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Home My WebLink AboutMINUTES - 01282025 - 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 Shanelle Scales-Preston, District V Clerk of the Board (925) 655-2000 clerkoftheboard@cob.cccounty.us 9:30 AMTuesday, January 28, 2025 SPECIAL MEETING BOARD RETREAT 1.CALL TO ORDER; ROLL CALL District I Supervisor John Gioia, District II Supervisor Candace Andersen, District IV Supervisor Ken Carlson, and District V Supervisor Shanelle Scales-Preston Present: District III Supervisor Diane BurgisAbsent: 2.PLEDGE OF ALLEGIANCE 3.Inspirational Thought- "In unity there is strength." ~Aesop 4.WELCOME (San Ramon Mayor Mark Armstrong and Chair Candace Andersen) 5. Motion:Gioia Scales-PrestonSecond: District I Supervisor Gioia, District II Supervisor Andersen, District IV Supervisor Carlson, and District V Supervisor Scales-Preston Aye: District III Supervisor BurgisAbsent: Result:Passed Page 1 of 13 BOARD OF SUPERVISORS Meeting Minutes January 28, 2025 6.CLOSED SESSION AGENDA 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. D.1.ACCEPT the report from Beacon Economics: "The Economic Outlook : Focus on Contra Costa County". (Christopher Thornberg, Beacon Economics) 25-335 Attachments:Beacon Economics - Economic Outlook Presentation.pdf Rev. Beacon Economics presentation.pdf Speakers: Mariana Moore; Sara Gurdian; Josh Anjer; Gus Kramer; Kanwarpal Dhaliwal; Roxanne Garza; Kent Green; Kimberly Galindo; Rachel Rosekind; Elizabeth Ritchie; Jan Warren Motion:Carlson GioiaSecond: District I Supervisor Gioia, District II Supervisor Andersen, District IV Supervisor Carlson, and District V Supervisor Scales-Preston Aye: District III Supervisor BurgisAbsent: Result:Passed D.2.ACCEPT the report on budget development considerations for FY 25-26 and beyond. (Monica Nino, County Administrator, Adam Nguyen, County Finance Director 25-336 Attachments:FY25-26 Budget Development - Key Considerations.pdf 2025-01-28 D.2 Public Comment.pdf Speakers: Debi Clifford; Ana Pan; Kanwarpal Dhaliwal; Any Huey; Sergio Lopez; Ruth Kidane; Ali Saidi; Mariana Moore; Sara Gurdian; O .G. Strogatz; Kent Green; D. Roemer; Diane Bianchi; Susun; Jan Warren; Kathy Walley; Sarah Cleveland; Toni Henle; Graham Huey; Kimberly Galindo; Joanne Supersad; Ursula Floden; Page 2 of 13 BOARD OF SUPERVISORS Meeting Minutes January 28, 2025 Kathleen; Roxanne Garza; Kim Tarman; GiGi Crowder; Jane Courant; Debra Ballinger; Ruth Fernandez; Karen Hernandez . Written commentary provided by (attached): Katherine Walley . Motion:Carlson Scales-PrestonSecond: District I Supervisor Gioia, District II Supervisor Andersen, District IV Supervisor Carlson, and District V Supervisor Scales-Preston Aye: District III Supervisor BurgisAbsent: Result:Passed D.3.ACCEPT the report on Capital Plan and Projects. (Eric Angstadt, Chief Assistant County Administrator) 25-337 Attachments:Capital Projects Presentation.pdf RELISTED to February 25, 2025. BREAK FOR LUNCH 7.RESUME OPEN SESSION D.4 ACCEPT report on Economic Development activities in Contra Costa County. (John Kopchik, Director of Conservation and Development) 25-343 Attachments:Economic Development Activities in Contra Costa County PPT Speakers: Elizabeth; Jan Warren . Motion:Scales-Preston GioiaSecond: District I Supervisor Gioia, District II Supervisor Andersen, District IV Supervisor Carlson, and District V Supervisor Scales-Preston Aye: District III Supervisor BurgisAbsent: Result:Passed D.5 PUBLIC COMMENT (2 Minutes/Speaker) Liz Ritchie announced that a letter has been sent to the President of the United States entitled the Missions Act of the Great State of New Caifornia . Written Public Comment 25-410 Attachments:D.5 commentary 1-28-25.pdf 8.WRAP-UP AND CLOSING COMMENTS (Chair, Candace Andersen) 9.ADJOURN Adjourned today's meeting at 4:20 p.m. 10.CONSENT CALENDAR Page 3 of 13 BOARD OF SUPERVISORS Meeting Minutes January 28, 2025 Auditor-Controller CONSIDER CONSENT ITEMS A motion was made by District I Supervisor Gioia, seconded by District V Supervisor Scales-Preston, to approve the Consent Agenda . The motion carried by the following vote: District I Supervisor Gioia, District II Supervisor Andersen, District IV Supervisor Carlson, and District V Supervisor Scales-Preston Aye: District III Supervisor BurgisAbsent: Result:Passed C.1.AUTHORIZE Reclamation District 2090 to submit an audit covering a five-year period, in lieu of the required annual audit, to the County’s Office of the Auditor-Controller at the recommendation of the Auditor-Controller and in accordance with the provisions of Government Code Section 26909. (No Fiscal Impact) 25-302 approved Board Standing Committees (referred items) C.2.ACCEPT the Draft Richmond Parkway Transportation Plan, as recommended by the Transportation, Water and Infrastructure Committee. (No fiscal impact) 25-342 Attachments:12/9/24 TWIC Cover Ltr 12/9/24_TWIC_Mtg Presentation Dec 2024_Draft_Final_RPTP Relisted. Clerk of the Board C.3.ADOPT Resolution No. 2025-18 recognizing honoring Leslie Gleason, the Executive Director of Trinity Center, upon her retirement, as recommended by Supervisors Carlson and Andersen. RES 2025-18 adopted C.4.ADOPT Resolution No. 2025-19 calling for an election to fill the #2 General Member, #8 Retired Member, and #8 Retired Member Alternate seats of the Contra Costa County Employees’ Retirement Association (CCCERA) Board of Trustees, as recommended by the County Administrator. (100% CCCERA) RES 2025-19 Attachments:CCCERA Letter to Chair of the BOS RE Notification of expiring terms 2025 adopted C.5.APPOINT Melinda Elayda to the B8 Emergency Nurses Association - East Bay Chapter seat on the Emergency Medical Care Committee for a 25-303 Page 4 of 13 BOARD OF SUPERVISORS Meeting Minutes January 28, 2025 term ending September 30, 2026, as recommended by the Health Services Director. Attachments:B8 - Melinda Elayda_Redacted B8 - Melinda Elayda_Resume_Redacted approved C.6.REAPPOINT Rachel Rosekind to the District I Seat 1 on the Measure X Community Advisory Board for a term ending on March 31, 2027, as recommended by Supervisor Gioia. 25-304 approved C.7.REAPPOINT Kim Carone to the Appointee 1 Seat, Maria Jehs to the Appointee 4 Seat, and Linda Matteri to the Appointee 5 Seat on the Knightsen Town Advisory Council for terms ending December 31, 2028, as recommended by Supervisor Burgis. 25-305 approved C.8.REAPPOINT Mark Whitlock to the Appointee 1 Seat, Pam Allen to the Appointee 2 Seat, Rob Brunham to the Appointee 3 Seat, Phillip Kammerer to the Appointee 4 Seat, and Belinda Bittner to the Appointee 5 Seat for terms ending December 31, 2028, as recommended by Supervisor Burgis. 25-306 approved Clerk-Recorder/Elections C.9.APPROVE and AUTHORIZE the Auditor-Controller, or designee, to issue a refund for overpayment of Documentary Transfer Taxes totaling $3,974.30 to Chicago Title Company, eRecording Partners Network, and Cornerstone Title Company, as recommended by the Clerk-Recorder . (100% General Fund) 25-307 approved Conservation & Development C.10 . APPROVE and AUTHORIZE the Conservation and Development Director, or designee, to apply for, and accept, if awarded, a Resilience Hubs Grant in an amount not to exceed $25,000 from Pacific Gas and Electric to assess the opportunity to enhance the existing Ambrose Community Center in Bay Point to function as a community resilience center. (No County match) 25-308 approved County Administration C.11 . AUTHORIZE and APPROVE the County Administrator to reappropriate the unspent balance of $193,613 for the Measure X allocation for San Ramon Valley Fire Protection District (SRVFPD) 25-338 Page 5 of 13 BOARD OF SUPERVISORS Meeting Minutes January 28, 2025 Behavioral Health Crisis Response and APPROVE Budget Amendment No. BDA-25-00002 authorizing the County Administrator to make all necessary budget adjustments based on Board direction for Measure X revenue allocations. (100% Measure X) Attachments:BDA-25-00002.pdf approved C.12 . AUTHORIZE relief of cash shortage in the Clerk-Recorder's Office in the amount of $490, as recommended by the County Administrator (100% General Fund) 25-339 Attachments:Report of Shortage approved C.13 . AUTHORIZE relief of cash shortage in the Treasurer-Tax Collector's Office in the amount of $271, as recommended by the County Administrator. (100% General Fund) 25-340 Attachments:Report of Shortage approved C.14 . RECEIVE report on the fourth quarter progress of the five grant projects from the first allocation of Innovation Funds, as recommended by the County Administrator. (No fiscal impact) 25-341 Attachments:Tech Exchange Productivity Tables approved County Counsel C.15 . APPROVE amended Conflict of Interest Code for the Contra Costa Children and Families Commission, as recommended by County Counsel. 25-309 Attachments:Exhibit A - Conflict of Interest Code for First 5 Exhibit B - Conflict of Interest Code for First 5 - REDLINE approved C.16 . APPROVE amended Conflict of Interest Code for the Workforce Development Board of Contra Costa County, including the list of designated positions, as recommended by County Counsel. 25-310 Attachments:Exhibit A - Conflict of Interest Code for the Workforce Development Board Exhibit B - Conflict of Interest Code for the Workforce Development Board - REDLINE approved Employment & Human Services Page 6 of 13 BOARD OF SUPERVISORS Meeting Minutes January 28, 2025 C.17 . APPROVE and AUTHORIZE the Employment and Human Services Director, or designee, to execute a contract amendment with Empowered Aging to increase the payment limit by $162,689 to a new payment limit of $694,127, for additional Long-Term Care Ombudsman Services pursuant to the Older Americans Act with no change to the term through June 30, 2025. (84% State, 16% Federal) 25-311 approved Health Services C.18 . APPROVE and AUTHORIZE the Purchasing Agent, or designee, to execute on behalf of the Health Services Director, a purchase order with Stromasys LLC in an amount not to exceed $48,000 and a Stromasys End User License Agreement for system emulator software and services for the period February 3, 2025 through February 2, 2030. (100% Hospital Enterprise Fund I) 25-312 approved C.19 . APPROVE and AUTHORIZE the Purchasing Agent, or designee, to execute on behalf of the Health Services Director, a purchase order with U.S. Foods, Inc. dba U.S. Foodservice, Inc. in an amount not to exceed $36,000 to supply and deliver fresh and processed fruit, salads, vegetables and paper products to the Youth Stabilization Unit at the Miller Wellness Center for the period of January 1, 2025 through December 31, 2025. (100% Wellness Child Crisis Stabilization Fund) 25-313 approved C.20 . APPROVE and AUTHORIZE the Purchasing Agent, or designee, to execute on behalf of the Health Services Director, a purchase order amendment with Meridian Leasing Corporation to increase the payment limit by $193,896 to an amount not to exceed $391,896 and extend the term through August 31, 2026, and execute a Supplement to Master Lease for the period from January 1, 2024 through December 31, 2026 for lease and related maintenance of the ScrubEx dispensary machines at Contra Costa Regional Medical Center. (100% Hospital Enterprise Fund I) 25-314 approved C.21 . APPROVE and AUTHORIZE the Purchasing Agent, or designee, to execute on behalf of the Health Services Director, a purchase order with WASH Multifamily Laundry Systems, LLC in an amount not to exceed $12,000 and a rental agreement to rent two washers and dryers for the Discovery House for the period from January 3, 2025 through January 2, 2030, which shall automatically renew for successive one month terms until either party provides at least 30 days prior written notice of termination. (100% Substance Use Block Grant funds) 25-315 Page 7 of 13 BOARD OF SUPERVISORS Meeting Minutes January 28, 2025 approved C.22 . APPROVE and AUTHORIZE the Health Services Director, or designee, to sign two 10-year revocable grants and related documents, granting up to $1,450,000 to Shelter, Inc., for the purpose of renovating two Shelter Inc.-owned properties, one at 935 East Street in Pittsburg and one at 1859 Clayton Way in Concord, for use as shared housing for clients referred by Contra Costa Health – Behavioral Health under the Behavioral Health Bridge Housing program, effective upon signature by both parties. (100% California Department of Health Care Services Behavioral Health Bridge Housing Grant funds) 25-316 approved C.23 . APPROVE and AUTHORIZE the Health Services Director, or designee, to execute a contract amendment with Health Management Systems, Inc., to provide additional professional auditing services for the Contra Costa Health Plan Claims Unit with no change in the payment limit of $2,000,000 or term ending December 31, 2025. (100% Contra Costa Health Plan Enterprise Fund II) 25-317 approved C.24 . APPROVE and AUTHORIZE the Health Services Director, or designee, to execute a contract with Jones Psychological Services, Inc, in an amount not to exceed $450,000 to provide neuropsychological testing services for 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) 25-318 approved C.25 . APPROVE and AUTHORIZE the Health Services Director, or designee, to execute a contract with Matthew J . Tafoya, M.D., in an amount not to exceed $250,000 to provide emergency medicine services at Contra Costa Regional Medical Center and Health Centers for the period February 1, 2025 through January 31, 2026. (100% Hospital Enterprise Fund I) 25-319 approved C.26 . APPROVE and AUTHORIZE The Health Services Director, or designee, to execute a contract with Solventum Health Information Systems, Inc., to increase the payment limit by $36,798 to a new payment limit of $333,075 to continue providing hosted patient classification and claims software system and support services with no change in the term through May 1, 2025. (100% Hospital Enterprise Fund I) 25-320 approved Page 8 of 13 BOARD OF SUPERVISORS Meeting Minutes January 28, 2025 C.27 . APPROVE and AUTHORIZE the Health Services Director, or designee, to execute a contract with Robert Turcios Jr., OD (dba Advanced Eyecare Optometry), in an amount not to exceed $600,000 to provide optometry services for Contra Costa Health Plan members and County recipients for the period January 1, 2025 through December 31, 2027. (100% Contra Costa Health Plan Enterprise Fund II) 25-321 approved C.28 . APPROVE and AUTHORIZE the Health Services Director, or designee, to execute a contract with Star View Behavioral Health, Inc ., in an amount not to exceed $500,000 to provide Medi-Cal specialty mental health services to members in Contra Costa County for the period December 1, 2024 through November 30, 2025. (100% Federal Medi-Cal) 25-322 approved C.29 . APPROVE and AUTHORIZE the Health Services Director, or designee, to execute a contract with Bellaken Health Group, Inc. (dba Bellaken Skilled Nursing Center), in an amount not to exceed $300,000 to provide skilled nursing facility services for Contra Costa Health Plan members and County recipients for the period February 1, 2025 through January 31, 2028. (100% Contra Costa Health Plan Enterprise Fund II) 25-323 approved C.30 . APPROVE and AUTHORIZE the Health Services Director, or designee, to execute a contract with Blize Healthcare California Inc ., in an amount not to exceed $2,400,000 to provide home health care and hospice services for Contra Costa Health Plan members and County recipients for the period February 1, 2025 through January 31, 2028. (100% Contra Costa Health Plan Enterprise Fund II) 25-324 approved C.31 . APPROVE and AUTHORIZE the Health Services Director, or designee, to execute a contract with Marina Garden Nursing Center, Inc., in an amount not to exceed $600,000 to provide skilled nursing facility services for Contra Costa Health Plan members and County recipients for the period February 1, 2025 through January 31, 2028. (100% Contra Costa Health Plan Enterprise Fund II) 25-325 approved C.32 . APPROVE and AUTHORIZE the Health Services Director, or designee, to accept a grant award with the California Department of Public Health, to pay County an amount not to exceed $985,064 for the Sexually Transmitted Disease Management Program and Collaboration Project for the period July 1, 2024 through June 30, 2026. (No County match) 25-326 approved Page 9 of 13 BOARD OF SUPERVISORS Meeting Minutes January 28, 2025 C.33 . APPROVE and AUTHORIZE the Health Services Director, or designee, to execute a contract with the California Office of Traffic Safety, to pay County an amount not to exceed $208,475 for the Pedestrian and Bicycle Safety Program for a countywide Vision Zero roadway safety education campaign for the period October 1, 2024 through September 30, 2025. (No County match) 25-327 approved C.34 . APPROVE the list of providers recommended by Contra Costa Health Plan's Medical Director and the Health Services Director as required by the State Departments of Health Care Services and Managed Health Care, and the Centers for Medicare and Medicaid Services. (No fiscal impact) 25-328 Attachments:Provider Lists for December 13,16 and 30,2024 approved Information and Technology C.35 . APPROVE and AUTHORIZE the Purchasing Agent, on behalf of the Chief Information Officer, to execute a purchase order amendment with Graybar Electric Company, Inc. to extend the effective date through January 31, 2026, to purchase radio, telecommunications, and data communication parts and equipment. (100% User Departments) 25-329 approved Library C.36 . APPROVE and AUTHORIZE the County Librarian, or designee to execute a contract amendment with Ventura Business Systems, Inc., to increase the payment limit by $10,000 to a new payment limit of $100,000 for cash handling services and maintenance services on Library cash/coin boxes and printer terminals for the period October 1, 2024 through September 30, 2025. (100% Library Fund) 25-330 approved Risk Management C.37 . DENY claims filed by Jason Dodson; Renee Green; Martha Mendoza; and Linda Price. 