNESS WHEREOF, Escrow Agent and each of the Hookston Parties have
caused their duly authorized representatives to execute and deliver this Agreement to be effective
as of the Effective Date.
Escrow Agent
FIRST AMERICAN TRUST FSB
By:
Name:
Title:
By:
Name:
Title:
[SIGNATURES OF THE HOOKSTON PARTIES ON THE NEXT PAGE]
10
[SIGNATURES OF THE HOOKSTON PARTIES TO THE HOLDING ESCROW
AGREEMENT]
Party 1
UNION PACIFIC RAILROAD COMPANY
By:_________________________________
Name, Title
Party 3
HELIX FAMILY TRUST UTA DATED
DECEMBER 15, 1992
By:_________________________________
Mary Lou Helix, Trustee
Party 2
CONTRA COSTA COUNTY
By:_________________________________
John Kopchik, Director
Department of Conservation and
Development
KAREN S. HOOK TRUST UTA DATED
MARCH 18, 2009
By:_________________________________
Karen S. Hook, Trustee
BLAKE PUCELL LIVING TRUST UAD
JULY 2, 2018
By:_________________________________
Debra Hook, Trustee
By:_________________________________
Blake Pucell, Trustee
11
EXHIBIT A
FORM OF DISBURSEMENT INSTRUCTION
[TO BE ATTACHED]
12
EXHIBIT B
SCHEDULE OF FEES
[TO BE ATTACHED]
1025 ESCOBAR STREET
MARTINEZ, CA 94553CONTRA COSTA COUNTY
Legislation Details (With Text)
File #: Version:124-3474 Name:
Status:Type:Consent Item Passed
File created:In control:10/10/2024 BOARD OF SUPERVISORS
On agenda:Final action:10/22/2024 10/22/2024
Title:APPROVE and AUTHORIZE the Treasurer-Tax Collector or designee to execute a contract with
LiveHelpNow, in an amount not to exceed $2,268 to enhance communication with the public through
live chat software on the County website for the period of December 1, 2024, through November 30,
2025, and for successive one (1) year renewal terms thereafter until terminated. (100% General Fund)
Attachments:1. LiveChatNow Quote and License Agreement_2024
Action ByDate Action ResultVer.Tally
approvedBOARD OF SUPERVISORS10/22/2024 1 Pass
To:Board of Supervisors
From:Dan Mierzwa, Treasurer-Tax Collector
Report Title:APPROVE and AUTHORIZE the Treasurer-Tax Collector or designee to execute a contract with
LiveHelpNow, live chat software, on the County website for the period of December 1, 2024, through November 30,
2025
☒Recommendation of the County Administrator ☐ Recommendation of Board Committee
RECOMMENDATIONS:
APPROVE and AUTHORIZE the Treasurer-Tax Collector or designee to execute a contract with LiveHelpNow, in an amount
not to exceed $2,268 to enhance communication with the public through live chat software on the County website for
the period of December 1, 2024, through November 30, 2025, and for successive one (1) year renewal terms thereafter
until terminated for software licenses and subscription services for LiveHelpNow chat system.
FISCAL IMPACT:
Approval of this request will result in up to $2,268 in contractual expenditures over a 1-year period and will be funded
100% from the General Fund.
BACKGROUND:
The Treasurer-Tax Collector’s Office would like to incorporate LiveHelpNow’s live chat software onto the website to
enhance communication with the public.This tool would allow real-time interaction between visitors and office
personnel,providing quick and personalized assistance.Whether answering questions,offering guidance,or resolving
issues,live chat ensures an efficient and user-friendly experience,complementing other communication channels,
CONTRA COSTA COUNTY Printed on 12/11/2024Page 1 of 2
powered by Legistar™
File #:24-3474,Version:1
including translating to multiple languages, and improving overall accessibility.
This contract includes a limitation of liability provision and an indemnification statement to the County.
CONSEQUENCE OF NEGATIVE ACTION:
If the contract is not approved,the Treasurer-Tax Collector’s Office will miss the opportunity to grow and adapt to
evolving communication needs, leaving taxpayers without timely support, and delaying effective engagement.