25-331 approved Sheriff C.38 . ADOPT Resolution No. 2025-20 authorizing the Sheriff-Coroner, or designee, to apply for, accept, and approve grant funding, including amendments and extensions, with the California Office of Traffic Safety, in an initial amount of $210,000 for the Office of the Sheriff Forensic Services Unit to purchase new updated instrumentation for the blood RES 2025-20 Page 10 of 13 BOARD OF SUPERVISORS Meeting Minutes January 28, 2025 alcohol program, for the initial period of October 1, 2025 through September 30, 2026. (100% State, no County match) adopted C.39 . APPROVE and AUTHORIZE the Sheriff-Coroner, or designee, to execute a contract with Thomson Reuters West in an amount not to exceed $11,500 to provide online legal research and reference materials to the Office of the Sheriff Civil Unit, for the period January 1, 2025 through December 31, 2029. (100% General Fund) 25-332 approved C.40 . APPROVE and AUTHORIZE the Purchasing Agent to execute, on behalf of the Sheriff-Coroner, a purchase order with VWR International, LLC to provide BioHoods and Freezers for forensic evidence processing and storage in an amount not to exceed $48,173, for the period January 1, 2025 through December 31, 2025. (100% State) 25-333 approved Treasurer - Tax Collector C.41 . APPROVE and AUTHORIZE the Auditor Controller, or designee, on behalf of the Treasurer Tax Collector, to pay $15,185 to Lexis Nexis Risk Solutions, for access to online applications for research supporting tax collection, from August 1, 2023, to December 31, 2024. (100% General Fund) 25-334 approved Page 11 of 13 BOARD OF SUPERVISORS Meeting Minutes January 28, 2025 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 (the Levine Act), members of the Board of Supervisors are disqualified and not able to participate in any agenda item involving contracts (except for contracts exempt from the Levine Act under Government Code section 84308(a)), franchises, discretionary land use permits and other entitlements, if the Board member received, within the previous 12 months, more than $500 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 Page 12 of 13 BOARD OF SUPERVISORS Meeting Minutes January 28, 2025 decision on the agenda item. Members of the Board of Supervisors who have received, and applicants, contractors or their agents who have made, campaign contributions totaling more than $500 to a Board member within the previous 12 months 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: March 12, 2025 at 10:30 a.m. Economic Development Committee: February 3 Canceled/February 20, 2025 at 2:30 p.m. Equity Committee: February 18, 2025 at 10:30 a.m. Family and Human Services Committee: February 10, 2025 at 10:30 a.m. Finance Committee: February 3 canceled / February 10, 2025 at 1:00 p.m. Head Start Advisory Committee: April 21, 2025 at 9:30 a.m. Internal Operations Committee: February 24, 2025 at 10:30 a.m. Legislation Committee: February 24, 2025 at 9:00 a.m. Los Medanos Healthcare Operations Committee: February 3, 2025 at 1:00 p.m. Public Protection Committee: TBD Resilient Shoreline Committee: February 10, 2025 at 9:00 a.m. Sustainability Committee: Special Meeting February 10, 2025 1:00 p.m. Transportation, Water and Infrastructure Committee : February 24, 2025 at 1:00 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 13 of 13 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:225-335 Name: Status:Type:Discussion Item Passed File created:In control:1/16/2025 BOARD OF SUPERVISORS On agenda:Final action:1/28/2025 1/28/2025 Title:ACCEPT the report from Beacon Economics: "The Economic Outlook: Focus on Contra Costa County". (Christopher Thornberg, Beacon Economics) Attachments:1. Beacon Economics - Economic Outlook Presentation.pdf, 2. Rev. Beacon Economics presentation.pdf Action ByDate Action ResultVer.Tally approvedBOARD OF SUPERVISORS1/28/2025 2 Pass 4:0 To:Board of Supervisors From:Monica Nino, County Administrator Report Title:ACCEPT the report from Beacon Economics: "The Economic Outlook: Focus on Contra Costa County” ☒Recommendation of the County Administrator ☐ Recommendation of Board Committee RECOMMENDATIONS: ACCEPT the report from Beacon Economics - “The Economic Outlook: Focus on Contra Costa County”. FISCAL IMPACT: This report is for informational purposes and has no specific fiscal impact. BACKGROUND: Attached is the report from Beacon Economics - “The Economic Outlook: Focus on Contra Costa County”. CONSEQUENCE OF NEGATIVE ACTION: N/A CONTRA COSTA COUNTY Printed on 2/3/2025Page 1 of 2 powered by Legistar™ File #:25-335,Version:2 CONTRA COSTA COUNTY Printed on 2/3/2025Page 2 of 2 powered by Legistar™ The Economic Outlook Focus: Contra Costa County January 2025 Christopher Thornberg, PhD Founding Partner, Beacon Economics Beacon Economics •Economic research firm founded in 2006 with a commitment to letting the data drive the answer. Today’s Presentation ➢What we think is happening in our economy (our social narrative or “lived experience”) ➢What is actually happening in our economy (our objective statistical reality) ➢It is the combination of the two that drives the forecast: Narratives drive choices, while economics determines outcomes. Smart choices and good policy start with the correct narrative. Social Narratives Economic Reality Social Narratives The Recent Macro Narratives 2020: Pandemic Depression Warning 2021: Weak Recovery / Homelessness 2022: Inflation Spikes and Interest Rates Hikes 2023: Another Recession Coming 2024: Envy of the World! “The only function of economic forecasting is to make astrology look respectable.” -John Kenneth Galbraith The 2024 Political Narrative “The only function of election polling is to make economic forecasting look respectable.” -Christopher Thornberg Beacon’s US Outlook We aren’t worried now… •Household finances look great, which means consumer demand is strong •Inflation has cooled and the Fed is backing off and rates are coming down … but we are worried. •Bubbly asset prices, yawning Federal deficits, external imbalances are all unsustainable •False narratives driving bad policy The new administration? •We don’t know what they will do, pros and cons for growth. Turbulence is only prediction. •The bigger issue is what they don’t do 0.0 10.0 20.0 30.0 40.0 50.0 60.0 70.0 Ju l - 2 0 Oc t - 2 0 Ja n - 2 1 Ap r - 2 1 Ju l - 2 1 Oc t - 2 1 Ja n - 2 2 Ap r - 2 2 Ju l - 2 2 Oc t - 2 2 Ja n - 2 3 Ap r - 2 3 Ju l - 2 3 Oc t - 2 3 Ja n - 2 4 Ap r - 2 4 Ju l - 2 4 Oc t - 2 4 WSJ Recession Probability Forecast Chance of US entering a recession in the next 12 months Average Beacon GDP Growth -2.0 -1.0 0.0 1.0 2.0 3.0 4.0 5.0 Ja n - 1 3 Oc t - 1 3 Ju l - 1 4 Ap r - 1 5 Ja n - 1 6 Oc t - 1 6 Ju l - 1 7 Ap r - 1 8 Ja n - 1 9 Oc t - 1 9 Ju l - 2 0 Ap r - 2 1 Ja n - 2 2 Oc t - 2 2 Ju l - 2 3 Ap r - 2 4 Real GDP Growth (YoY) 4 Quarter Averages 21-22 22-23 23-24 GDP 2.35 3.25 2.65 Final Demand 1.93 2.94 3.17 Consumption 1.59 1.61 2.00 Goods -0.07 0.53 0.59 Services 1.66 1.08 1.41 Fixed Investment 0.50 0.53 0.61 NR Structures 0.13 0.32 0.07 Equipment 0.31 0.16 0.28 IPP 0.58 0.26 0.19 Residential -0.52 -0.21 0.08 Inventories 0.33 0.14 -0.02 Net Exports 0.10 0.17 -0.50 Exports 1.27 0.03 0.48 Imports -1.18 0.15 -0.97 Government -0.16 0.79 0.57 Contributions to Real Growth Growth in Real Consumer Spending Average Annual Growth 2019Q3 - 24Q3 2023Q3 - 24Q3 Total 2.8%3.0% Foreign travel by U.S.7.9%13.3% Admissions spectators 2.8%11.0% Hotels and motels 3.7%8.3% Air transportation 6.2%7.6% Jewelry and watches 5.0%4.3% Sporting equipment 8.5%3.9% Recreational items 8.5%3.8% Day care nursery school 3.6%3.8% Food for off-premises 1.2%1.7% Average Annual Growth 2019Q3 - 24Q3 2023Q3 - 24Q3 Rent tenant housing 1.6%0.9% Personal care -0.2%0.9% Gasoline and motor fuel 0.0%0.8% Purchased meals 2.2%0.7% Higher education 0.3%0.2% Sports, recreational veh 3.1%0.0% Household utilities 0.1%-0.4% Casino gambling 1.0%-0.8% Amusement parks 0.7%-1.0% New motor vehicles 1.9%-1.1% Stages of the Consumer Surge 0.0 1.0 2.0 3.0 4.0 5.0 6.0 7.0 8.0 -8.0 -4.0 0.0 4.0 8.0 12.0 16.0 Ja n - 1 9 Ma y - 1 9 Se p - 1 9 Ja n - 2 0 Ma y - 2 0 Se p - 2 0 Ja n - 2 1 Ma y - 2 1 Se p - 2 1 Ja n - 2 2 Ma y - 2 2 Se p - 2 2 Ja n - 2 3 Ma y - 2 3 Se p - 2 3 Ja n - 2 4 YOY Changes in Real Consumer Spending and Price Changes (%) Real Consumer Spending Inflation Pandemic Implosion Stimulus / Vaccine Bounce Inflation & Fed Policy Reset Getting Back to Normal Category Q3-24 ($, 000s) Contra Costa 1- Year Chg. (%) Total 54,914 -4.2 Restaurants and Hotels 6,577 1.1 Food and Drugs 3,183 -0.9 County & State Pool 11,405 -2.1 Autos and Transportation 7,981 -2.5 General Consumer Goods 9,434 -3.6 Building and Construction 4,388 -7.0 Fuel and Service Stations 4,874 -7.8 Business and Industry 6,770 -10.7 Little topline consumer debt distress 0 100 200 300 400 500 600 06 : Q 1 07 : Q 1 08 : Q 1 09 : Q 1 10 : Q 1 11 : Q 1 12 : Q 1 13 : Q 1 14 : Q 1 15 : Q 1 16 : Q 1 17 : Q 1 18 : Q 1 19 : Q 1 20 : Q 1 21 : Q 1 22 : Q 1 23 : Q 1 24 : Q 1 Household Defaults (000s) Foreclosure Bankruptcy 0.0 2.0 4.0 6.0 8.0 10.0 12.0 14.0 16.0 03 : Q 1 04 : Q 2 05 : Q 3 06 : Q 4 08 : Q 1 09 : Q 2 10 : Q 3 11 : Q 4 13 : Q 1 14 : Q 2 15 : Q 3 16 : Q 4 18 : Q 1 19 : Q 2 20 : Q 3 21 : Q 4 23 : Q 1 24 : Q 2 Consumer Debt—30 days+ Dq (%) AUTO CC MORTGAGE HELOC US Labor Markets: Still Tight 0 100 200 300 400 500 600 700 800 0.8 1.0 1.2 1.4 1.6 1.8 2.0 2.2 Ja n - 0 8 Ap r - 0 9 Ju l - 1 0 Oc t - 1 1 Ja n - 1 3 Ap r - 1 4 Ju l - 1 5 Oc t - 1 6 Ja n - 1 8 Ap r - 1 9 Ju l - 2 0 Oc t - 2 1 Ja n - 2 3 Ap r - 2 4 Layoff Rate (%) and Claims for UI (000s) Initial Claims Layoffs and Discharges Rate 2.0 2.5 3.0 3.5 4.0 4.5 5.0 0.0 50.0 100.0 150.0 200.0 250.0 300.0 20 1 8 - 0 8 20 1 8 - 1 0 20 1 8 - 1 2 20 1 9 - 0 2 20 1 9 - 0 4 20 1 9 - 0 6 20 1 9 - 0 8 20 1 9 - 1 0 20 1 9 - 1 2 20 2 3 - 1 2 20 2 4 - 0 2 20 2 4 - 0 4 20 2 4 - 0 6 20 2 4 - 0 8 20 2 4 - 1 0 US Labor Markets Monthly Job Gains Unemployment Real Incomes are Rising -3.0 -2.0 -1.0 0.0 1.0 2.0 3.0 4.0 Ja n - 1 2 Se p - 1 2 Ma y - 1 3 Ja n - 1 4 Se p - 1 4 Ma y - 1 5 Ja n - 1 6 Se p - 1 6 Ma y - 1 7 Ja n - 1 8 Se p - 1 8 Ma y - 1 9 Ja n - 2 0 Se p - 2 0 Ma y - 2 1 Ja n - 2 2 Se p - 2 2 Ma y - 2 3 Ja n - 2 4 Se p - 2 4 Inflation Adjusted Hourly Wage Growth (Annual) Upper 1/2 of wage distn Lower 1/2 of wage distn 10 Year Real Growth in Hourly Earnings Lower 1/2 17.17 Upper 1/2 10.65 $13,000 $13,500 $14,000 $14,500 $15,000 $15,500 $16,000 $16,500 $17,000 $17,500 Ja n - 1 6 Au g - 1 6 Ma r - 1 7 Oc t - 1 7 Ma y - 1 8 De c - 1 8 Ju l - 1 9 Fe b - 2 0 Se p - 2 0 Ap r - 2 1 No v - 2 1 Ju n - 2 2 Ja n - 2 3 Au g - 2 3 Ma r - 2 4 US Household Real Disposable Income SR Outlook for Consumers: Still Good $60 $70 $80 $90 $100 $110 $120 $130 $140 $150 $160 Ja n - 1 5 Au g - 1 5 Ma r - 1 6 Oc t - 1 6 Ma y - 1 7 De c - 1 7 Ju l - 1 8 Fe b - 1 9 Se p - 1 9 Ap r - 2 0 No v - 2 0 Ju n - 2 1 Ja n - 2 2 Au g - 2 2 Ma r - 2 3 Oc t - 2 3 US Household Net Worth (Trillions) 4 Year Change +46% $46 trillion Real Median Net Worth for US Households in 2022 ($thousands) and Growth Rate 2013-2022 By Percentile of income Less 20 $17 119% 20–39.9 $55 94% 40–59.9 $171 118% 60–79.9 $299 48% 80–89.9 $793 107% 90–100 $2,651 84% Consumer debt levels falling 2 3 4 5 6 7 8 Debt Servicing as Share of Disposable Income (%) Consumer Debt Service Ratio Mortgage Debt Service Ratio 60% 70% 80% 90% 100% 110% 120% 03 : Q 1 04 : Q 2 05 : Q 3 06 : Q 4 08 : Q 1 09 : Q 2 10 : Q 3 11 : Q 4 13 : Q 1 14 : Q 2 15 : Q 3 16 : Q 4 18 : Q 1 19 : Q 2 20 : Q 3 21 : Q 4 23 : Q 1 24 : Q 2 US Consumer Debt to Income Ratios 0 2000 4000 6000 8000 10000 12000 14000 16000 18000 20000 Nasdaq Composite Index Inflation Down, Markets Up -1.0 0.0 1.0 2.0 3.0 4.0 5.0 6.0 7.0 Ja n - 9 2 Ma r - 9 4 Ma y - 9 6 Ju l - 9 8 Se p - 0 0 No v - 0 2 Ja n - 0 5 Ma r - 0 7 Ma y - 0 9 Ju l - 1 1 Se p - 1 3 No v - 1 5 Ja n - 1 8 Ma r - 2 0 Ma y - 2 2 PCE Consumption Deflator The national mood? 40.0 50.0 60.0 70.0 80.0 90.0 100.0 110.0 Ja n - 0 4 Se p - 0 4 Ma y - 0 5 Ja n - 0 6 Se p - 0 6 Ma y - 0 7 Ja n - 0 8 Se p - 0 8 Ma y - 0 9 Ja n - 1 0 Se p - 1 0 Ma y - 1 1 Ja n - 1 2 Se p - 1 2 Ma y - 1 3 Ja n - 1 4 Se p - 1 4 Ma y - 1 5 Ja n - 1 6 Se p - 1 6 Ma y - 1 7 Ja n - 1 8 Se p - 1 8 Ma y - 1 9 Ja n - 2 0 Se p - 2 0 Ma y - 2 1 Ja n - 2 2 Se p - 2 2 Ma y - 2 3 Ja n - 2 4 U Mich Consumer Sentiment Smoothed And How About California? California Labor Markets 0 1 2 3 4 5 6 Ja n - 1 3 Fe b - 1 4 Ma r - 1 5 Ap r - 1 6 Ma y - 1 7 Ju n - 1 8 Ju l - 1 9 Au g - 2 0 Se p - 2 1 Oc t - 2 2 No v - 2 3 Unemployed to Job Opening Ratio United States California 90 95 100 105 110 115 120 Ja n - 1 7 No v - 1 7 Se p - 1 8 Ju l - 1 9 Ma y - 2 0 Ma r - 2 1 Ja n - 2 2 No v - 2 2 Se p - 2 3 Ju l - 2 4 Indexes of Nonfarm Employment California United States Texas 1.0 2.0 3.0 4.0 5.0 6.0 7.0 8.0 De c - 0 3 Ap r - 0 6 Au g - 0 8 De c - 1 0 Ap r - 1 3 Au g - 1 5 De c - 1 7 Ap r - 2 0 Au g - 2 2 Job Opening Rate Total US California Growth on the Intensive Margin 95 100 105 110 115 120 125 20 1 7 : Q 1 20 1 7 : Q 4 20 1 8 : Q 3 20 1 9 : Q 2 20 2 0 : Q 1 20 2 0 : Q 4 20 2 1 : Q 3 20 2 2 : Q 2 20 2 3 : Q 1 20 2 3 : Q 4 20 2 4 : Q 3 Real GDP (Index) United States California 0.0% 5.0% 10.0% 15.0% 20.0% 25.0% 20 1 0 : Q 1 20 1 1 : Q 2 20 1 2 : Q 3 20 1 3 : Q 4 20 1 5 : Q 1 20 1 6 : Q 2 20 1 7 : Q 3 20 1 8 : Q 4 20 2 0 : Q 1 20 2 1 : Q 2 20 2 2 : Q 3 20 2 3 : Q 4 Per Capital Income Gap Per Capital Income Gap Rank out of 3,200 2023 Med HH Inc 2 Santa Clara $154,954 3 San Mateo $151,485 10 Marin $139,644 18 San Francisco $126,730 25 Contra Costa $122,794 30 Alameda $119,931 52 Orange $110,042 54 Placer $109,713 56 El Dorado $108,594 59 Ventura $107,667 61 San Benito $107,324 70 Santa Cruz $105,631 77 Napa $104,686 82 San Diego $103,674 Ranked Median Household Income by County State Inequality? Median Household Income 2019–2023 CA 2023 CA / US GR All Households 95,521 22.9%18.7% Hispanic origin 79,187 14.0%24.4% African American 67,476 25.1%22.4% Asian 123,928 10.8%19.0% White alone 106,214 27.8%15.3% Pacific Islander 95,404 28.5%13.7% 10.0 11.0 12.0 13.0 14.0 15.0 16.0 17.0 18.0 19 9 3 19 9 5 19 9 7 19 9 9 20 0 1 20 0 3 20 0 5 20 0 7 20 0 9 20 1 1 20 1 3 20 1 5 20 1 7 20 1 9 20 2 1 California Poverty Rate CC Household Income and Earnings $40,000 $50,000 $60,000 $70,000 $80,000 $90,000 $100,000 $110,000 $120,000 $130,000 $140,000 Median Household Income Alameda Contra Costa San Francisco 2023 HH (#)2023 Share of HH (%) Chg. Since 2019 (pp.) Total Households 416,172 100.0 0.0 Less than $25,000 35,800 8.6 -1.6 $25,000 to $49,999 43,063 10.3 -1.3 $50,000 to $99,999 91,475 22.0 -2.7 $100,000 to $149,999 74,372 17.9 -1.0 More than $150,000 171,462 41.2 6.6 Average Annual Wage $50,000 $55,000 $60,000 $65,000 $70,000 $75,000 $80,000 $85,000 $90,000 $95,000 $100,000 Average Annual Wage Payroll Workers California Alameda Contra Costa Earnings for Full Time Employed Residents Percent Male Percent Female < $50K 98,727 20.2%29.1% Ch 18-23 -29,424 -9.1%-8.6% $50-75K 81,950 18.3%22.5% Ch 18-23 6,785 0.7%0.9% $75-100K 58,525 14.4%14.3% Ch 18-23 411 0.9%-2.5% > $100K 167,860 45.5%35.7% Ch 18-23 39,860 5.9%11.8% Distributional Issues Contra Costa Earnings by Education 2023 Earnings ($) Chg. Since 2019 (%) Population 25 and older 69,965 20.7 Less than High School 33,682 12.4 High School Diploma 45,582 9.4 Some College 60,215 20.0 Bachelor's Degree 93,934 19.8 Grad/Prof Degree 113,969 12.4 8 10 12 14 16 18 20 22 24 26 Equifax Subprime Credit Share of Population Alameda Contra Costa Santa Clara Contra Costa Poverty Rate 4.0 5.0 6.0 7.0 8.0 9.0 10.0 11.0 12.0 13.0 Poverty Rate Contra Costa County Location Poverty Rate 2023 (%) 8-Year Chg. (%) Richmond 10.8 -6.5 Pittsburg 14.2 -3.1 Concord 8.6 -2.6 Contra Costa County 8.3 -2.0 Alameda County 9.5 -1.9 Antioch 12.1 -1.1 San Ramon 4.5 -1.0 Walnut Creek 6.5 3.1 15000 15500 16000 16500 17000 17500 18000 18500 19000 19500 20000 Ja n - 1 5 Se p - 1 5 Ma y - 1 6 Ja n - 1 7 Se p - 1 7 Ma y - 1 8 Ja n - 1 9 Se p - 1 9 Ma y - 2 0 Ja n - 2 1 Se p - 2 1 Ma y - 2 2 Ja n - 2 3 Se p - 2 3 Ma y - 2 4 California Employment and Labor Force Labor Force Payroll Employment Regional Growth Differences? Change: Oct 19 to Oct 24 Nonfarm Payrolls 592,000 Labor Force -42,000 0 5000 10000 15000 20000 25000 30000 Ja n - 0 5 Ma r - 0 6 Ma y - 0 7 Ju l - 0 8 Se p - 0 9 No v - 1 0 Ja n - 1 2 Ma r - 1 3 Ma y - 1 4 Ju l - 1 5 Se p - 1 6 No v - 1 7 Ja n - 1 9 Ma r - 2 0 Ma y - 2 1 Ju l - 2 2 Se p - 2 3 Housing Permits by State California Texas Ch Labor Force 19-24 Texas 1,474,468 10.5% Arizona 279,662 8.1% California -92,342 -0.5% Labor Force = Jobs -6.0% -4.0% -2.0% 0.0% 2.0% 4.0% 6.0% 8.0% 10.0% 12.0% 14.0% 16.0% -4.0%0.0%4.0%8.0%12.0% Gr o w t h i n P a y r o l l J o b s Growth in Labor Force Labor Supply = Job Growth Location Jul-24 Emplt (000s) Chg. since Feb-20 (%) Jul-24 LF (000s) Chg. since Feb-20 (%) Stockton 283 10.7 351 5.4 Inland Empire 1,711 7.0 2,188 4.0 Fresno 393 5.7 460 1.3 Sacramento 1,097 5.6 1,138 2.8 Bakersfield 292 4.2 393 0.7 San Diego 1,566 2.7 1,592 0.4 California 18,075 2.2 19,362 -1.2 Orange County (MD)1,711 1.2 1,595 -1.4 Oakland (MD)1,201 0.0 1,375 -2.2 San Jose 1,161 -0.5 1,063 -2.4 Los Angeles (MD)4,594 -0.7 5,098 -2.8 San Francisco (MD)1,156 -4.2 992 -5.6 California’s “Fleeing” Population? -1.5% -1.0% -0.5% 0.0% 0.5% 1.0% 1.5% 2.0% 2.5% 3.0% 25000 27000 29000 31000 33000 35000 37000 39000 41000 State Population Population Growth 0.0 1.0 2.0 3.0 4.0 5.0 6.0 7.0 8.0 9.0 19 8 6 19 8 8 19 9 0 19 9 2 19 9 4 19 9 6 19 9 8 20 0 0 20 0 2 20 0 4 20 0 6 20 0 8 20 1 0 20 1 2 20 1 4 20 1 6 20 1 8 20 2 0 20 2 2 State Housing Vacancy Rates Home Vacancy Rental Vacancy California’s “Fleeing” Population? 2.7 2.7 2.8 2.8 2.9 2.9 3.0 3.0 9.0 9.5 10.0 10.5 11.0 11.5 12.0 12.5 13.0 13.5 14.0 19 9 0 19 9 3 19 9 6 19 9 9 20 0 2 20 0 5 20 0 8 20 1 1 20 1 4 20 1 7 20 2 0 20 2 3 Mi l l i o n s California Households California Households Persons per Household 2.00 2.20 2.40 2.60 2.80 3.00 3.20 3.40 3.60 Household Size 2019 2024 Bay Area Nonfarm Employment 90 95 100 105 110 115 120 125 Indexed Nonfarm Employment East Bay San Francisco (MD)San Jose 0 2 4 6 8 10 12 14 16 Unemployment Rate East Bay San Francisco (MD)San Jose Local Travel 0 10 20 30 40 50 60 70 80 90 100 Q3 - 1 4 Q3 - 1 5 Q3 - 1 6 Q3 - 1 7 Q3 - 1 8 Q3 - 1 9 Q3 - 2 0 Q3 - 2 1 Q3 - 2 2 Q3 - 2 3 Q3 - 2 4 Hotel Occupancy Rate East Bay San Francisco (MD) San Jose Location RevPAR Q3-24 ($) 1-Yr Change (%) Change since Q4-19 (%) Las Vegas 120.04 10.1 81.1 San Diego 152.55 4.1 37.0 Boston 169.07 3.2 31.8 New York 251.00 4.2 28.7 Phoenix 117.15 1.1 22.6 Los Angeles 151.29 8.7 15.7 Seattle 126.35 10.0 14.6 San Jose 114.17 2.5 -19.6 Oakland (MD)94.88 0.4 -20.8 San Francisco 143.89 -4.9 -22.8 0 20 40 60 80 100 120 140 160 180 200 Au g - 1 6 Au g - 1 7 Au g - 1 8 Au g - 1 9 Au g - 2 0 Au g - 2 1 Au g - 2 2 Au g - 2 3 Au g - 2 4 Indexed Air Traffic OAK SFO SJC Bay Area Tech 300000 350000 400000 450000 500000 550000 600000 650000 Ja n - 1 5 Se p - 1 5 Ma y - 1 6 Ja n - 1 7 Se p - 1 7 Ma y - 1 8 Ja n - 1 9 Se p - 1 9 Ma y - 2 0 Ja n - 2 1 Se p - 2 1 Ma y - 2 2 Ja n - 2 3 Se p - 2 3 Ma y - 2 4 6 County Bay Area Tech Employment 5 10 15 20 25 30 Office Vacancy Rate East Bay San Francisco (MD)San Jose The Tech Sector 100 120 140 160 180 200 220 Ja n - 1 0 Ja n - 1 1 Ja n - 1 2 Ja n - 1 3 Ja n - 1 4 Ja n - 1 5 Ja n - 1 6 Ja n - 1 7 Ja n - 1 8 Ja n - 1 9 Ja n - 2 0 Ja n - 2 1 Ja n - 2 2 Ja n - 2 3 Ja n - 2 4 Index of tech jobs SF Bay Nation 0% 10% 20% 30% 40% 50% 60% $0 $10 $20 $30 $40 $50 $60 $70 $80 $90 $100 20 0 0 20 0 2 20 0 4 20 0 6 20 0 8 20 1 0 20 1 2 20 1 4 20 1 6 20 1 8 20 2 0 20 2 2 VC Funding in Greater Silicon Valley Silicon Valley San Francisco Share of US Labor Force 92 94 96 98 100 102 104 106 108 110 Indexed Labor Force East Bay San Francisco (MD)San Jose 8.0% 9.0% 10.0% 11.0% 12.0% 13.0% 14.0% 15.0% 16.0% Ja n - 1 0 Ja n - 1 1 Ja n - 1 2 Ja n - 1 3 Ja n - 1 4 Ja n - 1 5 Ja n - 1 6 Ja n - 1 7 Ja n - 1 8 Ja n - 1 9 Ja n - 2 0 Ja n - 2 1 Ja n - 2 2 Ja n - 2 3 Ja n - 2 4 Bay Tech Share of HH Emp Share of HH Emp Local Housing Needs County Alameda San Mateo Santa Clara Population 1,591 731 1,860 Pop 10 Yr Gr 2.5%-1.4%0.7% HHs 10 Yr Gr 10.2%5.6%8.4% PPH 2.58 2.66 2.77 10 Yr Gr -7.0%-6.7%-7.2%5400 5600 5800 6000 6200 6400 6600 6800 7000 20 0 0 20 0 1 20 0 2 20 0 3 20 0 4 20 0 5 20 0 6 20 0 7 20 0 8 20 0 9 20 1 0 20 1 1 20 1 2 20 1 3 20 1 4 20 1 5 20 1 6 20 1 7 20 1 8 20 1 9 20 2 0 20 2 1 20 2 2 20 2 3 Population Bay Population Population Shifts -15 -10 -5 0 5 10 15 20 25 30 35 40 24 and Under 25 to 44 45 to 64 65 and Over 10 -Ye a r C h a n g e ( % ) 10-Year Population Change by Age California Alameda San Francisco Santa Clara 2023 ACS Est 18-23 Change Growth Population 16 +937,941 16,567 1.8% 24 and Under 125,171 868 0.7% 25-44 302,413 175 0.1% 45-64 305,533 -8,033 -2.6% 65+204,824 23,557 13.0% Labor Force 612,475 6,211 1.0% 24 and Under 69,619 -1,305 -1.8% 25-44 259,117 2,183 0.8% 45-64 241,376 1,657 0.7% 65+42,776 4,172 10.8% Labor Force by Edu 500,532 3,701 0.7% Less than HS 46,064 1,960 4.4% High school 78,826 -523 -0.7% Some college 126,820 -17,070 -11.9% Bachelor's plus 248,821 19,334 8.4% Contra Costa Demographics Contra Costa Labor Markets 290,000 300,000 310,000 320,000 330,000 340,000 350,000 360,000 370,000 380,000 Contra Costa County Payroll Employment Payroll Employment Contra Costa Short Run Employment Changes Q2-24 Emp. (000s) CC 1-Year Chg. (%)LQ Total 374.4 1.3 1.0 Logistics 12.7 12.4 0.8 Education/Health 83.6 7.6 1.3 Government 48.9 3.4 0.5 Prof, Sci, Tech 25.4 3.1 0.9 Other Services 13.3 3.0 1.1 Leisure and Hospitality 41.0 1.3 1.0 Finance and Insurance 15.6 -1.7 1.5 NR/Construction 28.3 -2.8 1.0 Retail Trade 40.3 -3.0 1.2 Information 5.4 -3.0 0.5 Real Estate 7.3 -3.0 1.2 Manufacturing 13.7 -3.5 0.5 Administrative Support 22.5 -4.6 1.0 Management 5.8 -8.7 1.0 Commuting 215,000 220,000 225,000 230,000 235,000 240,000 245,000 250,000 2018 2023 Outbound Workers from Contra Costa 50,000 55,000 60,000 65,000 70,000 75,000 80,000 85,000 90,000 95,000 100,000 2018 2023 Inbound Workers to Contra Costa 0 5 10 15 20 25 30 35 40 45 50 Sh a r e o f W o r k e r s ( % ) Worked Outside of County of Residence Alameda Contra Costa San Francisco A shifting economic base Contra Costa Payroll Employment 2023 2017- 2023 Total, All Industries 376,300 6,000 Health Care & Social Assistance 72,800 11,000 Transportation, Warehousing 14,400 2,900 Mining, Logging and Construction 28,000 2,500 Professional, Scientific Technical 24,600 1,600 Other Services 14,100 1,100 Arts, Entertainment Recreation 7,100 700 Administrative and Support 23,500 600 Real Estate & Rental & Leasing 7,500 400 Accommodation & Food Services 33,800 -600 Government 49,400 -1,100 Nondurable Goods 7,700 -1,400 Retail Trade 41,400 -1,700 Wholesale Trade 8,500 -2,100 Information 5,600 -2,400 Finance & Insurance 16,000 -4,200 2023 Contribution to Growth 18-23 LQ CC CC CA All industry total 97.7 22%33% Nondurable goods 12.8 -2.4%2.6%5.03 Construction 4.7 3.2%3.2%1.50 Finance insurance 5.5 3.0%4.0%1.40 Real estate 18.8 30.0%14.5%1.32 Health care 8.6 11.9%7.3%1.20 Government 7.1 6.0%7.1%1.02 Administrative 3.2 4.7%3.6%0.93 Retail trade 5.8 11.5%7.4%0.80 Accommodation food 2.3 2.8%3.3%0.72 Professional scientific 7.2 10.5%10.8%0.68 Arts, entertainment 0.7 0.8%1.4%0.50 Information 5.6 3.1%14.0%0.41 Durable goods 1.5 2.4%6.3%0.25 Taxable Sales and Tax Receipts 50 70 90 110 130 150 170 Indexed Tax Receipts Alameda Contra Costa San Francisco Q3-24 1 Yr Gr 5 Yr Gr San Joaquin 6118 1.0%68.3% Fresno 5735 -3.9%38.5% Sacramento 8953 -0.9%32.5% Placer 3244 -1.7%26.1% California 228500 -3.0%24.1% Santa Clara 14080 -2.9%23.4% Solano 2499 -4.2%20.4% Contra Costa 5446 -3.6%20.0% Napa 1120 -4.6%17.7% Los Angeles 50258 -4.0%16.3% Alameda 10017 -1.0%14.7% San Francisco 4444 -5.2%-13.7% Taxable Sales Growth by County Office Submarkets Submarket Cost of Rent Vacancy Rate Q3-24 ($)1-Yr Change (%)Q3-24 (%)1-Yr Change (pp) Airport/San Leandro/Hayward 26.25 -0.8 13.6 -2.4 North I-680 28.74 -3.6 9.7 -2.4 Stockton 18.52 0.3 22.0 -1.0 Fremont/Newark 25.11 0.1 21.8 -0.2 West Contra Costa 30.68 -0.8 19.3 -0.1 South I-680 29.00 -1.3 20.0 0.5 Oakland (MD)34.59 -0.8 19.4 1.4 North Alameda 37.62 2.2 20.3 1.6 San Jose 48.62 0.4 25.0 3.4 North Contra Costa 33.81 0.0 24.7 3.5 San Francisco (MD)63.11 -1.8 22.1 5.2 Central Business District 48.55 -1.1 22.7 5.3 City Status Size (SF) Walnut Creek Complete 155,176 Hercules Proposed 75,000 Hercules Proposed 35,000 Brentwood Proposed 29,126 Oakley Proposed 19,000 Lafayette Proposed 10,605 Non-Residential Permits Variable Q3-24 YTD ($ 000s)YTD Chg. (%) Non-Residential Total 373,655 4.2 Commercial 18,038 -42.7 Amusement 1,403 * Office 0 0.0 Hotel 10,000 * Retail 6,635 -78.9 Industrial 0 -100.0 Other 101,621 89.3 Alterations 253,996 -6.1 $0 $20,000 $40,000 $60,000 $80,000 $100,000 $120,000 $140,000 $160,000 $180,000 Th o u s a n d s Contra Costa County Non-Residential Permits The Decline of Refining Berkeley Analysis •Multipliers used are incorrect, overstating both job and tax revenue impacts •Even right multipliers overstate, as much of the supply chain has already left the area •Employment analysis: While there may be cases of dislocation, overall labor market very healthy. Existing support systems are capable of handling issues •Historical precedent: Industry down by 50% last decade, 25% since 2019 with little aggregate impact Taxes and Gross vs Net Analysis •It isn’t what you lose, but what you transition to •Core issues in Contra Costa is labor supply and building new local employment clusters $400 $500 $600 $700 $800 $900 $1,000 2000 2500 3000 3500 4000 4500 5000 5500 Contra Costa Refining Employment and Payrolls Employment Aggregate Wages Labor Force 520 525 530 535 540 545 550 555 560 565 570 Contra Costa County Labor Force Labor Force 0% Labor Force Growth in 10 Years 600,000 700,000 800,000 900,000 1,000,000 1,100,000 1,200,000 Conta Costa County Population Total Population Local Housing Stock 2024 Pop Gr Pop Gr HHs Ch PPH Gross New Units Net New Units Brentwood 64,512 16.5%23.8%-6.1%3940 2723 Oakley 45,623 17.8%24.4%-5.4%2562 1872 Pittsburg 74,765 10.0%16.2%-5.3%2801 1737 Antioch 114,902 5.9%10.7%-4.3%2726 1509 San Ramon 82,362 5.5%8.9%-3.1%2298 1410 Walnut Creek 68,140 3.0%6.7%-3.4%2067 921 Richmond 111,137 3.2%6.5%-3.0%1416 688 El Cerrito 25,562 4.4%6.4%-1.9%620 429 Hercules 26,003 5.4%12.3%-6.0%913 399 San Pablo 30,603 2.4%7.6%-4.9%366 118 Lafayette 24,699 0.4%4.1%-3.6%441 42 Martinez 35,347 -1.1%3.9%-4.9%452 -124 Clayton 10,672 -4.1%1.9%-5.7%62 -136 Danville 42,300 -1.3%2.9%-4.2%427 -199 Pleasant Hill 32,843 -2.4%1.8%-4.0%208 -271 Concord 120,018 -2.7%3.5%-5.9%774 -613 10 Year Change Population and Households Residential Permits Location Permits Nov-24 YTD YTD Change (#) Contra Costa County 2,076 140 El Cerrito 767 727 Antioch 304 -114 Unincorporated 277 -96 Richmond 161 47 Danville Town 111 13 San Ramon 108 -8 Concord 87 -249 Oakley 86 6 Pittsburg 70 -36 Brentwood 40 -60 Walnut Creek 21 7 Pinole 19 18 San Pablo 16 -43 Martinez 9 -72 0 100 200 300 400 500 600 700 800 900 Contra Costa County Permits Single-Family Multi-Family A rate shocked existing home market 2000 2500 3000 3500 4000 4500 5000 5500 6000 Ja n - 0 7 Ja n - 0 8 Ja n - 0 9 Ja n - 1 0 Ja n - 1 1 Ja n - 1 2 Ja n - 1 3 Ja n - 1 4 Ja n - 1 5 Ja n - 1 6 Ja n - 1 7 Ja n - 1 8 Ja n - 1 9 Ja n - 2 0 Ja n - 2 1 Ja n - 2 2 Ja n - 2 3 Ja n - 2 4 Existing Home Sales SAAR 2.00 3.00 4.00 5.00 6.00 7.00 8.00 30 Year FR Mortgage Rate (%) Prices Up -5.0% 0.0% 5.0% 10.0% 15.0% 20.0% 25.0% 30.0% $150 $200 $250 $300 $350 $400 $450 Ja n - 1 6 Oc t - 1 6 Ju l - 1 7 Ap r - 1 8 Ja n - 1 9 Oc t - 1 9 Ju l - 2 0 Ap r - 2 1 Ja n - 2 2 Oc t - 2 2 Ju l - 2 3 Ap r - 2 4 US Existing Home Median Price 0.0 2.0 4.0 6.0 8.0 10.0 12.0 Ja n - 0 2 Au g - 0 3 Ma r - 0 5 Oc t - 0 6 Ma y - 0 8 De c - 0 9 Ju l - 1 1 Fe b - 1 3 Se p - 1 4 Ap r - 1 6 No v - 1 7 Ju n - 1 9 Ja n - 2 1 Au g - 2 2 Ma r - 2 4 Months Supply of Existing Units for Sale The Yin and Yang of New Home Markets 0.0 2.0 4.0 6.0 8.0 10.0 12.0 0.0 0.5 1.0 1.5 2.0 2.5 3.0 3.5 Ja n - 0 0 Oc t - 0 1 Ju l - 0 3 Ap r - 0 5 Ja n - 0 7 Oc t - 0 8 Ju l - 1 0 Ap r - 1 2 Ja n - 1 4 Oc t - 1 5 Ju l - 1 7 Ap r - 1 9 Ja n - 2 1 Oc t - 2 2 US Housing Vacancy Rates (%) Homes Rentals 300 400 500 600 700 800 900 1000 1100 1200 1300 Ja n - 1 3 De c - 1 3 No v - 1 4 Oc t - 1 5 Se p - 1 6 Au g - 1 7 Ju l - 1 8 Ju n - 1 9 Ma y - 2 0 Ap r - 2 1 Ma r - 2 2 Fe b - 2 3 Ja n - 2 4 New SF Home Sales and Starts New SF Sales SF Starts A rate clog in the home-filtering process. Normal Housing Market Liquidity Constrained Housing Market Local Home Market Dynamics 80 100 120 140 160 180 200 220 240 No v - 1 4 No v - 1 5 No v - 1 6 No v - 1 7 No v - 1 8 No v - 1 9 No v - 2 0 No v - 2 1 No v - 2 2 No v - 2 3 No v - 2 4 Indexed Home Prices Alameda Contra Costa Santa Clara MSA Nov-24 Median Home Price ($000s) 1-Year Chg. (%) Santa Clara County 1,980.6 10.0 San Francisco County 1,675.0 6.4 Las Vegas MSA 488.0 6.2 Inland Empire 603.7 5.8 Orange County 1,385.8 5.5 San Diego County 1,040.2 5.2 San Mateo County 1,929.3 4.8 Alameda County 1,302.4 3.1 Denver MSA 652.5 3.0 Contra Costa County 878.0 2.2 Sacramento MSA 606.5 1.8 Dallas MSA 429.5 -0.1 Austin MSA 448.1 -2.3 20 30 40 50 60 70 80 90 100 110 120 No v - 1 4 No v - 1 5 No v - 1 6 No v - 1 7 No v - 1 8 No v - 1 9 No v - 2 0 No v - 2 1 No v - 2 2 No v - 2 3 No v - 2 4 Indexed Home Inventory Alameda Contra Costa Rental Markets Submarket Cost of Asking Rent Vacancy Rate Q3-24 ($) 1-Yr Change (%) Q3-24 (%) 1-Yr Change (pp) East Alameda 2,755 2.0 4.2 -2.1 North Alameda 3,239 -6.2 10.8 -1.7 Fremont/Newark 2,514 0.7 4.6 -0.6 San Leandro/Hayward 2,312 -2.5 1.3 -0.5 Stockton 1,445 -5.8 2.9 -0.1 Concord/Martinez 2,154 -3.3 3.4 0.1 San Jose 3,125 2.5 5.2 0.1 San Ramon/Walnut Creek 2,799 -1.0 4.6 0.2 West Contra Costa 2,635 0.9 2.0 0.3 San Francisco (MD)3,225 1.7 4.5 0.4 East Contra Costa 2,162 1.3 6.8 3.9 0 1 2 3 4 5 6 7 Apartment Vacancy Rate East Bay San Francisco (MD) San Jose Apartments $1,500 $1,700 $1,900 $2,100 $2,300 $2,500 $2,700 $2,900 $3,100 $3,300 $3,500 Apartment Rent East Bay San Francisco (MD)San Jose 28 29 30 31 32 33 34 35 36 20 0 5 20 0 6 20 0 7 20 0 8 20 0 9 20 1 0 20 1 1 20 1 2 20 1 3 20 1 4 20 1 5 20 1 6 20 1 7 20 1 8 20 1 9 20 2 0 20 2 1 20 2 2 20 2 3 Contra Costa County: Rent as % of HH Income And the fires? Local Government •Reduce Risks through housing density, wilderness / housing de- integration •Increase Preparedness 260,000 265,000 270,000 275,000 280,000 285,000 290,000 Ja n - 1 6 Ma y - 1 6 Se p - 1 6 Ja n - 1 7 Ma y - 1 7 Se p - 1 7 Ja n - 1 8 Ma y - 1 8 Se p - 1 8 Ja n - 1 9 Napa Sonoma Employment -2.0% 0.0% 2.0% 4.0% 6.0% 8.0% 10.0% 12.0% 14.0% 20 0 1 Q 1 Q2 Q3 Q4 20 1 0 Q 1 Q2 Q3 Q4 20 1 9 Q 1 Q2 Q3 YoY Change Housing Insurance Prices Contra Costa Measure X Allocations Build, Reopen and Staff Fire Stations $37,176 Fire/Wildland Mitigation/Fuel Reduction $15,563 Pinole Fire – Increase Service $6,250 South County Training Center and Communications $2,200 Aerial firefighting capacity improvements/equipment $800 Narratives of Fed Policy? The Federal Reserve’s Narrative •US inflation due to some exogenous shock •Inflation is now being driven by inflation expectations •Inflation is causing substantial harm to American households •The Fed must fight inflation and it is worth the loss of some jobs / higher unemployment Yes this is what he said apparently: “The time has come for policy to adjust." "The direction of rates is clear… and the timing and pace of rate cuts will depend on incoming data, the evolving outlook, and the balance of risks." Credit Crunch: Quantity, Not Quality $10 $11 $12 $13 $14 $15 $16 $17 $18 $19 $1 $2 $3 $4 $5 $6 $7 $8 $9 $10 Ja n - 1 7 Se p - 1 7 Ma y - 1 8 Ja n - 1 9 Se p - 1 9 Ma y - 2 0 Ja n - 2 1 Se p - 2 1 Ma y - 2 2 Ja n - 2 3 Se p - 2 3 Ma y - 2 4 Deposits and the Fed Balance Sheet $Trillions Fed Balance Sheet Assets Bank Deposits -10.0 -5.0 0.0 5.0 10.0 15.0 20.0 25.0 Ja n - 0 7 Ma r - 0 8 Ma y - 0 9 Ju l - 1 0 Se p - 1 1 No v - 1 2 Ja n - 1 4 Ma r - 1 5 Ma y - 1 6 Ju l - 1 7 Se p - 1 8 No v - 1 9 Ja n - 2 1 Ma r - 2 2 Ma y - 2 3 Ju l - 2 4 Credit still constrained by QT YoY Growth Commercial Bank Deposits (%) Unwinding the Yield Curve -2.00 -1.00 0.00 1.00 2.00 3.00 4.00 Ja n - 0 7 Ja n - 0 8 Ja n - 0 9 Ja n - 1 0 Ja n - 1 1 Ja n - 1 2 Ja n - 1 3 Ja n - 1 4 Ja n - 1 5 Ja n - 1 6 Ja n - 1 7 Ja n - 1 8 Ja n - 1 9 Ja n - 2 0 Ja n - 2 1 Ja n - 2 2 Ja n - 2 3 Ja n - 2 4 Need to Unwind the Yield Curve: Rate on 10 Year – Rate on 3 Month 2.00 2.50 3.00 3.50 4.00 4.50 5.00 10 Year Bond Yield Powell’s Other Legacies; Asset Bubbles Shiller Cyclically Adjusted Stock Market Price Earnings Ratio -20.0% -10.0% 0.0% 10.0% 20.0% 30.0% 40.0% 50.0% 0 20 40 60 80 100 120 140 160 91 - 0 1 93 - 0 3 95 - 0 5 97 - 0 7 99 - 0 9 01 - 1 1 04 - 0 1 06 - 0 3 08 - 0 5 10 - 0 7 12 - 0 9 14 - 1 1 17 - 0 1 19 - 0 3 21 - 0 5 Tr i l l i o n s HH Net Worth and Growth Level 3 Yr Growth % On Bubbles and Budgets! Deficit!Deficit! Deficit? CA CG Income Tax Revenues (LAO Estimate) -16.0 -14.0 -12.0 -10.0 -8.0 -6.0 -4.0 -2.0 0.0 2.0 4.0 19 6 2 19 6 6 19 7 0 19 7 4 19 7 8 19 8 2 19 8 6 19 9 0 19 9 4 19 9 8 20 0 2 20 0 6 20 1 0 20 1 4 20 1 8 20 2 2 Federal Deficit, Percent of GDP Powell’s Legacy: The Federal Deficit 14.0% 16.0% 18.0% 20.0% 22.0% 24.0% 26.0% 28.0% 19 8 0 Q 1 Q3 19 8 5 Q 1 Q3 19 9 0 Q 1 Q3 19 9 5 Q 1 Q3 20 0 0 Q 1 Q3 20 0 5 Q 1 Q3 20 1 0 Q 1 Q3 20 1 5 Q 1 Q3 20 2 0 Q 1 Q3 A Spending Issue Current receipts Current expenditures Growing External Imbalances -90.0% -80.0% -70.0% -60.0% -50.0% -40.0% -30.0% -20.0% -10.0% 0.0% 10.0% 20.0% 19 7 6 19 8 0 19 8 4 19 8 8 19 9 2 19 9 6 20 0 0 20 0 4 20 0 8 20 1 2 20 1 6 20 2 0 US Net Investment Position as % US GDP 70 75 80 85 90 95 100 105 110 115 120 Ja n - 0 6 Oc t - 0 7 Ju l - 0 9 Ap r - 1 1 Ja n - 1 3 Oc t - 1 4 Ju l - 1 6 Ap r - 1 8 Ja n - 2 0 Oc t - 2 1 Ju l - 2 3 $US: Real Broad Index -$100 -$90 -$80 -$70 -$60 -$50 -$40 -$30 -$20 Ja n - 1 7 Oc t - 1 7 Ju l - 1 8 Ap r - 1 9 Ja n - 2 0 Oc t - 2 0 Ju l - 2 1 Ap r - 2 2 Ja n - 2 3 Oc t - 2 3 US Current Account Deficit Final Thoughts on Contra Costa Don’t Look Back in Anger •Community doing great, the economy not so much which is holding tax base down •Region has moved from heavy industry to a bedroom community for the tech driven western bay economies •Dutch disease preventing new job growth Employment Base Issues •Recent gains in jobs mainly driven by household service spending •Tech: staying in the west bay •Heavy industry: moving on, bit by bit •Household spending: moving to warehouses in Stockton, entertainment in Alameda, SF •Back-Office operations moving to Sacramento Roofs, roofs, roofs •Housing supply must grow faster than local housing demand •Focus on entry-level, high-density housing •Focus on employment opportunities that can make it in the East Bay: Back-office, household services, household entertainment •Value add options on trade moving through area Obstacles to Success •Core urban areas not building / densifying nearly enough—too much focus on jobs, not labor •Wasted opportunities: Naval station, North shore waterfront, now refineries? •Zoning for old economies, infrastructure investments needed •Macro and Regional Economic Projections •Revenue and Market Forecasts •Economic Development and SWOT Analysis •Residential and Commercial Real Estate Market Trend Studies •Economic Impact Reports •Regional CEDS Reports •Policy Impact Estimates •Industry and Labor Market Studies •Litigation Support and Damage Estimates Or contact: Kristen@beaconecon.com For a copy of slides, please use the QR Code We were never in the woods. •Consumer demand remains strong •Short run: the US expansion (4+ years old) will continue Headwinds will intensify •Fed deficits and frothy asset markets, external imbalances growing •Important #s: The $US, HH savings rate, yield curve California: Focused on the wrong issues •Housing supply, not affordability •Dutch disease problems driven by a lack of labor The real issue? •The narrative is running amuck •Political chaos in its wake leaving US / CA policy rudderless Out of the Woods? AV Forecast 0 50,000 100,000 150,000 200,000 250,000 300,000 350,000 400,000 ($ , M i l ) Contra Costa County AV Forecast -10% -5% 0% 5% 10% 15% Contra Costa County AV Forecast Taxable Sales Forecast 10,000,000 12,000,000 14,000,000 16,000,000 18,000,000 20,000,000 22,000,000 24,000,000 26,000,000 ($ , T h o u s a n d s ) Contra Costa County Taxable Sales Forecast -2% 0% 2% 4% 6% 8% 10% 12% 14% 16% Contra Costa County Taxable Sales Forecast Sales and Use Tax Forecast 7,000,000 9,000,000 11,000,000 13,000,000 15,000,000 17,000,000 19,000,000 21,000,000 $ Contra Costa County Sales and Use Tax Forecast -15% -10% -5% 0% 5% 10% 15% 20% 25% 30% Contra Costa County Sales and Use Tax Forecast •Macro and Regional Economic Projections •Revenue and Market Forecasts •Economic Development and SWOT Analysis •Residential and Commercial Real Estate Market Trend Studies •Economic Impact Reports •Regional CEDS Reports •Policy Impact Estimates •Industry and Labor Market Studies •Litigation Support and Damage Estimates Or contact: Kristen@beaconecon.com For a copy of slides, please use the QR Code “New information platforms feed the ancient instinct people have to find information that syncs with their perspectives” “The information environment will not improve. The problem is human nature” ― Pew Charitable Trust, The Future of Truth and Misinformation Online Welcome to the Information Age!Welcome to the Age of Confirmation Bias! •Macro and Regional Economic Projections •Revenue and Market Forecasts •Economic Development and SWOT Analysis •Residential and Commercial Real Estate Market Trend Studies •Economic Impact Reports •Regional CEDS Reports •Policy Impact Estimates •Industry and Labor Market Studies •Litigation Support and Damage Estimates Thank You! Or contact: Kristen@beaconecon.com For a copy of slides, please use the QR Code County Administrator’s Office January 28, 2025 FY25-26 County Budget Development Key Considerations Board of Supervisors – 2025 Retreat Agenda 2 1.County financial updates 2.Budgeting considerations 3.FY25-26 budget hearing calendar 4.Recommendations Board of Supervisors – 2025 Retreat Bay Area Counties Unemployment Rates 3 Nov-2024 Nov-2023 Alameda 4.7%4.5% Contra Costa 4.8%4.5% Marin 3.7%3.7% Napa 4.3%3.7% San Francisco 3.7%3.5% San Mateo 3.5%3.3% Santa Clara 4.0%3.8% Solano 5.3%4.8% Sonoma 4.1%3.7% Bay Average 4.2%3.9% Statewide 5.3%4.9% Board of Supervisors – 2025 Retreat Unemployment Rates 1990 - 2024 4 6.5 2.9 4.0 11.3 3.0 3.2 4.8 9.2 12.1 9.0 3.8 5.3 0.0 2.0 4.0 6.0 8.0 10.0 12.0 14.0 1990 1995 2000 2005 2010 2015 2020 Contra Costa CASource: CA Employment Development Department Board of Supervisors – 2025 Retreat Contra Costa County - Assessed Value Fiscal Years 2000 - 2026 5 $85B $284B $298B 11.7% -7.0% -3.0% -0.4% 8.9% 7.8% 6.3% 4.2% 5.0% -7% -2% 3% 8% 13% 18% 23% (100) (50) - 50 100 150 200 250 300 350 FY00-01 FY05-06 FY10-11 FY15-16 FY20-21 FY25-26 Bi l l i o n s FY00-26 Actuals and Projection Net Assessed Value Year on Year Change (%)Sources: CA BOE, Beacon Economics Board of Supervisors – 2025 Retreat Property Tax Revenues – County General Fund Fiscal Years 2006-2024 6 $293M $263M $493M $523M -6.5% 8.1%8.2% 6.2% -10.0% -5.0% 0.0% 5.0% 10.0% 15.0% 20.0% -$250M -$150M -$50M $50M $150M $250M $350M $450M $550M $650M 2007-08 2012-13 2017-18 2022-23 County Property Tax Revenues County YOY %ΔSource: Annual Comprehensive Financial Reports Board of Supervisors – 2025 Retreat Property Tax Revenues – Fire District Fiscal Years 2006-2024 7 $293M $263M $493M $523M $79M $162M $191M -6.5% 6.2% -8.4% 12.0% 18.2% -10.0% -5.0% 0.0% 5.0% 10.0% 15.0% 20.0% -$250M -$150M -$50M $50M $150M $250M $350M $450M $550M $650M 2007-08 2012-13 2017-18 2022-23 County Property Tax Revenues Fire Protection District County YOY %Δ Fire YOY %Δ Board of Supervisors – 2025 Retreat General Fund Reserves 1.For FY23-24, total General Fund revenues were $2.236 billion and the total fund balance was $1.100 billion, or 49.2% of total General Fund revenue 2.Of the $1.100 billion: a.$727.6 million was unassigned (32.5% of total General Fund Revenues) b.$372.5 million was assigned, committed, restricted or nonspendable 8 26.4% 5.9%6.4%7.2% 9.4%11.0% 13.2% 16.5%17.9%16.6% 20.1%20.5%21.2%20.0%21.0% 32.5% 0% 5% 10% 15% 20% 25% 30% 35% FY09-10 FY14-15 FY19-20 General Fund: Unassigned Reserves as a Percentage of Revenues Source: Annual Comprehensive Financial Reports FY22-23 ACFR miscategorized $113M, underreporting the unassigned fund balance, which should have been $557.6M, or 26.4% of total general fund revenue Board of Supervisors – 2025 Retreat Pension funding ▪Pension funded ratio is 91.0% (vs. 91.2%) ▪County Net Pension Liability as of 12/31/2023 was $1.16B, up from $1.05B the prior year due to increased salary COLA’s and lower recorded investment returns compared to assumptions ▪CCCERA investment earnings assumption is 6.75% ▪Final Pension Obligation Bond payment was made June, 2022 9 Actuarial Valuation Date Total CCCERA Net Liability Funded Ratio County Net Liability Fire Protection District Net Liability 2009 $1,024,673 83.8%$727,578 $68,294 2010 1,312,215 80.3%918,919 104,750 2011 1,488,593 78.5%1,037,535 130,737 2012 2,279,059 70.6% 1,591,610 228,950 2013 1,823,681 76.4%1,260,363 180,209 2014 1,469,942 81.7%1,003,749 151,686 2015 1,311,823 84.5%879,610 154,708 2016 1,187,437 86.5%776,396 143,193 2017 1,059,356 88.5%689,426 131,765 2018 1,031,966 89.3%677,735 123,353 2019 947,054 90.6%607,938 132,554 2020 859,345 91.8%557,373 121,270 2021 854,561 92.4%588,842 147,987 2022 1,050,406 91.2%736,081 166,181 2023 1,155,129 91.0%789,782 172,407 Contra Costa County Employees Retirement Association Pension Funding Status (Thousands) Board of Supervisors – 2025 Retreat Labor Contracts 10 Filled Positions 2024 Filled Positions 2025 Contract End Date AFSCME Local 512, Professional and Technical Employees 239 232 6/30/2026 AFSCME Local 2700, United Clerical, Technical and Specialized Employees 1,489 1,535 6/30/2026 California Nurses Association 816 846 9/30/2025 CCC Defenders Association 104 107 6/30/2026 CCC Deputy District Attorneys’ Association 100 99 6/30/2026 Deputy Sheriffs Association, Mgt Unit and Rank and File Unit 816 840 6/30/2027 Deputy Sheriffs Association, Probation Peace Officers Association 205 211 6/30/2027 District Attorney Investigator’s Association 19 21 6/30/2026 IAFF Local 1230 453 474 6/30/2027 Physicians and Dentists of Contra Costa 252 255 10/31/2025 Professional & Technical Engineers – Local 21, AFL-CIO 1,282 1,349 6/30/2026 Public Employees Union, Local One & FACS Site Supervisor Unit 497 510 6/30/2026 SEIU Local 1021, Rank and File and Service Line Supervisors Units 831 892 6/30/2026 Teamsters, Local 856 1,879 2,026 6/30/2026 United Chief Officers' Association 17 18 6/30/2027 Western Council of Engineers 21 25 6/30/2026 Management Classified & Exempt & Management Project 461 473 N/A 9,481 9,913 Board of Supervisors – 2025 Retreat FY24-25 County mid-year budget status 11 Mid-Year 24-25 Mid-Year 23-24 Mid-Year 22-23 Mid-Year 21-22 Mid-Year 20-21 ALL FUNDS Budget Actual Percent Percent Percent Percent Percent Expenditures $ 5,535,364,681 $ 2,529,273,639 46%41%40%38%44% Revenues $ 5,254,616,139 $ 2,725,226,197 52%50%42%43%45% GENERAL FUND Budget Actual Percent Percent Percent Percent Percent Expenditures $ 2,637,001,497 $ 1,097,123,920 42%41%41%37%43% Revenues $ 2,451,543,726 $ 1,141,893,989 47%41%49%45%46% Wages & Benefits $ 1,239,170,465 $ 553,047,523 45%43%45%45%45% Services & Supplies $ 1,050,236,008 $ 355,574,958 34%34%35%35%43% Other Charges $ 393,382,685 $ 180,900,461 46%43%50%33%46% Fixed Assets $ 85,987,134 $ 67,400,327 78%73%13%10%25% Inter-departmental Charges $ (151,774,796)$ (59,811,371)39%33%27%42%44% Contingencies $ 20,000,000 $ 12,022 Total Expenses $ 2,637,001,497 $ 1,097,123,920 42%41%41%37%41% Taxes $ 670,517,458 $ 391,104,664 58%58%71%61%62% License, Permits, Franchises $ 12,291,011 $ 3,282,010 27%24%28%28%23% Fines, Forfeitures, Penalties $ 24,500,525 $ 1,782,747 7%10%8%9%5% Use of Money & Property $ 61,795,464 $ 20,716,289 34%62%107%31%42% Federal/State Assistance $ 955,566,737 $ 503,505,341 53%39%51%44%50% Charges for Current Services $ 201,160,588 $ 89,725,199 45%43%41%48%44% Other Revenue $ 525,711,943 $ 131,777,739 25%16%19%20%23% Total Revenues $ 2,451,543,726 $ 1,141,893,989 47%41%49%45%46% Board of Supervisors – 2025 Retreat Measure X financials 12 Measure X Budget vs Actual Revenues Budget Actuals Difference FY20-21 24,078,616 27,659,018 (3,580,402) FY21-22 104,000,000 117,721,524 (13,721,524) FY22-23 107,000,000 122,416,463 (15,416,463) FY23-24 118,169,856 121,276,971 (3,107,115) FY24-25 120,181,754 48,447,190 473,430,226 437,521,167 Measure X adopted allocations through FY24-25 Budget Reserve 20,000,000 FY21-22 one-time 136,895,200 FY22-23 78,150,000 FY23-24 121,793,535 FY24-25 120,181,754 FY24-25 one-time 30,663,879 507,684,368 Board of Supervisors – 2025 Retreat Measure X financials 1.$48.4M revenue collected through December 2024 for the current fiscal year, and $437.5M collected lifetime 2.Remaining revenue requirement of $70.2M to fund the $507.7M total allocated expenditures through FY24-25 3.Remaining unallocated balance of ~$1.5M 4.Current fiscal year growth projected at -1.1%. FY25-26 Measure X sales tax revenue projected to grow 2.1% to $122.5M ($123.9M was assumed for FY25-26 budget development, generating a potential ~$1.4M deficit) 5.FY25-26 base budget totals $120.2M, with a proposed 3.1% ($3.7M) cost of living adjustment for ongoing allocations to balance to the originally projected revenues of $123.9M 13 Board of Supervisors – 2025 Retreat Budgetary Pressures & Strategies 1.Expenditures are growing faster than revenues a.Negotiated employee wage increases of 5% contributing to a projected FY25 -26 position cost increase of $261M, with next rounds of labor negotiations upcoming b.Higher interest and mortgage rates reducing real estate transactions c.Sluggish sales tax growth projected at 2.0% d.Prison Law Office Settlement: $12M needed for Detention ADA improvements e.Workers’ Compensation program charges increasing 10% to $47.3M f.General Liability insurance premiums increasing 15% to $20.3M 2.Potential Federal and State budget and policy changes affecting revenues (e.g. Medi-Cal reimbursements, SoCal fires) 3.Needed capital investments for service improvements and aging facilities 4.Obsolete technology a.Replace mainframe systems for Assessor’s Office and Treasurer / Tax Collector b.Significant needs countywide for new hardware and cybersecurity 5.Potential county debt reduction options 14 Board of Supervisors – 2025 Retreat FY24-25 Budget Hearings 1.Hearing dates 1.Recommended Budget: Monday-Tuesday, April 28-29, 2025 2.Budget Adoption: Tuesday, May 20, 2025 2.Format 1.County Administrator: Overview of Recommended Budget 2.Department Presentations 3.Public Comment 4.Board Discussion and Action 15 Board of Supervisors – 2025 Retreat Recommended Budget Hearing: Proposed Department Presentation Schedule 1.Day 1 a.County Administrator’s Office – Budget overview b.Animal Services c.Clerk-Recorder and Registrar of Voters d.Contra Costa County Fire Protection District e.Employment and Human Services f.Health Services g.Library 2.Day 2 a.Public Works b.District Attorney c.Public Defender d.Probation e.Sheriff-Coroner 16 Board of Supervisors – 2025 Retreat Budget Development - Recommendations 1.ACCEPT report on Budget Development Key Considerations for FY25-26 and beyond; 2.Measure X – PROVIDE DIRECTION on the a.Proposed cost of living adjustment (COLA) of 3.1% to ongoing allocations b.Budgeting options for the Measure X revenue remaining surplus of ~$1.5M 17 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:125-336 Name: Status:Type:Discussion Item Passed File created:In control:1/16/2025 BOARD OF SUPERVISORS On agenda:Final action:1/28/2025 1/28/2025 Title:ACCEPT the report on budget development considerations for FY25-26 and beyond. (Monica Nino, County Administrator, Adam Nguyen, County Finance Director Attachments:1. FY25-26 Budget Development - Key Considerations.pdf, 2. 2025-01-28 D.2 Public Comment.pdf Action ByDate Action ResultVer.Tally approvedBOARD OF SUPERVISORS1/28/2025 1 Pass 4:0 To:Board of Supervisors From:Monica Nino, County Administrator Report Title:ACCEPT report on budget development considerations for FY25-26 and beyond. ☒Recommendation of the County Administrator ☐ Recommendation of Board Committee RECOMMENDATIONS: ACCEPT report on budget development considerations for FY25-26 and beyond. FISCAL IMPACT: This report is for informational purposes only. No fiscal impact. BACKGROUND: Attached is the report on County Budget Development - Key Considerations. CONSEQUENCE OF NEGATIVE ACTION: N/A CONTRA COSTA COUNTY Printed on 3/31/2025Page 1 of 2 powered by Legistar™ File #:25-336,Version:1 CONTRA COSTA COUNTY Printed on 3/31/2025Page 2 of 2 powered by Legistar™ clerkoftheboard@cob.cccounty.us Comment Regarding Item D.2 1/28/2025 Candace Andersen, Chair, Contra Costa County Board of Supervisors John Gioia, Supervisor Diane Burgis, Supervisor Ken Carlson, Supervisor Shanelle Scales-Preston, Supervisor Dear Supervisors: My name is Katherine Walley, and I am a resident of Walnut Creek. I also happen to be the daughter and spouse of immigrants living in Contra Costa. Like many of you, there are coworkers, neighbors and individuals that touch almost every aspect of my life who are themselves also immigrants. Immigrants are an integral part of the social, cultural and economic fabric that is Contra Costa. We know that there is a mutual relationship between the thriving of our county and the thriving of those who immigrate to the United States. As Robin Wall Kimmerer details in her book Braiding Sweetgrass, “All flourishing is mutual.” The flourishing of individuals is connected to the flourishing of the whole, and so too, the ability for the whole to thrive depends on the wellbeing of individuals, each existing in a state of reciprocity. That said, we also know that many immigrants face systemic barriers that hinder their ability to thrive, including, but not limited to, a lack of access to legal information and representation, language barriers, and structural challenges to navigating public services. As such, I ask that you support the centering of immigrants in our county’s investments in policies and programs, particularly the establishment of a robust and accessible immigrant support hub, such as the proposed Welcoming Immigrant Support Hub (”WISH Center”). I urge you to prioritize and fully fund this initiative, ensuring that it includes culturally and linguistically appropriate policies, expanded legal support and community-based services, and serves as a safe location where immigrants can receive critical services and information. Thank you, Katherine Walley 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:125-337 Name: Status:Type:Discussion Item Agenda Ready File created:In control:1/16/2025 BOARD OF SUPERVISORS On agenda:Final action:1/28/2025 