CONTRA COSTA COUNTY Printed on 12/11/2024Page 2 of 2
powered by Legistar™
330 S.Warminster Rd,Suite 341
Hatboro,PA 19040
Phone:877-775-3667
Quote
DATE:OCTOBER 2,2024
To:
Marisol Sloan
Administrative Services Assistant II
Contra Costa County Treasurer-Tax
Collector ’s Office
625 Court Street,Room 100
Martinez,CA 94553
Phone:(925)608-9532,Fax:
(925)608-9597
Website:www.cctax.us
FOR:
Quote:
Live Chat System,Annual payment.
DESCRIPTION COST Discount AMOUNT
LiveHelpNow Chat System,Annual rate.10 licenses
$252.00
(Per license)
$252.00
(10%annual)
$2,520.00
TOTAL $2,268.00
This quote is bound by the following End User License Agreement:
End User License Agreement
Services and Support
LiveHelpNow provides services to enable corporate web sites,small business web sites,organizational web
sites,and community sites to integrate a call center application that enables live chat,email and self-service
interaction;fully integrated reporting application;Callback Request;Trouble Ticket management;and
Knowledge base management systems (collectively,the “Services”).All of this is offered with a 99.9%percent
uptime guarantee.
The Services are provided subject to this Agreement,as it may be amended by LiveHelpNow,and any
guidelines,rules or operating policies that LiveHelpNow may establish and post from time to time (the
“Agreement”).By posting updated versions of the Agreement on the Service or at the LiveHelpNow.net
website,or otherwise providing notice to you,LiveHelpNow may modify the terms of the Agreement and may
discontinue or revise any or all other aspects of the Services in its sole discretion.All such changes shall
become effective upon posting of the revised Agreement on the Service.
The Services are available only to persons who can form legally binding contracts under applicable law.
Without limiting the foregoing,the Services are not available to individuals under the age of 18.If you do not
qualify,you are not permitted to use the Services.By using the Services,you affirm that you are more than 18
years of age,or an emancipated minor,or possess legal parental or guardian consent and are fully able and
competent to enter into the terms,conditions,obligations,affirmations,representations,and warranties set
forth in this Agreement.
The Services will be subject to monthly subscription fees (“Paid Services”)each component (Live Chat System,
Trouble Ticket System,and Support System /Knowledge base management)is offered at $21 per user per
month,or buy three or more components at 30%discount.If you prepay for the full year you will receive an
additional 10%off your service price.Once you have completed your free trial period or have exceeded the
free subscriber limit.You will be notified via email of the completion or termination of your free trial period
and may purchase,in advance,a monthly or annual subscription for Paid Services.Access to the Services will
be limited until payment is received.Paid Services are billed monthly or prepaid,in advance,according to the
Fee Schedule provided to you by LiveHelpNow on its web site.The Fee Schedule,including subscriber levels
and prices,are subject to change at any time.Amounts paid for the services are not refundable.
You must complete the registration form on the Sign Up page in order to use the Services.You will provide
accurate information about yourself as requested in the registration form.As part of the registration process,
you will identify an email address for your LiveHelpNow account.You are responsible for maintaining the
security of your account,passwords,files,and for all uses of your account and of the Services in your name.
LiveHelpNow reserves the right to refuse registration of,or cancel,accounts it deems inappropriate.
If LiveHelpNow is for any reason unable to effect payment via your credit card or by check for invoiced
accounts,you will be notified via email and your LiveHelpNow account will be disabled until payment is
received.Please note that allowing a credit card to expire or not submitting payment by check regardless of
invoice receipt status will not automatically cancel your account.We continue to incur cost due to the
maintenance of all account data,and providing access to your account.You will remain responsible for paying
the monthly charge until we receive a cancellation notice as defined in this Agreement.We will send notice to
the email address on record if a card is declined.We may also follow-up by phone or mail.If you are past due
30 days on payment of your invoice,we reserve the right to delete your data from our systems and discontinue
Services in their entirety without any direct or third party liability whatsoever.We reserve the right to send
delinquent accounts to a collection agency if they are not paid within three (3)months of invoice date.Any
payment not received from Customer by the due date may accrue,at LiveHelpNow’s discretion,late charges at
the rate of one and a half percent (1.5%)of the outstanding balance per month,or at the maximum rate
permitted by law,whichever is lower,from the date such payment was due until the date paid.Each seat will
have a unique username to log in to the LiveHelpNow system.You can upgrade or downgrade the number of
user seats at any time.