Title:ACCEPT the report on Capital Plan and Projects. (Eric Angstadt, Chief Assistant County Administrator) Attachments:1. Capital Projects Presentation.pdf Action ByDate Action ResultVer.Tally relistedBOARD OF SUPERVISORS1/28/2025 1 To:Board of Supervisors From:Monica Nino, County Administrator Report Title:ACCEPT report on Capital Projects (Eric Angstadt, Chief Assistant County Administrator) ☒Recommendation of the County Administrator ☐ Recommendation of Board Committee RECOMMENDATIONS: ACCEPT report on Capital Plan and Projects. FISCAL IMPACT: There is no fiscal impact. The report is for information only. BACKGROUND: See attached report. CONSEQUENCE OF NEGATIVE ACTION: N/A CONTRA COSTA COUNTY Printed on 3/31/2025Page 1 of 2 powered by Legistar™ File #:25-337,Version:1 CONTRA COSTA COUNTY Printed on 3/31/2025Page 2 of 2 powered by Legistar™ Eric Angstadt County Administrator’s Office January 28, 2025 Capital Plan and Projects Update County Administrator’s Office – Capital Plan and Projects Update Agenda 1.Five Year Capital Plan Progress Update 2.West County Treatment, Reentry and Housing (WRTH) Project status update 3.West County Accessible Room Conversion (WARC) Project 4.East County Service Center (ECSC) Project 5.District 5 Youth Center 6.District 3 Youth Center 7.Martinez Detention Module D Renovation 8.Cost Estimates and funding sources 9.Capital Reserve Principles 2 County Administrator’s Office – Capital Plan and Projects Update Capital Plan – 1st Five Year Implementation 3 Project Year 1 Year 2 Year 3 Year 4 Year 5 Cost Estimate 2024 2025 2026 2027 2028 WRTH $126,500,500 WARC $18,800,800 ECSC $130,000,000 D5 Youth $15,000,000 D3 Youth $15,000,000 Module D $25,000,000 County Administrator’s Office – Capital Plan and Projects Update West County Treatment, Reentry and Housing (WRTH) Current Progress - WRTH WRTH 1.288 Beds – 96 beds dedicate to medical and mental health treatment 2.Approximately 82,000 square feet 3.Integrated full medical clinic in the building 4 County Administrator’s Office – Capital Plan and Projects Update WRTH continued Front entry rendering WRTH 1.In person full contact family visitation area 2.Classroom and program spaces in each housing unit 3.Vocational training room 4.Completion in Q3 2025 5 County Administrator’s Office – Capital Plan and Projects Update West County Accessible Room Configuration (WARC) Project Overhead view of West County Detention WARC Scope of work 6 County Administrator’s Office – Capital Plan and Projects Update East County Service Center (ECSC) Project 7 County Administrator’s Office – Capital Plan and Projects Update New East County Service Center Site Plan – GSF and parking summary 8 Public Staff Base Option Total GSF = 113,200 Total Staff = 361 Vehicle Parking Staff = 240 CCC Fleet Vehicles = 44 Public = 80 Bicycle Parking Staff = 14 Public = 4 Alternate ‘A’ Total GSF = 120,000 Total Staff = 441 Vehicle Parking Staff = 300 CCC Fleet Vehicles = 44 Public = 80 Bicycle Parking Staff = 17 Public = 4 County Administrator’s Office – Capital Plan and Projects Update New East County Service Center Site Plan – Future Development Opportunity 9 Public Staff County Administrator’s Office – Capital Plan and Projects Update New East County Service Center Conceptual Rendering – Overall Building 10 County Administrator’s Office – Capital Plan and Projects Update New East County Service Center Conceptual Rendering – Main Entry 11 County Administrator’s Office – Capital Plan and Projects Update New East County Service Center Department Program - Detail Summary 12 Base Option Building : 113,200 GSF 361 Staff Alternate ‘A’ Building : 120,000 GSF 441 Staff Board of Supervisors 3,094 gsf 10 Staff Building Commons & Support 28,002 gsf 2 Staff (Security) Child Support Services 2,864 gsf 12 Staff County Clerk-Recorders 2,339 gsf 10 Staff District Attorney 5,278 gsf 36 Staff DoIT 463 gsf 3 Staff Employment & Human Services 30,622 gsf 35,697 gsf 231 Staff 311 Staff Health Services 3,098 gsf 16 Staff Probation 3,554 gsf 22 Staff Public Defender 3,012 gsf 16 Staff Veteran Services 1,546 gsf 3 Staff Department GSF does not include Building Grossing Factor, this factor is applied to the sum of all Department GSF to reach bu ilding total GSF County Administrator’s Office – Capital Plan and Projects Update New East County Service Center List of Building Shared Amenities 13 Open to the Public and Staff 1.Public Plaza 2.Special Events Outdoor Gazebo 3.Building Resource Center (Level 1) 4.Conference A – 60 person (Level 1) 5.Conference B – 60 person (Level 1) 6.Conference C – 16 person (Level 1) 7.Public Lobbies (Levels 1 & 2) 8.Public Restrooms (Levels 1 & 2) 9.Public Lactation Room (Levels 1 & 2) Contra Costa County Staff or Restricted Access Only 10.Children & Family Services Outdoor Play Space 11.Outdoor Staff Patio (Level 3) 12.Large Staff Breakroom/Kitchenette (Level 3) 13.Small Staff Breakroom/Kitchenette (Levels 1 & 2) 14.Individual Wellness Room (Levels 2 & 3) 15.Small Group Wellness Room (Level 3) 16.Qty (2) 6-person Conference 17.Qty (2) 10-person Conference 18.Qty (2) 20-person Conference 19.Training Classroom A Flexible – 30 person 20.Training Classroom B Computer Lab – 15 person 21.Staff Restrooms each level 1 1 2 11 12 10 7 County Administrator’s Office – Capital Plan and Projects Update New East County Service Center Program Stacking Diagrams 14 1 2 3 Base Option Total GSF = 113,200 Total FTE = 361 Alternate ‘A’ Total GSF = 120,000 Total FTE = 441 (Adds growth of 80 FTE for EHSD) DoIT Probation Health Services Child Support Services Employment & Human Services Department Board of Supervisors Veteran Services Public Defender Building Support Building Commons District Attorney County-Clerk Recorder Level 3 Level 2 Level 1 Level 1 Levels 1, 2, 3 Level 2 Level 1 Level 1 Level 1, 2, 3 Level 1, 2, 3 Levels 2 Levels 1 1 2 3 County Administrator’s Office – Capital Plan and Projects Update New East County Service Center Floor Plan – Level 1 Department Adjacencies 15 County Administrator’s Office – Capital Plan and Projects Update New East County Service Center Floor Plan – Level 2 Department Adjacencies 16 County Administrator’s Office – Capital Plan and Projects Update New East County Service Center Floor Plan – Level 3 Department Adjacencies 17 County Administrator’s Office – Capital Plan and Projects Update New East County Service Center Roof Plan 18 County Administrator’s Office – Capital Plan and Projects Update District 5 Youth Center Potential Site Next Steps 1.Investigating 2 other potential sites/areas 2.Finalize location 19 County Administrator’s Office – Capital Plan and Projects Update District 3 Youth Center Acquired Land Next Steps 1.Began design phase 2.Site Visits upcoming 3.Programming with EHSD staff 20 County Administrator’s Office – Capital Plan and Projects Update Module D renovation Contra Costa County and the Prison Law Office (PLO) entered into a consent decree with the County agreeing to make changes to mental health, ADA and other programs. The County addressed most of the items with other projects like WRTH and WARC and the Module M renovation The condition of Module D remains the last major area of concern between the County and PLO Planned for calendar years 2027-2028 Module most in need of modernization Estimated cost $25 million 21 County Administrator’s Office – Capital Plan and Projects Update Cost Estimates and Sources of Funds 22 Project Cost Estimate Prior Appropriation Department Measure X Total Capital Funds Need ECSC $130,000,000 $20,000,000 $20,000,000 $110,000,000 D5 Youth $15,000,000 $10,000,000 $10,000,000 $5,000,000 D3 Youth $15,000,000 $10,000,000 $10,000,000 $5,000,000 WARC $18,800,000 $6,800,000 $6,800,000 $12,000,000 Mod D $25,000,000 $0 $25,000,000 $203,800,000 $46,800,000 $157,000,000 Capital Reserve currently at $137.8 million with other funds needed to come from General Fund Unassigned Fund Balance County Administrator’s Office – Capital Plan and Projects Update Capital Reserve Best Practices Current Capital Reserve Policy: 1% of budgeted general fund revenues added to Capital Reserve annually Government Finance Officers Association (GFOA) guidelines: Maintain Capital Reserve balance equal to 20% of anticipated 5-year capital expenditures (Projects + annual allocation) and allow funds above reserve balance to be used for Capital Projects Based on current projects ($200 million) + annual allocation ($30 million) = $350 million next 5 years Maintain minimum Reserve = 20% or $70 million balance 23 County Administrator’s Office – Capital Plan and Projects Update Calendar 2025 Capital Work Plan 1.Complete WRTH project 2.Complete WARC project 3.Select ECSC design-build team and start design contract 4.Finalize D5 Youth Center options and complete programming 5.Complete programming and conceptual design of D3 Youth Center and select design-build team 6.Prepare Capital Reserve Principles for Board consideration and adoption 24 County Administrator’s Office – Capital Plan and Projects Update Questions? 25 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:225-343 Name: Status:Type:Discussion Item Passed File created:In control:1/17/2025 BOARD OF SUPERVISORS On agenda:Final action:1/28/2025 1/28/2025 Title:ACCEPT report on Economic Development activities in Contra Costa County. (John Kopchik, Director of Conservation and Development) Attachments:1. Economic Development Activities in Contra Costa County PPT Action ByDate Action ResultVer.Tally approvedBOARD OF SUPERVISORS1/28/2025 1 Pass 4:0 To:Board of Supervisors From:John Kopchik, Director, Conservation and Development Report Title:Economic Development Activities in Contra Costa County ☒Recommendation of the County Administrator ☐ Recommendation of Board Committee RECOMMENDATIONS: ACCEPT report on Economic Development activities in Contra Costa County. FISCAL IMPACT: This report is for informational purposes only. No fiscal impact. BACKGROUND: See attached slide presentation on Economic Development Activities in Contra Costa County. CONSEQUENCE OF NEGATIVE ACTION: N/A CONTRA COSTA COUNTY Printed on 3/31/2025Page 1 of 2 powered by Legistar™ File #:25-343,Version:2 CONTRA COSTA COUNTY Printed on 3/31/2025Page 2 of 2 powered by Legistar™ Report on Economic Development Activities in Contra Costa County Presentation to Board of Supervisors Retreat Department of Conservation & Development January 28, 2025 Key Topics to be Covered Overview of Economic Development (20 minutes) •Background on the County’s Economic Development Role •Business Retention •Business Attraction •High-Profile Initiatives Panelists’ Presentations (10 Minutes) •Stephen Baiter, Executive Director, East Bay Economic Development Alliance •Greg Baer, Director of Airports, Contra Costa County Public Works Department •Tamia Brown, Executive Director, Workforce Development Board of Contra Costa County •Mike Sponsler, District Director, Office of Senator Timothy Grayson •Jessie Hammerling, Co-Director of Green Economy Program, UC Berkeley Labor Center •Mark Orcutt, President & CEO, East Bay Leadership Council Panel Discussion and Q&A (30 minutes) Retain or attract jobs at or above living wage in ways that minimize disparities between communities Foster community vibrancy and improve quality of life (“Main” streets, restaurants, retail) Connect workers to growing local industries, thus helping achieve policy goals of reducing and reversing commutes Increasingly, play a big role in Just Transition sustainable revitalization strategies by ensuring the quality of the environment Why Do Economic Development? Contra Costa County and its cities use economic development programs to: Support other public services through increasing tax-generating activity Economic Development Myths & Realities 4 Myths Realities 01 Only about jobs 02 Focused on attraction 03 Pro-business 04 Connected to workforce, housing, transportation, specific industries, and communities 01 Jobs important, but also about quality of life and vibrant communities 02 Retention and growth just as important as attraction 03 Pro-Business and Pro-Worker 04 Not connected to people & place How Investment in Economic Development Benefits Communities Graphic courtesy of the California Association of Local Economic Development (CALED) The Evolution of the County’s Economic Development Program 2013 County begins the Northern Waterfront Initiative 2016 County hires first economic development manager 2018 11 Federal Opportunity Zones in County are designated 2019 Northern Waterfront Plan is adopted by County and 7 cities 2022 County selected for federal earmark for Just Transition 2023 Green Empowerment Zone launches 2024 County economic development staff expands to 3 2024 County creates standing Board committee for economic development 7The County’s ED Team Alyson Greenlee Economic Development Manager George E. Carter III Economic Development Project Manager Salvador Morales Economic Development Planner Business Retention Activities Sigray Being Awarded the East Bay Innovation Award for Engineering & Design by East Bay EDA Access to Grants and Capital Connecting to Workforce Development Purchasing and Contracting Opportunities Navigating Government Processes Building Relationships (Bludot, Business Retention & Economic Development System) Business Expansion Success Story: Headlands Brewing In 2023, Headlands Brewing Company reached out to the economic development team seeking assistance with its expansion. The County identified what permits they needed, set up internal meetings across departments, and offered hiring assistance. County ED Team with the Headlands Brewing team at “Industry Night” soft opening of the Walnut Creek Beer Garden & Taproom, January 21, 2025 Business Attraction Activities The Team Engages With: •Governor‘s Office of Business and Economic Development (GO-Biz). •Prospective businesses. •Commercial realtors. Key Focus Areas: •Marketing available land and critical infrastructure (info on industrial land, airports/roads/utilities and industry clusters). •Developing local workforce to meet industry needs (connections to workforce development, labor union apprenticeships, and education sector partners). •Working with cities and other partners to create a welcoming and collaborative environment (joint city partnerships and marketing efforts). Director of Airports Greg Baer Welcoming Northern Waterfront Tour to Byron Airport County Business Attraction Has Global Reach In 2024, TIE, a Korean Advanced Air Mobility company, selected Byron Airport as its U.S. hub due to its strategic location for housing a team of 10-20 people and eVTOL aircraft to conduct flight testing. High-Profile Initiatives Northern Waterfront Initiative Priority Production Areas (PPAs) Green Empowerment Zone Just Transition Northern Waterfront Economic Development InitiativeTM Northern Waterfront Partners 13 Goal: The Northern Waterfront Economic Development Initiative endeavors through collective action to improve the economic prosperity and quality of life for residents by building and maintaining an environmentally sustainable regional economy that enhances the health and prosperity of local communities, strengthens local tax bases, and supports the growth of 21st century advanced manufacturing firms. Who: The Initiative’s hallmark collaboration among the County and seven partner cities. How: Growing the five priority sectors by leveraging existing competitive advantages and assets. Priority Sectors: Advanced transportation, advanced manufacturing, biomedical/biotech, ag tech & food processing, and clean tech. •Short-line rail study - $75,000 in funding (2019) •FutureBuild EPA training grant - $200,000 (2019) •Conceptual Framework led to increased engagement in East County by nonprofits (2019) •City of Pittsburg partners with Bombardier to open facility producing BART’s rail cars (2019) •Four PPAs designated by ABAG-MTC in Northern Waterfront - $500,000 in funding (2023) •Green Empowerment Zone - $5,000,000 in funding (2023) •City of Hercules Multi-Modal Transportation Station - $850,000 in funding (2024) •City of Pittsburg’s Water Treatment Plant Fuel Cell - $959,752 in funding (2024) •Contra Costa County was selected to host the TeamCalifornia Conference (2025) Wins by the Northern Waterfront Initiative Partners Advancing Infrastructure Planning for Priority Production Areas (PPAs) Goal: Advance capacity for industry growth of the Northern Waterfront priority sectors. Who: Contra Costa County and in the cities of Concord, Pittsburg, Antioch, and Oakley. How: Agreement with Metropolitan Transportation Commission (MTC) for $500,000 in technical assistance. Priority Production Areas 15 The Green Empowerment Zone (GEZ) Goal: Build upon the comparative advantage provided by the regional concentration of highly skilled energy industry workers. Who: Diverse Governing Board includes local, state, and federal government, large employers, small business and economic development, universities, private sector, labor, environment, and workforce development. How: Agreements with Governor’s Office (GO-Biz) for $5,000,000 (California State Senator District 09 Timothy Grayson) and with UC Labor Center to provide foundational research, technical assistance, and policy recommendations for a high-road clean energy manufacturing strategy. Just Transition Economic Revitalization Plan What: A plan for a transition away from an economy that is dependent on fossil fuels to a zero-emission and clean and green economy. How: A strategic planning process with broad community engagement that assesses opportunities and constraints in the areas of workforce, economy, environment, and land use to develop a roadmap for a vibrant, clean, and green economy. Funding: Agreement with U.S. Department of Housing and Urban Development (HUD) for $750,000 (Congressman 10th District Mark DeSaulnier). 