Any third party software,including any third party’s plug-in,that may be provided with the Services is included
for use at your option.If you choose to use such third party software,then such use shall be governed by such
third party ’s license agreement;provided,however,use of such third party software will not require payment
of any additional license (or similar)fee to LiveHelpNow.We are not responsible for any third party ’s software
and shall have no liability for your use of third party software.
Restrictions and Responsibilities
This is an Agreement for Services,and you are not granted a license to any software by this Agreement.You
will not,directly or indirectly,reverse engineer,decompile,disassemble,or otherwise attempt to discover the
source code,object code,or underlying structure,ideas,or algorithms of,or found at or through the Services
or any software,documentation,or data related to the Services (“Software”);remove any proprietary notices
or labels from the Services or any Software,modify,translate,or create derivative works based on the Services
or any Software;copy,distribute,pledge,assign,or otherwise transfer or encumber rights to the Services or
any Software;or use any Software in violation of any applicable laws and regulations (including any export
laws,restrictions,national security controls and regulations)or outside of the scope of the Agreement.The
Services shall be used for your internal business (which includes civic or charitable)purposes only and you
shall not use the Services or any Software for timesharing or service bureau purposes or otherwise for the
benefit of a third party.If you are using the Services in any country in the European Community,the
prohibition against modifying,translating,reverse engineering,decompiling,disassembling or creating
derivative works based on the Services or the Software does not affect your rights under any legislation
implementing the E.C.Council Directive on the Legal Protection of Computer Programs.
You acknowledge and agree that the Services and the LiveHelpNow company names and logos and all related
product and service names,design marks and slogans,are the property of LiveHelpNow or its affiliates or
suppliers (collectively,the “Marks”).You are not authorized to use any of the Marks in any advertising,
publicity or any other commercial manner without the prior written consent of LiveHelpNow.Your use of the
Services confers no title or ownership in the Service,the Software or the Marks and is not a sale of any rights
in the Service,the Software or the Marks.All ownership rights remain in LiveHelpNow or its third party
suppliers,as the case may be.
You represent,covenant,and warrant that you will use the Services only in compliance with the Agreement
and all applicable laws (including but not limited to policies and laws related to spamming,privacy,obscenity,
or defamation).You agree you will not access or otherwise use third party mailing lists in connection with
preparing or distributing unsolicited email to any third party.You hereby agree to indemnify and hold
harmless LiveHelpNow against any damages,losses,liabilities,settlements,and expenses (including without
limitation costs and reasonable attorneys’fees)in connection with any claim or action that arises from an
alleged violation of the foregoing or otherwise arising from or relating to your use of the Services.Although
LiveHelpNow has no obligation to monitor the content provided by you or your use of the Services,
LiveHelpNow may do so and may remove any such content or prohibit any use of the Services it believes may
be (or is alleged to be)in violation of the foregoing.
The Services may only be used for lawful purposes.Transmission or solicitation of any material that violates
United States federal,state or other laws that may apply in this jurisdiction or your local area is prohibited.
This may include material that is obscene,threatening,harassing,libelous,or in any way a violation of
intellectual property laws or a third party ’s intellectual property rights.See LiveHelpNow ’s Prohibited Content
and Commerce Statement for details.
You acknowledge and agree that the Services may automatically add an identifying footer stating “Powered by
LiveHelpNow”or a similar message.
In using the varied features of the Services,you may provide information (such as name,contact information,
or other registration information)to LiveHelpNow.LiveHelpNow may use this information and any technical
information about your use of the Services to tailor its presentations to you,facilitate your movement through
the Service,or communicate separately with you.If you licensed the Services as a result of solicitation by a
Marketing Partner of LiveHelpNow,LiveHelpNow may share your information with the Marketing Partner.