18Going into 2025 Discussion and GuidanceTeamCA ConferenceEstablish 2025 Countywide Economic Committee Goals Thank you Department of Conservation & Development January 28, 2025 Panelists •Stephen Baiter, Executive Director, East Bay Economic Development Alliance •Greg Baer, Director of Airports, Contra Costa County Public Works Department •Tamia Brown, Executive Director, Workforce Development Board of Contra Costa County •Mike Sponsler, District Director, Office of Senator Timothy Grayson •Jessie Hammerling, Co-Director, Green Economy Program, UC Berkeley Labor Center •Mark Orcutt, President & CEO, East Bay Leadership Council WHO WE ARE East Bay EDA is the regional voice and networking resource for strengthening the economy, building the workforce, and enhancing the quality of life in the East Bay. REGIONAL MINDED Supporting East Bay economic development efforts to tackle issues that extend beyond city boundaries. DEEPLY ROOTED Independent nonprofit with more than 30 years serving the region. CROSS SECTOR Private, public and nonprofit leadership network to strengthen and promote the East Bay BUSINESS CONNECTOR Convener of high-quality networking events, educational panels and professional mixers Oakland, CA - Alameda County Brentwood, CA - Contra Costa County EXPERIENCES & TOURS POLICY & ADVOCACY WHAT WE DO NETWORKING & EVENTS REGIONAL RESEARCH ●Advocate for regional, state, and federal investments and policies that sustain and support economic development activities ●Provide timely information and data, as well as thought leadership around critical topics ●Facilitate high-level networking opportunities between public and private sector leaders LEADERSHIP COMMITTEES Executive Committee, Economic Development Directors’ Council, Land Use & Infrastructure, Legislative Committee, Resilient East Bay Contra Costa County Airports Economic Engine and Jobs Creator Airport Enterprise Fund: ➢Airports operate without being a line item in the County General Fund ➢Generate revenues for the County General Fund & Schools (>$1M annually) ➢Revenues derived from diverse mix of aviation and non-aviation (Buchanan) businesses (e.g., golf course, hotel, airport business center) ➢Attractive to new developing technologies ➢Byron - Three companies actively testing, one prospective company ➢Daily average of 30 employes on-site ➢Buchanan – Two companies actively testing ➢Daily average of 25 employees on-site 23 Added Economic Impact from Growth of the Airports to Contra Costa County ➢Upcoming Montecito warehouse (non-aeronautical) development valued at $65 million. ➢The annual possessory interest tax to the County General Fund & schools is estimated at $715,000. ➢400 jobs will be created at start of project ➢Up to 200 long term jobs 24 Employer Partnerships and Just Transition Initiatives Just Transition Initiatives •DOGWF (Displaced Oil and Gas Workforce Fund) ⚬Supporting workers transitioning from fossil fuel industries to clean energy jobs. ⚬Programs focusing on displaced oil and gas workers and green technology and renewable energy careers. •CEDAP (Civil Engineering Degree Apprenticeship Pathway) ⚬Apprenticeship opportunities in clean energy and sustainable industries. ⚬Preparing workers for long-term careers in green energy. Driving Workforce Development •Collaborating with employers to build talent pipelines in high -demand sectors. •Creating customized training programs tailored to employer need Marine Trade – Employer Led •Industry-led initiatives to train and upskill workers for marine and maritime jobs. •Partnerships focusing on modernizing workforce skills for evolving industry demands. Health Care – Board Driven •Programs designed to meet growing demands in healthcare. •Addressing staffing shortages through targeted training and upskilling. Collaborative Solutions for Community Empowerment Sector-Specific Training •Meeting the specific needs of clean energy, healthcare, and marine industries. Community Engagement •Collaborative solutions addressing regional workforce challenges. Equitable Workforce Transition •Prioritizing support for workers and communities affected by economic shifts. DCD Urban Forest – Climate Action •Partnerships to advance workforce training in urban forestry and sustainability. •Equipping workers to contribute to local climate action goals and initiatives. Expanding Community-Based Support •Engaging with nonprofits and local organizations to provide wraparound services. •Ensuring equitable access to job opportunities for underserved populations. COLLABORATIONS WITH THE COMMUNITY IMPACT AND OUTCOMES High Road Strategy for Clean Energy Manufacturing _______________________________________________________________ UC Berkeley Labor Center’s project for the Green Empowerment Zone Project Goal: Design and implement a strategy to help grow a high-road clean energy manufacturing ecosystem in and around the GEZ and advance a just transition. Jessie HF Hammerling, PhD. jesshf@berkeley.edu Mike Sponsler, District Director Office of Senator Timothy Grayson Key questions: ●Why focus on clean energy manufacturing? ●What is “high-road” and why does it matter for achieving a just transition? Project components: ●Research on priorities and growth strategies ●Technical assistance to facilitate high -road partnerships and inform strategies ●Policy recommendations to accelerate high-road growth Building a Thriving Regional Economy Job Creation Advocate for policies that attract, retain, and grow businesses. Example: Regulatory reform and business incentives Infrastructure Investment Advocate for funding and policies that support transportation, housing, and utility capacity needed to sustain a growing economy. Example: Targeted revenue measures and streamlined construction Inclusive Growth Champion initiatives that ensure economic growth serves all residents. Example: Training programs for underserved and displaced workers Core Strategies Develop employer-centered policy priorities Policy Proposals / Staff Analysis / Board of Directors / Task Forces / Membership Surveys Lead strategic advocacy Public Testimony / Direct Discussions / Coalition Building / Communication Campaigns Equip leaders with tools to drive economic growth White Papers / Data Access / Educational Forums / Networking / Build the Bench / Engage East Bay Panel Discussion and Q &A D.5 Board of Supervisors Contra Costa County Date: January 28 2025 Public Comment Liz Ritchie announced that a letter has been sent to the President of the United States entitled the Missions Act of the Great State of New California. THIS IS A MATTER FOR RECORD PURPOSES ONLY NO ACTION WAS TAKEN ****** From: Kathryn Durham-Hammer <kdhammer444@gmail.com> Sent: Tuesday, January 28, 2025 3:47 PM To: Clerk of the Board <ClerkOfTheBoard@cob.cccounty.us>; Supervisor Carlson <supervisorcarlson@bos.cccounty.us> Subject: Please support and fund WISH Supervisor Carlson & Clerk of the Board, I am a Concord resident writing to ask for your support for total funding of the Welcoming Immigrant Support Hub (WISH Center). Immigrants are essential members of our communities and I would like our county to do everything possible to welcome them and provide vital services to local immigrants. Based on information I have received from colleagues who work in immigrant services, I believe a facility like the WISH Center would be an ideal way to provide needed services for local immigrants. My husband, also a Concord resident, is an immigrant (now a citizen) who has been saving lives as an RN in our local hospitals for over a decade. Immigrants make us all better, safer, and healthier. Kathryn Durham-Hammer Concord, CA 94518 -- Kathryn E. Durham-Hammer Organizer, Indivisible ReSisters Owner, WildKat Fitness (http://www.wildkatfitness.com) 5 clerkoftheboard@cob.cccounty.us Comment Regarding Item D.5 1/28/2025 Candace Andersen, Chair, Contra Costa County Board of Supervisors John Gioia, Supervisor Diane Burgis, Supervisor Ken Carlson, Supervisor Shanelle Scales-Preston, Supervisor Dear Supervisors: My name is Katherine Walley, and I am a resident of Walnut Creek. As you all know so well from first-hand experience, county budgets are complex documents, comprised of multiple components, referents and context that may be unfamiliar to the layperson and expert alike. The process of drafting a budget is likewise multi-faceted, and without centering community engagement, equity and transparency in this process one is likely to create a budget whose framework for managing and prioritizing resources does not serve the county as well as it could. However, a Budget Equity Tool could help County Departments identify and articulate the equity impacts of budget requests and proposals. This in turn, will promote racial and economic equity and improve the lives of our most impacted populations in Contra Costa County. There are multiple benefits to integrating such a tool. It can help residents and leaders alike in understanding the historical and present needs and gaps as well as the data related to disparities. It can promote engagement between and among residents and leaders as we develop budget priorities and a collective vision. And Budget Equity Tools use data-driven processes that incorporate community perspectives and needs into the decision-making matrix along with an evaluation of outcomes, which in turn fosters greater accountability. As such, I urge you to support the implementation of such a tool. Developing a collective vision and budget priorities that center engagement, equity and transparency can also be fostered by the involvement of community voices in discussions such as those taking place at this annual retreat. One tangible way to make this happen would be to invite the Budget Justice Coalition and Bay Area Equity Atlas to every future Board Budget retreat. Thank you, Katherine Walley 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:125-302 Name: Status:Type:Consent Item Passed File created:In control:1/10/2025 BOARD OF SUPERVISORS On agenda:Final action:1/28/2025 1/28/2025 Title:AUTHORIZE Reclamation District 2090 to submit an audit covering a five-year period, in lieu of the required annual audit, to the County’s Office of the Auditor-Controller at the recommendation of the Auditor-Controller and in accordance with the provisions of Government Code Section 26909. (No Fiscal Impact) Attachments: Action ByDate Action ResultVer.Tally approvedBOARD OF SUPERVISORS1/28/2025 1 Pass To:Board of Supervisors From:Robert Campbell, Auditor-Controller Report Title:Authorization to change fiscal year 2018-19 annual audit requirement for Reclamation District 2090 ☒Recommendation of the County Administrator ☐ Recommendation of Board Committee RECOMMENDATIONS: AUTHORIZE Reclamation District 2090 to submit an audit covering a five-year period, in lieu of the required annual audit, to the County’s Office of the Auditor-Controller as of fiscal year 2018-19 at the recommendation of the Auditor-Controller and in accordance with the provisions of Government Code Section 26909. FISCAL IMPACT: There is no fiscal impact to Contra Costa County. BACKGROUND: Government Code Section 26909 (b) states: A special district may, by unanimous request of the governing board of the special district and with unanimous approval of the board of supervisors, replace the annual audit required by this section with one of the following, performed in accordance with professional standards, as determined by the auditor: (1)A biennial audit covering a two-year period. (2)An audit covering a five-year period if the special district’s annual revenues do not exceed an amount specified by the board of supervisors. (3)An audit conducted at specific intervals, as recommended by the county auditor, that shall be completed at least every five years. Reclamation District 2090 was formed primarily for the construction and maintenance of levees and drainage facilities to protect the area within the District’s boundaries. The District is comprised of one landowner and is CONTRA COSTA COUNTY Printed on 3/31/2025Page 1 of 2 powered by Legistar™ File #:25-302,Version:1 governed by a three member board of trustees, each elected by the landowner to a four-year term. The District has been in contact with a certified public accountant to perform an audit covering a five-year period for fiscal years 2018-19, 2019-20, 2020-21, 2021-22, 2022-23 to begin with unanimous approval of the Board of Supervisors. CONSEQUENCE OF NEGATIVE ACTION: Reclamation District 2090 does not have the funds to continue to have annual audits conducted and will become out of compliance with Government Code Section 26909. CONTRA COSTA COUNTY Printed on 3/31/2025Page 2 of 2 powered by Legistar™ 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:225-342 Name: Status:Type:Consent Item Passed File created:In control:1/13/2025 BOARD OF SUPERVISORS On agenda:Final action:1/28/2025 1/28/2025 Title:ACCEPT the Draft Richmond Parkway Transportation Plan, as recommended by the Transportation, Water and Infrastructure Committee. (No fiscal impact) Attachments:1. 12/9/24 TWIC Cover Ltr, 2. 12/9/24_TWIC_Mtg Presentation, 3. Dec 2024_Draft_Final_RPTP Action ByDate Action ResultVer.Tally relistedBOARD OF SUPERVISORS1/28/2025 2 Pass To:Board of Supervisors From:Transportation, Water and Infrastructure Committee Report Title:ACCEPT the Draft Richmond Parkway Transportation Plan. ☐Recommendation of the County Administrator ☒ Recommendation of Board Committee RECOMMENDATIONS: ACCEPT the Draft Richmond Parkway Transportation Plan. FISCAL IMPACT: None to the General Fund. 100% funded by a Caltrans transportation planning grant ($562,650). BACKGROUND: The Draft Richmond Parkway Transportation Plan (“Plan”)was referred to the County Transportation,Water and Infrastructure Committee (“TWIC”)on December 9,2024.The TWIC recommended the Plan be forwarded to the Board of Supervisors on consent for acceptance.The WCCTC Board will consider adopting the Plan on January 24, 2025. The West Contra Costa Transportation Commission (“WCCTC”)is the project lead,in partnership with the City of Richmond and Contra Costa County.The WCCTC Board received regular updates throughout the Plan development process.Additionally,Supervisor Gioia received a briefing on the Draft Plan in November 2024. Staff from various public agencies formed a Technical Advisory Committee to contribute to Plan development. There have also been two public outreach phases to gather public comment which included pop-up events, community meetings, online advertising in Spanish and English, e-newsletters, and web-based surveys. The focus of the Plan is a set of targeted strategies for WCCTC and partner agencies to advance in the next 10 years.The strategies (summarized in Chapter 4)are projects,programs,and policies that collectively aim to address the following six goals of the Plan: CONTRA COSTA COUNTY Printed on 3/31/2025Page 1 of 3 powered by Legistar™ File #:25-342,Version:2 1.Improve safety for all users 2.Advance placemaking 3.Increase access to key destinations 4.Enhance travel time reliability and efficiency 5.Improve health 6.Support feasible strategies STRATEGIES A major outcome of this Plan is a recommended list of strategies that represent projects,policies,or programs related to transportation or transportation impacts along the Richmond Parkway corridor for WCCTC and project partners to advance.The Plan identifies 29 final strategies that address the Plan’s six goals,issues identified through existing conditions analysis (Chapter 2),and community engagement feedback (Chapter 3). The strategies are organized into six categories: 1.Public Health 2.Safety 3.Walking and Biking 4.Driving and Goods Movement 5.Maintenance 6.Transit IMPLEMENTATION Implementing these strategies will require coordination between WCCTC and partner agencies and organizations.The top 10 strategies are identified as “Priority Strategies”(Chapter 5)to be advanced first. Strategies were evaluated against the Plan’s goals to help determine priority.Equity was considered by more heavily weighting Plan goals with a disproportionate benefit to Equity Priority Communities along the corridor. Strategies were scored on a qualitative scale:meets “Some Goals,Many Goals,or Most Goals”(Chapter 4, Table 2). The top 10 Priority Strategies are shown in Chapter 5, Table 3. For each priority strategy,lead agencies,coordinating agencies,cost estimates,and completion timeframes for delivering the strategy are listed.However,given the regional and economic importance of the Parkway,all strategies require a well-coordinated,multi-jurisdictional implementation and funding approach.County staff will work with WCCTC and necessary agencies as funding becomes available and update the TWIC prior to advancing implementation strategies. CONSEQUENCE OF NEGATIVE ACTION: Contra Costa County,a partner agency in the development of the Richmond Parkway Transportation Plan, would not formally support the Richmond Parkway Transportation Plan which will bring substantial improvements to the Richmond Parkway corridor.Also,the County could be considered to have failed to demonstrate participating in good-faith,multi-jurisdictional,coordinated transportation planning as required by Measure J. CONTRA COSTA COUNTY Printed on 3/31/2025Page 2 of 3 powered by Legistar™ File #:25-342,Version:2 CONTRA COSTA COUNTY Printed on 3/31/2025Page 3 of 3 powered by Legistar™ November 21, 2024 Supervisor Diane Burgis, Chair and Supervisor Candace Andersen, Vice Chair Contra Costa Board of Supervisors’ Transportation, Water, and Infrastructure Committee County Administration Building 1025 Escobar Street, Martinez, CA 94553 RE: Presentation of Draft Richmond Parkway Transportation Plan Dear Supervisors Burgis and Andersen: On behalf of the West Contra Costa Transportation Commission (WCCTC), we are pleased to share with you the Draft Richmond Parkway Transportation Plan (RPTP). Working in partnership with the City of Richmond and Contra Costa County, WCCTC applied for and received a $562,650 transportation planning grant in 2022 from Caltrans to work with the County and City of Richmond to develop a cross-jurisdictional, transportation plan for the Richmond Parkway. Throughout its development process, the WCCTC Board received regular updates on the progress of the development of the plan and Supervisor Gioia recently received a briefing on the Draft Plan. Simultaneously, this planning effort has also utilized a Public Advisory Group (PAG) composed of representatives from community and business organizations, as well as its own Technical Advisory Committee (TAC) composed of staff from a wide range of relevant public agencies. To date, there have also been two public outreach phases to gather public comment. These have included pop-up events, community meetings, online advertising in Spanish and English, e-newsletters, and web-based surveys. During the first week of November, the Draft RPTP, enclosed, was released (and is available on the WCCTC webpage https://www.westcontracostatc.gov/), and a third and final phase of public outreach began. In addition to online advertising, WCCTC staff provided the PAG, TAC, and WCCTC Board with sample text that contains information about the Draft Plan, a link to it and an online survey, which can be used in community e-newsletters and websites. Comments on the Draft RPTP may be submitted until approximately November 29, 2024. The WCCTC Board received a presentation on the Draft RPTP on October 25, 2024 and the Richmond City Council received a presentation on November 19, 2024. In the coming months, the Draft RPTP will also be shared with the Contra Costa Transportation Authority (CCTA) Board. For the TWIC meeting, members of the project team will deliver the PowerPoint presentation attached to this letter. In January, the Final Draft Plan will go to WCCTC, the County Board of Supervisors and the Richmond City Council for final acceptance. Should you have any questions about the RPTP, please feel free to contact me at the email address below. Sincerely, Leah Greenblat Transportation Planning Manager, WCCTC LGREENBLAT@WestContraCostaTC.gov Enclosures w:\new file org\studies, projects, programs & plans\multi-modal\richmond parkway corridor\meetings\twic\2024-11-21 draft plan presentation cover ltr.docx RICHMOND PARKWAY TRANSPORTATION PLAN December 9, 2024 www.WestContraCostaTC.gov County Board of Supervisors Transportation, Water, and Infrastructure Committee Meeting Draft Plan Presentation Project Overview and Priority Strategies Richmond Parkway Transportation Plan 2 Project Organization WCCTC Richmond Parkway Transportation Plan 01 02 03 04 3 Agenda Project Overview Priority Strategies Funding & Implementation Next Steps 4 RICHMOND PARKWAY TRANSPORTATION PLAN Project Overview Richmond Parkway Transportation Plan Review of Project Corridor •Includes Richmond Parkway and Castro Street between I-580 and I-80 •Falls within City of Richmond and Unincorporated Contra Costa County •Local and regional connector •Includes segments of the Bay Trail •Impacts Equity Priority Communities •Planned industrial and residential growth Richmond Parkway Transportation Plan 6 Schedule Phase 3 Opportunities for Public Input WCCTC Richmond Parkway Transportation Plan •PAG Mtg #4 •WCCTC Board Mtg #4 •Digital engagement Public Engagement Plan 7 Phase 1 •3 Pop-up events and 3 community meetings •Digital engagement •WCCTC Board Mtg #2 •PAG Mtg #2 Phase 2 •PAG Mtg #3 •WCCTC Board Mtg #3 •2 Pop-up events and 4 community meetings •Digital engagement Phase 3 IDENTIFY NEEDS EXPLORE STRATEGIES REFINE SOLUTIONS Richmond Parkway Transportation Plan 8 We reached a broad range of community members 71 people were Spanish speakers 5 Pop-ups With 142 people providing feedback 3 online engagement tools With 253 responses from 211 contributorsES 7 Community Meetings •North Richmond Municipal Advisory Council (2) •Parchester Village Neighborhood Council (2) •Iron Triangle Neighborhood Council (2) •City of Richmond District 2 Meeting (1) Richmond Parkway Transportation Plan Strategies Categories 9 The strategies are designed to be responsive to the Plan’s goals and the needs identified through existing conditions analysis and community engagement findings. Public Health Strategies that reduce truck cut-through traffic and reduce or capture vehicle emissions. Safety Strategies that reduce vehicle speeds and address intersection conflict points. Walking and Biking Strategies that support comfortable walking and biking on the Parkway and the Bay Trail. Driving and Goods Movement Strategies that encourage carpooling, optimize signal timing, and improve wayfinding for drivers. Maintenance Strategies that holistically address corridor and Bay Trail maintenance and reduce illegal dumping. Transit Strategies that improve access and circulation at the Richmond Parkway Transit Center and encourage transit ridership. Richmond Parkway Transportation Plan 10 We used community input to develop and confirm strategies 22% 19% 17% 16% 14% 12% Pop-Up Votes by Category 27% 23%15% 13% 11% 11% Online Survey Votes by Category1 1.Online survey respondents skew Whiter and wealthier than residents living along the Parkway. Source: Fehr & Peers, 2024 11 RICHMOND PARKWAY TRANSPORTATION PLAN Priority Strategies Richmond Parkway Transportation Plan The Priority Strategies Respond to Community Feedback and Meet Many or Most Goals 12 Goals of the Plan Advance Placemaking Enhance Travel Time Reliability and Efficiency Improve Safety for All Users Improve HealthIncrease Access to Key Destinations Support Feasible Strategies All priority strategies meet at least many of the goals. Meets Some Goals Meets Many Goals Meets Most Goals Richmond Parkway Transportation Plan Priority Strategies 13 Category Cost Strategy Public Health $$$$A Incorporate trees and greening into all infrastructure projects on the corridor $B Update designated truck routes in North Richmond $C Implement no truck idling or parking zones near sensitive land uses Safety $$$$D Install safety treatments at intersections along the corridor $E Implement measures to reduce speeding and lower the speed limit Walking and Biking $$$$F Upgrade bikeways and the Bay Trail and connect sidewalk gaps $$G Install at-grade signalized Wildcat Creek Trail crossing Maintenance $$$$H Implement a cross-jurisdictional Roadway Pavement and Maintenance Management Program Driving & Goods Movement $$$I Upgrade and coordinate signals along the Parkway Transit $$J Improve access to the Richmond Parkway Transit Center $$$: $6-$10M $$$$: >$11M $: <$1M $$: $2-$5M Key: 14 RICHMOND PARKWAY TRANSPORTATION PLAN Funding and Implementation Richmond Parkway Transportation Plan 15 Priority Strategies Implementation Action Priority Strategies Immediate Steps Future Steps Advance design concept for northern segment A D E F G J Pursue funding sources that cover multiple strategy categories to finalize design and construct project. Pursue funding to develop concepts for remaining segments of the Parkway and Bay Trail. Implement new truck routes B Assess existing staffing and funding capacity to advance planning component.Apply for funding if needed.Prohibit truck parking and idling C Implement Roadway Maintenance Management Program H Confirm the City and County’s interest in pursuing the action by approving an MOU to advance the program. Negotiate agreement and determine guidelines for program development. Upgrade and coordinate traffic signals I Confirm recommendations in the 2019 Program for Arterial System Synchronization (PASS) Report. Apply for funding. Richmond Parkway Transportation Plan 16 Priority Strategies Implementation Action Priority Strategies Immediate Steps Future Steps Implement Roadway Maintenance Management Program H Confirm the City and County’s interest in pursuing the action by approving an MOU to advance the program. Negotiate agreement and determine guidelines for program development. Project partners can explore both existing and new potential sources of funding 17 Guaranteed Source Regional Measure 3 Potential Existing Sources •Federal, State, and regional grant funding sources, such as the: •RAISE Grant : ~$16M •Local Partnership Programs: ~$13M •One Bay Area Grant Program: ~$4M •Local Highway Safety Improvement Program: ~<$1M Potential New Sources •Countywide Transportation Sales Tax •Regional Measures such as sales tax, property tax, or increased tolls •Enhanced Infrastructure Financing District •Benefit Assessment District •Subregional Transportation Mitigation Program Richmond Parkway Transportation Plan RM3 18 Regional Measure 3 is a Bay Area-wide regional measure funded via increased bridge tolls that funds transportation projects included in the expenditure plan. RM3 funds a package of 35 projects and programs, including Richmond Parkway designated funds. In addition, active transportation Parkway projects may be competitive for Safe Routes to Transit and Bay Trail funding pot under RM3; however, that category prioritizes access to rail transit. Regional Measure 3 (RM3) Source: KQED (2023) Current Source Richmond Parkway Transportation Plan Countywide Transportation Sales Tax 19 A new Contra Costa transportation sales tax could generate stable funding for capital and operating uses laid out in an Expenditure Plan. Requires 2/3 voter support. Tax revenues from Contra Costa’s Measure J, approved by voters in 2004, funds an Expenditure Plan of transportation program and projects, such as the Smart Signals Project. Contra Costa County Measure J Source: Smart Signal Project, Contra Costa Transportation Authority (2024) Potential New Sources Richmond Parkway Transportation Plan Regional Measure 20 A new Bay Area-wide regional measure - such as a sales tax, property tax or further increased tolls - could fund transportation projects included in an expenditure plan. A new transportation revenue measure for the Bay Area is being crafted and may be on a future ballot as early as November 2026. The measure is expected to generate at least $1 billion annually and is currently considering a wide range of options for its revenue source. Potential Regional Transportation Measure for 2026 Source: Transform (2024); MTC (2024). Potential New Sources Richmond Parkway Transportation Plan Enhanced Infrastructure Financing District (EIFD) 21 EIFDs use tax increment financing (TIF) to reallocate a portion of future property taxes to fund infrastructure projects. A separate government entity can be created to finance infrastructure projects with community-wide benefits. The City of Placentia and County of Orange was the first city/county partnership to form an EIFD in 2019. The EIFD was formed to fund transit-supportive infrastructure in the communities near the upcoming Placentia Metrolink Station. City of Placentia/County of Orange EIFD Source: City of Placentia EIFD StoryMap, SCAG (2024) Potential New Sources Richmond Parkway Transportation Plan Benefit Assessment Districts 22 Benefit Assessment Districts are established for a specific geographic area where impacted parcel owners vote to tax themselves to fund infrastructure benefits like street lighting and maintenance. City of Richmond’s Hilltop Landscape Maintenance Assessment District provides maintenance and landscaping services in the northern area of Richmond, such as this section of Lakeside Drive just south of Richmond Parkway. City of Richmond’s Hilltop Landscape Maintenance Assessment District Source: Google Maps (2022) Potential New Sources Richmond Parkway Transportation Plan Discussion 23 1.Which of the priority strategies do you think are most important to implement? 2.Do the priority strategies all seem like realistic options for the City/County to explore, particularly the Maintenance program? 3.Are there other funding options that should be considered? 4.Which funding option should be prioritized? Potential New Funding Sources 1.Countywide Transportation Sales Tax 2.Regional Measure 3.EIFD 4.Benefit Assessment District Strategy Cost Sales Tax Regional Measure EIFD BAD A. Trees and Green Infrastructure $$$$x x x B. Implement New Truck Routes $x C. No Truck Parking and Idling Zones $x D. Safety Improvements at Intersections $$$$x x E. Reduce Speeding $x x F. Upgrade Bikeways and Paths $$$$x x x G. On-Street Wildcat Creek Trail crossing $$x x x H. Roadway Maintenance Program $$$$x x x x I. Upgrade and Coordinate Traffic Signals $$$x x J. Richmond Parkway Transit Center Access $$x x x $: <$1M $$: $2-$5M $$$: $6-$10M $$$$: >$11M Key: 24 RICHMOND PARKWAY TRANSPORTATION PLAN Next Steps Richmond Parkway Transportation Plan Next Steps 25 Nov Dec Present to County Board of Supervisors Transportation, Water, and Infrastructure Committee, 12/9 Prepare the Final Draft Plan Jan Present to CCTA Board, 1/15 City of Richmond, Contra Costa County, and WCCTC Adopt Final Plan Lead agencies to initiate immediate actions for implementing priority strategies Feb Release Public Review Draft online Present to Richmond City Council, 11/19 26 Thank you TO LEARN MORE VISIT: www.WestContraCostaTC.govRICHMOND PARKWAY TRANSPORTATION PLAN FOR ADDITIONAL QUESTIONS OR INFORMATION CONTACT: Leah Greenblat Transportation Planning Manager lgreenblat@WestContraCostaTC.gov RICHMOND PARKWAY Transportation Plan FINAL DRAFT PLAN DECEMBER 2024 Study funded by Caltrans Sustainable Communities Grant RICHMOND PARKWAY TRANSPORTATION PLAN Technical Advisory Committee City of Richmond* Daniel Chavarria Robert Armijo Hillal Hamdan Lina Velasco Hector Rojas, Former Denee Evans, Former Contra Costa County* Emily Warming, Public Health Daniel Barrios, Conservation and Development Adam Scarbrough, Conservation and Development Jamar Stamps, Transportation Planning Samantha Harris, Transportation Planning Sonia Bustamante, Supervisor Gioia's Office Tania Pulido, Supervisor Gioia's Office Contra Costa Transportation Authority Matt Kelly Stephanie Hu Hisham Noeimi Metropolitan Transportation Commission Lee Huo Michelle Go Dee Dohm Caltrans Issa Ibrahimi Becky Frank Bay Area Air Quality Management District Samuel De Perio Garcia East Bay Regional Parks District Sean Dougan West County Wastewater District Joseph Neugebauer City of San Pablo Allan Panganiban City of Pinole Faby Guillen Kapil Amin Sanjay Mishra, Former Misha Kaur, Former AC Transit Jim Cunradi Michael Eshleman WestCAT Robert Thompson Finn Wurtz BART Rachel Factor ACKNOWLEDGEMENTS Study funded by Caltrans Sustainable Communities Grant #74A1366 West Contra Costa Transportation Commission (WCCTC) WCCTC Staff Leah Greenblat John Nemeth Coire Reilly WCCTC Board Rita Xavier, Chair Anthony Tave, Vice Chair Chris Kelley Eduardo Martinez Paul Fadelli Jovanka Beckles Rebecca Saltzman Tom Hansen John Gioia Soheila Bana, Alternate Doria Robinson, Alternate Claudia Jimenez, Alternate Chris Peeples, Alternate Cesar Zepeda, Former Project Team Fehr & Peers Karina Schneider, AICP Carrie Modi, AICP Amy Deng Gaby Picado-Aguilar Minnie Chen Angie Chen ESA Beverly Choi Shannon Wages Stephanie Cadena NCE Ryan Shafer, PE, GE Myles Goins, PE *Project Partners Public Advisory Group Port of Richmond Lucy Zhou Lizeht Zepeda Richmond Neighborhood Coordinating Council Arto Rintella Trails for Richmond Action Committee Bruce Beyaert Urban Tilth Latifah Abdullah Watershed Project Juliana Gonzalez Naama Raz-Yaseef Groundwork Richmond Salma Berumen Sarah Calderon Bike East Bay Robert Prinz Dani Lanis North Richmond Municipal Advisory Council Don Gilmore Community Housing Development Corporation Darrell Davis Bay Area Outreach and Recreation Program Emily Seelenfreund California Trucking Association Bernice Creager 2 TABLE OF CONTENTS Click on a chapter to navigate to its corresponding page. 1. Introduction ..............................................................................................5 2. Existing Conditions .................................................................................11 3. Engagement ............................................................................................35 4. Strategies ................................................................................................47 