LiveHelpNow will not provide information to companies you have not authorized,and LiveHelpNow will not
permit the companies that get such information to sell and redistribute it without your prior consent.
LiveHelpNow may collect and track non-personally identifiable information about you,including but not
limited to your IP address,the type of hardware you use,and the type of browser you employ,for the sole
purpose of assisting with the necessary operation and function of the Software.We reserve the right to
compile,save,and use within the scope of our activities and to analyze any and all of your data (registration
data and use history).Our use of any such data shall be for internal purposes,including without limitation for
the purposes of responding to your requests for information,for contacting you,or for providing you
maintenance and support.We may provide aggregated statistics about your use of the Software to third
parties,but such information will be aggregated so that it does not identify a particular individual or company.
LiveHelpNow will not use your customer list or any other customer information for any other purposes than
those intended with the service.Your customer information will not be shared with any other parties.In
addition,LiveHelpNow will not use your customer information for the purpose of sending unsolicited
commercial email.
Bandwidth usage
You acknowledge and agree that for each 1000 unique daily visitors to your website you must purchase one
user seat or disable visitor tracking functionality provided by LiveHelpNow software.
Data Retention
LiveHelpNow agrees to deliver to you all of your data related to your use of the Services on a monthly basis in
an electronic file in a format to be determined between you and LiveHelpNow.Once such file has been
delivered to you,LiveHelpNow shall retain data only in accordance with its own data and document retention
policies,and shall have no further responsibility to retain or maintain your data on your behalf unless specified
otherwise in this Agreement or required by applicable law,rule or regulation.
Termination
Term of Agreement:This Agreement commences on the date your services initially began -the Effective Date -
and continues until you terminate.Services shall automatically renew for additional periods at the same
contractual term as the previous Agreement at the list price in effect at the time of renewal unless Customer
terminates as defined herein.
Termination:You may terminate this Agreement at any time by logging into your account and going to Cancel
My Account within the Settings or by sending written notice to the attention of Accounting at LiveHelpNow at
330 S.Warminster Rd,Suite 341 Hatboro,PA 19040.LiveHelpNow shall have no liability to you or any third
party because of such termination.All sections of this Agreement which by their nature will survive
termination,including,without limitation,ownership,warranty disclaimers and limitations of liability,shall
survive termination.
Outstanding Fees:Termination shall not relieve Customer of the obligation to pay any fees accrued or payable
to LiveHelpNow prior to the effective date of termination.
Customer Data:After cancellation,LiveHelpNow will allow 30 days for the customer to request its data before
it is purged from our servers.
Warranty Disclaimer;Remedies
USE OF THE SERVICES AND ANY RELIANCE BY YOU UPON THE SERVICES,INCLUDING ANY ACTION TAKEN BY
YOU BECAUSE OF SUCH USE OR RELIANCE,IS AT YOUR SOLE RISK.LIVEHELPNOW DOES NOT WARRANT THAT
THE SERVICES WILL MEET ALL OF YOUR REQUIREMENTS OR THAT THE SERVICES WILL BE UNINTERRUPTED OR
ERROR FREE;NOR DOES IT MAKE ANY WARRANTY AS TO THE RESULTS THAT MAY BE OBTAINED FROM USE OF
THE SERVICES.THE SERVICES ARE PROVIDED “AS IS”AND LIVEHELPNOW DISCLAIMS ALL WARRANTIES,
EXPRESS OR IMPLIED,INCLUDING,BUT NOT LIMITED TO,IMPLIED WARRANTIES OF MERCHANTABILITY,
FITNESS FOR A PARTICULAR PURPOSE AND NONINFRINGEMENT.Your sole and exclusive remedy for any failure
or nonperformance of the Services shall be for LiveHelpNow to use commercially reasonable efforts to adjust
or repair the Services.
Limitation of Liability
TO THE MAXIMUM EXTENT PERMITTED BY LAW,UNDER NO CIRCUMSTANCES AND UNDER NO LEGAL THEORY,
TORT,CONTRACT,OR OTHERWISE,SHALL LIVEHELPNOW OR ANY OF ITS UNDERLYING SERVICE PROVIDERS,
BUSINESS PARTNERS,INFORMATION PROVIDERS,ACCOUNT PROVIDERS,LICENSORS,EMPLOYEES,
DISTRIBUTORS OR AGENTS (COLLECTIVELY REFERRED TO FOR PURPOSES OF THIS SECTION AS “LIVEHELPNOW
“)BE LIABLE TO YOU OR ANY OTHER PERSON FOR ANY MONEY DAMAGES,WHETHER DIRECT,INDIRECT,
SPECIAL,INCIDENTAL,COVER,RELIANCE OR CONSEQUENTIAL DAMAGES,EVEN IF LIVEHELPNOW SHALL HAVE
BEEN INFORMED OF THE POSSIBILITY OF SUCH DAMAGES,OR FOR ANY CLAIM BY ANY OTHER PARTY.IN THE
EVENT THAT NOTWITHSTANDING THE FOREGOING,LIVEHELPNOW IS FOUND LIABLE TO YOU FOR DAMAGES
FROM ANY CAUSE WHATSOEVER,AND REGARDLESS OF THE FORM OF THE ACTION (WHETHER IN CONTRACT,
TORT (INCLUDING NEGLIGENCE),PRODUCT LIABILITY OR OTHERWISE),THE LIABILITY OF LIVEHELPNOW TO
YOU WILL BE LIMITED TO THE AMOUNT YOU PAID FOR THE SERVICES IN THE PRECEDING SIX (6)MONTHS.
SOME JURISDICTIONS DO NOT ALLOW THE EXCLUSION OR LIMITATION OF INCIDENTAL OR CONSEQUENTIAL
DAMAGES,SO THIS LIMITATION AND EXCLUSION MAY NOT APPLY TO YOU.YOU ACKNOWLEDGE THAT ABSENT
YOUR AGREEMENT TO THIS LIMITATION,WE WOULD NOT PROVIDE THE SERVICES ACCESSIBLE HEREIN.
Confidentiality
You acknowledge and agree that you may from time to time acquire information about LiveHelpNow,our and
our customers’and agents’business activities and operations,technical information,trade secrets,non-public
personal information,claim history and identity,whether or not reduced to writing all of which are proprietary
and confidential (the “Confidential Information”)in the performance of our obligations under this Agreement.
Except as otherwise set forth herein,you hereby agrees that:(a)all Confidential Information remains the
exclusive property of LiveHelpNow;(b)you shall maintain and cause your employees to maintain (and not to
otherwise copy,publish,disclose or use other than as contemplated under the Agreement),the confidentiality
and secrecy of LiveHelpNow’s Confidential Information;and (c)you shall return or destroy all copies of
LiveHelpNow’s Confidential Information upon request.Confidential Information shall not include information
to the extent it:(i)is or becomes a part of the public domain through no act or omission on your part;or (ii)is
independently developed by you without reference to LiveHelpNow’s Confidential Information.You have the
burden of proving the applicability of any of the foregoing exceptions.Except as otherwise set forth herein,no
Confidential Information shall be used by you for your own benefit or purposes or for the benefit or purposes
of any other third person or entity without first obtaining LiveHelpNow’s written consent.You agree that you
will not remove or deface any notice of copyright,trademark,logo or other proprietary notice of the other
party appearing on any original or copy of the other party’s Confidential Information.
You acknowledge that the foregoing covenants are reasonable and necessary to protect LiveHelpNow and its
business.If you engage in any activity in violation of the restricted use and disclosure obligations,it being
understood that we will be irreparably harmed and have no adequate remedy in money or damages,we shall,
in addition to any other remedies available to it,be entitled to an injunction,without bond,by any competent
court enjoining and restraining you from continuance of such activity.If you engage in any activity in violation
of the provisions of the Agreement,you agree to indemnify and hold harmless LiveHelpNow and its affiliates,
directors,officers,agents,employees,and its suppliers and licensors from any and all losses,and/or expenses
incurred by such party as a result of such violation.If you become legally obligated to disclose any of
LiveHelpNow’s Confidential Information,you shall,to the extent legally permissible,notify LiveHelpNow in
writing promptly and shall cooperate with LiveHelpNow at LiveHelpNow’s expense in seeking a protective
order or other appropriate remedy prior to such disclosure.The obligations relating to Confidential
Information shall survive termination of the Agreement.
Export of Services or Technical Data
The Services,the Software and documentation delivered to you under the Agreement are subject to United
States export control laws and regulations and may also be subject to import and export laws of the
jurisdiction in which it was obtained,if outside the United States.You shall abide by all applicable export
control laws,rules and regulations applicable to the Services,the Software and documentation.You may not
remove or export from the United States or allow the export or re-export of the Services,or any direct product
thereof,including technical data,in violation of any restrictions,laws,or regulations of the United States or any
other applicable country.You specifically agree not to export,re-export,or transfer the Services (i)to any
country to which the United States has embargoed or restricted the export of goods or services,or to any
national of any such country,wherever located,who intends to transmit or transport the products back to such
country;(ii)to any person or entity who you know or have reason to know will utilize the Services or portion
thereof in the design,development,production or use of nuclear,chemical or biological materials,facilities,or
weapons;or (iii)to any person or entity who has been prohibited from participating in United States export
transactions by any federal agency of the United States government.
Miscellaneous
If any provision of the Agreement is found to be unenforceable or invalid,that provision will be limited or
eliminated to the minimum extent necessary so that this Agreement will otherwise remain in full force and
effect and enforceable.LiveHelpNow and you agree that the Agreement is the complete and exclusive
statement of the mutual understanding of the parties and supersedes and cancels all previous written and oral
agreements,communications,and other understandings relating to the subject matter of the Agreement,and
that all waivers and modifications must be in a writing signed by both parties,except as otherwise provided
herein.No delay or omission by either party in exercising any right or remedy under this Agreement or existing
at law or equity shall be considered a waiver of such right or remedy.
LiveHelpNow will not be liable to you for any failure or delay in the performance of any of its obligations under
the Agreement arising out of any event or circumstance beyond its reasonable control,including war,rebellion,
terrorism,civil commotion,strikes,lock-outs or industrial disputes,fire,explosion,earthquake,acts of God,
flood,drought,or bad weather;or requisitioning or other act or order by any government,council,or
constituted body.If such failure or delay occurs,then LiveHelpNow will give you notice of the circumstance
causing such failure or delay,and LiveHelpNow will be excused from the performance of such of its obligations
that it is thereby disabled from performing for so long as the event causing the disability continues;provided,
however,that such affected party commences and continues to take reasonable and diligent actions to cure
such failure or delay.
No agency,partnership,joint venture,or employment is created as a result of the Agreement,and you do not
have any authority of any kind to bind LiveHelpNow in any respect whatsoever.
In any action or proceeding to enforce rights under the Agreement,the prevailing party will be entitled to
recover its costs and attorneys’fees.
LiveHelpNow will indemnify County against all claims,losses,and reasonable expenses from any third-party
claim alleging that the use of LiveHelpNow’s product infringes or misappropriates the third-party’s intellectual
property rights (an “Indemnifiable Claim”).County must promptly provide LiveHelpNow with written notice of
such claim,tender to LiveHelpNow the defense or settlement of such claim at LiveHelpNow’s expense and
cooperate fully with LiveHelpNow in the defense or settlement of such claim.LiveHelpNow’s intellectual
property indemnification obligations do not apply to claims based on (a)modification of LiveHelpNow’s product
by County or a third-party not approved by LiveHelpNow;(b)use of LiveHelpNow’s product in combination with
hardware or services not approved by LiveHelpNow;(c)use of LiveHelpNow’s product other than as permitted
in this Agreement;or (d)use of LiveHelpNow software that is not the most current release provided by
LiveHelpNow.
The Agreement shall be governed by the laws of the State of California,USA without regard to its choice or law
or conflict of laws provisions.All legal actions in connection with the Agreement shall be brought in the state
or federal courts located in California.
LiveHelpNow,LLC Customer
Name:___Jason O’Neill___________Name:________________________
Title:____Chief Executive Officer___Title:_________________________
Signature:_____________________Signature:_____________________
Date:___October 2,2024_________Date:_________________________