5. Priority Strategies ...................................................................................57 6. Implementation and Funding ................................................................81 APPENDICES Appendix A: Community Engagement Summary Notes ..............................91 Appendix B: Overview of Regional Influence .............................................111 Appendix C: Plan Strategies Goals Alignment ............................................114 Appendix D: Separated Bikeway 35% Design Concept for Northern Segment of Richmond Parkway .................................................................120 Appendix E: Existing Funding Sources for Priority Strategies....................130 Appendix F: Priority Strategy Cost Estimates .............................................138 | 3 FIGURES Figure 1: Plan Timeline .................................................................................................................7 Figure 2: Jurisdictions in Study Area ............................................................................................8 Figure 3: Map of Study Corridor ...................................................................................................9 Figure 4: Corridor Population Characteristics ...........................................................................12 Figure 5: Map of Equity Priority Areas in Study Area .................................................................13 Figure 6: KSI Collisions by Year, 2011-2020 ................................................................................14 Figure 7: Map of 85th Percentile 7PM-6AM Weekday Speeds ....................................................16 Figure 8: Map of KSI Collisions ...................................................................................................17 Figure 9: Map of High Injury Networks .......................................................................................19 Figure 10: Map of Existing and Proposed Bikeways ....................................................................21 Figure 11: Map of Slowdowns During 7-9AM and 4-6PM Peak Periods .......................................24 Figure 12: Map of Northbound Daily Truck Distribution .............................................................26 Figure 13: Map of Southbound Daily Truck Distribution .............................................................27 Figure 14: Map of Pollution Burden in Study Area .......................................................................29 Figure 15: Map of Asthma Rate in Study Area ..............................................................................31 Figure 16: Map of Transit Routes in Study Area ...........................................................................33 Figure 17: Map of Richmond Parkway Transit Center Existing Conditions .................................34 Figure 18: Distribution of Need-Related Topics Heard ................................................................41 Figure 19: Distribution of Draft Strategy Category Votes .............................................................45 Figure 20: Top Five Priority Strategies Survey Ranking ...............................................................46 Figure 21: Strategy Categories ......................................................................................................48 Figure 22: Goals Alignment Ranking ............................................................................................49 Figure 23: Map of Existing Designated Truck Routes ....................................................................60 Figure 24: Intersection Safety Recommendations .......................................................................65 Figure 25: Intersection Safety Recommendations (Cont.) ...........................................................66 Figure 26: Sidewalk Gaps and Recommended Bikeways .............................................................71 Figure 27: Proposed Signalized Crossing at Wildcat Creek Trail ..................................................73 TABLES Table 1: Qualitative Goal Alignment Metrics ............................................................................49 Table 2: Full List of Strategies ....................................................................................................50 Table 3: Priority Strategies ........................................................................................................58 Table 4: Priority Strategies Implementation Plan ....................................................................82 Table 5: Priority Strategies Implementation Next Steps ..........................................................84 4 | CHAPTER 1Introduction Intersection with wide turn radius at Richmond Parkway and Lakeside Drive. RICHMOND PARKWAY TRANSPORTATION PLANRICHMOND PARKWAY TRANSPORTATION PLAN ABOUT THIS PLAN The focus of the plan is a set of targeted strategies for WCCTC and partner agencies to advance in the next 10 years. The strategies were developed in close collaboration with project partners, technical advisors, and members of the public and are responsive to both the Plan-identified transportation needs (summarized in Chapter 2) and feedback received via public engagement (summarized in Chapter 3). The strategies (summarized in Chapter 4) are projects, programs, and policies that collectively aim to address the following six goals of the Plan: IMPROVE SAFETY FOR ALL USERS ADVANCE PLACEMAKING INCREASE ACCESS TO KEY DESTINATIONS ENHANCE TRAVEL TIME RELIABILITY AND EFFICIENCY IMPROVE HEALTH SUPPORT FEASIBLE STRATEGIES Plan Goals THE RICHMOND PARKWAY TRANSPORTATION PLAN (“PLAN”) DEVELOPS A STRATEGIC VISION FOR THE FUTURE OF THIS MAJOR MULTI- JURISDICTIONAL ROADWAY BETWEEN I-580 AND I-80, EXTENDING TO FITZGERALD AVENUE. 6 Figure 1: Plan Timeline 2023 2024 Mar Jun Sept Dec Mar Jun Sep Dec Feb Info Gathering and Analysis Outreach and Participation Dra Strategies Strategy Prioritization Implementation and Financing Strategy Dra and Final Plan Plan Adoption by WCCTC and Project Partners Of the full list of strategies, ten are considered priority strategies for WCCTC and partner agencies to implement. These priority strategies best align with the Plan goals and reflect engagement participant preferences. The priority strategies are described in Chapter 5, including the lead implementation agency, goals alignment, benefits, and graphics of the top strategies. Chapter 6 introduces the implementation time frame and funding sources for the priority strategies. Figure 1 shows the project timeline, which spanned nearly two years between March 2023 and January 2025. Photo: Bicyclists crossing the wide intersection at Richmond Parkway and W Ohio Avenue. Plan Goals Introduction | 7 RICHMOND PARKWAY TRANSPORTATION PLAN THE STUDY AREA Richmond Parkway is a major road linking I-80 and I-580 and a primary route connecting to the the Richmond-San Rafael Bridge. The Parkway is located in both the City of Richmond and unincorporated Contra Costa County (North Richmond), as shown in Figure 2. Combined with Castro Street, a parallel roadway at the southern end of the corridor, the study corridor is approximately nine miles in length. At the northeastern end in the City of Pinole, Richmond Parkway becomes Fitzgerald Avenue. It serves many functions of regional and local importance: a goods movement (truck and rail) corridor connecting to the Port of Richmond and local industrial uses, a regional commuter corridor, a critical segment of the San Francisco Bay Trail—a 500-mile long regional walking and biking path network looping around San Francisco Bay—and a connector to the Richmond Parkway Transit Center served by AC Transit and WestCAT. Richmond Parkway intersects Wildcat Creek and is adjacent to several nearby schools and parks, including Point Pinole Regional Park. As shown in Figure 3, industrial land uses line most of the corridor, particularly along Castro Street and along the Parkway in North Richmond. The Parkway also serves residential areas in Atchison Village, Iron Triangle, North Richmond, and nearby Hilltop. As new industrial and residential growth continues along the Parkway, this Plan presents an opportunity to design for better corridor access and mobility before existing challenges are exacerbated. Richmond Parkway and Castro Street travel through the City of Richmond and unincorporated Contra Costa County for A third of the corridor is adjacent to the Bay Trail. 9 MILES9 MILES. Created by ARISOfrom the Noun Project Figure 2: Jurisdictions in Study Area 8 WildcatCanyon RP PointPinole Reg.Shoreline San P a b l o A v Rumrill B l West Macdonald Av RobertMillerDr H a r b o u r W y Macdonald Av West Barrett Av Ohio Av 22 n d S t 1 3 t h S t Pennsylvania Av Carls o n B l Gi a n t R d 23 r d S t Hilltop Dr McBryde A v San Pablo Dam R d Gian t Hw Parr Bl Barrett Av Gertrude Av Sa n P a b l o A v G o o d r i c k A v Pittsburg Av RichmondH igh School PeresElementary BayviewElementary LakeElementary ContraCostaCollege VerdeElementary RI CH M ON D RI CH M ON D SANPABLO N ORTHRI CH M ON D 7t h St F r e d J a c k s o n Wy He n s l e y S t 6t h S t Ric h m o n d P k w y Rich m o n d P k w y Cas t r o S t %580 !"80 San Pablo Bay AtchisonVillage Belding/Woods Fairmede/H illtop H illtopDistrict H illtopVillage I ronTriangle ParchesterVillage RichmoreVillage/M etro Square Santa Fe Shields-Reid Coronado Study Corridor Study Area Bay Trail I ndustrial LandUse Railroad RichmondParkway TransitCenter Schools .5 M iles HILLTOPMALL Wildcat Creek Figure 3: Map of Study Corridor Source: Fehr & Peers (2023).Introduction | 9 1 2 3 1. Community engagement at the North Richmond Earth Day Festival. 2. Cars traveling along the Parkway at RIchmond Parkway and San Pablo Ave. 3. Community engagement at the North Richmond Flea Market. 10 | Introduction CHAPTER 2 Existing Conditions Signage along the Bay Trail at Richmond Parkway and Gertrude Avenue. RICHMOND PARKWAY TRANSPORTATION PLAN CORRIDOR COMMUNITIES Compared to the Contra Costa County population as a whole, residents living in the study area tend to have higher rates of unemployment and lower education attainment, as seen in Figure 4. The majority of residents living near the corridor are Hispanic/Latino, 16% have limited English proficiency, and nearly 38% are below the federal poverty level (US Census, ACS 5-Year Estimates, 2019). Overall, these groups have less access to opportunities and are at greater risk of displacement (ESA, 2023; Urban Displacement Project, 2015). Given that people living near the study corridor reflect demographics of historically underserved populations, most census tracts within the study area fall within regionally or federally-defined equity priority areas, including MTC Equity Priority Communities, USDOT Historically Disadvantaged Communities, and USDOT Areas of Persistent Poverty (Figure 5). Chapter 3 presents outreach methods for engaging historically marginalized populations during the planning process. Figure 4: Corridor Population Characteristics 63% 38% 6% 29% 64% 35% 4% 22% 69% 38% 3% 41%44% 21% 3% 11% 0% 10% 20% 30% 40% 50% 60% 70% 80% People of Color Low Income / Poverty Unemployed Less than High School Education Study Corridor City of Richmond North Richmond Contra Costa County 63% 38% 6% 29% 64% 35% 4% 22% 69% 38% 3% 41%44% 21% 3% 11% 0% 10% 20% 30% 40% 50% 60% 70% 80% People of Color Low Income / Poverty Unemployed Less than High School Education Study Corridor City of Richmond North Richmond Contra Costa County 63% 38% 6% 29% 64% 35% 4% 22% 69% 38% 3% 41%44% 21% 3% 11% 0% 10% 20% 30% 40% 50% 60% 70% 80% People of Color Low Income / Poverty Unemployed Less than High School Education Study Corridor City of Richmond North Richmond Contra Costa County 63% 38% 6% 29% 64% 35% 4% 22% 69% 38% 3% 41%44% 21% 3% 11% 0% 10% 20% 30% 40% 50% 60% 70% 80% People of Color Low Income / Poverty Unemployed Less than High School Education Study Corridor City of Richmond North Richmond Contra Costa County 63% 38% 6% 29% 64% 35% 4% 22% 69% 38% 3% 41%44% 21% 3% 11% 0% 10% 20% 30% 40% 50% 60% 70% 80% People of Color Low Income / Poverty Unemployed Less than High School Education Study Corridor City of Richmond North Richmond Contra Costa County Source: U.S. Census Bureau, ACS 5-Year (2019). This chapter introduces how Richmond Parkway is used today and the wide range of existing challenges for all types of users. On average, 25,000 vehicles use the Parkway every day to reach local destinations, including as a connection between I-580 and I-80 and to the Richmond-San Rafael Bridge. Residents living near the corridor are largely Hispanic/Latino with lower incomes and are exposed to the large volumes of traffic, vehicle emissions, pollution, and noise. Despite the availability of the Bay Trail, many sections can feel uncomfortable for pedestrians and bicyclists, particularly when crossing the Parkway. Speeding is a major concern and is the most common collision factor. (Unincorporated Area) 12 63% 38% 6% 29% 64% 35% 4% 22% 69% 38% 3% 41%44% 21% 3% 11% 0% 10% 20% 30% 40% 50% 60% 70% 80% People of ColorLow Income / PovertyUnemployedLess than High School Education Study CorridorCity of RichmondNorth RichmondContra Costa County WildcatCanyon RP PointPinole Reg.Shoreline San P a b l o A v Rumrill B l West Macdonald Av RobertMillerDr H a r b o u r W y Macdonald Av West Barrett Av Ohio Av 22 n d S t 1 3 t h S t Pennsylvania Av Carls o n B l Gi a n t R d 23 r d S t Hilltop Dr McBryde A v San Pablo Dam R d GiantHw Parr Bl Barrett Av Gertrude Av Sa n P a b l o A v G o o d r i c k A v Pittsburg Av RI CH M ON D RI CH M ON D SAN PABLO N ORTH RI CH M ON D Ric h m o n d P k w y Rich m o n d P k w y Cas t r o S t %&580 !"80 San Pablo Bay AtchisonVillage Belding/Woods Fairmede/H illtop H illtopDistrict H illtop Village I ronTriangle ParchesterVillage RichmoreVillage/M etro Square Santa Fe Shields-Reid Coronado Study Corridor Equity PriorityCommunities H istoricallyDisadvantagedCommunity Area ofPersistentPoverty Study CensusTracts .5 M iles HILLTOPMALL Figure 5: Map of Equity Priority Areas in Study Area Source: Fehr & Peers (2023); MTC (2018), USDOT (2021). Existing Conditions | 13 RICHMOND PARKWAY TRANSPORTATION PLANRICHMOND PARKWAY TRANSPORTATION PLAN SAFETY FOR ALL ROAD USERS From 2011 to 2020, there were 322 traffic collisions on the corridor that resulted in injury, including 46 Killed and Severe Injury (KSI) collisions. Of these KSI collisions, 21 resulted in a severe injury and 25 resulted in a fatality (Transportation Injury Mapping System (TIMS), 2011-2020). This is an average of 4-5 KSI collisions per year, and collisions are increasing—between 2011 and 2017, there was an average of 3 KSI collisions per year, however, the average jumped to 9 between 2018 and 2020 (Figure 6). There were increases in KSI collisions involving unsafe speeds, traffic signal and sign violations, driving under the influence, and driver violations of the pedestrian right-of-way. Concentrations of collisions occur in areas along the corridor that have higher intersection density, near railroad crossings, and at major arterials where there is more interaction between vehicles and Bay Trail users. Considering these locations for redesign can reduce collisions and are considered in Strategies (Chapter 4). Collisions on the Parkway Figure 6: KSI Collisions by Year, 2011-2020 Photo: Students crossing the Richmond Parkway and Lakeside Drive intersection next to Make Waves Academy. Source: TIMS, 2011 – 2020 2 1 7 2 3 2 2 10 8 9 0 2 4 6 8 10 12 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 An n u a l K S I c o l l i s i o n s 14 Unsafe Speeds Unsafe speed is the most common primary collision factor making up 45% of all injury collisions and 28% of KSI collisions. The next most common factors in KSI collisions are failure to obey traffic signals and signs (15%) and driver violations of the pedestrian right-of-way (15%). Although the posted speed limit on the Parkway is typically 45 miles per hour (mph), most of the corridor sees off-peak 85th percentile speeds over 50 miles per hour as shown in Figure 7 (Wejo, 2019). The maximum observed speeds during this period rise to nearly 100 mph along the elevated segment of the Parkway between North Richmond and Hilltop. Bicyclists and Pedestrians KSI collision locations are shown in Figure 8. Although bicycle and pedestrian collisions represent only 6% of all injury collisions, they make up 20% of all KSI collisions and 24% of fatal collisions, highlighting the safety disparity for more vulnerable bicyclists and pedestrians along the corridor. Studies show that for vulnerable users, collisions have a higher likelihood of serious injury or death, particularly at high speeds. Photo: Vehicles on Richmond Parkway crossing San Pablo Avenue. of collisions on the Parkway are caused by unsafe speed. of fatal collisions on the Parkway involved a bicyclist or a pedestrian compared to only 6% of all injury collisions. 45%45% 24% Nighttime Collisions While only 32% of all injury collisions occurred at night, 52% of all KSI collisions and 75% of pedestrian KSI collisions occurred in dark conditions. Although existing street lights were reported at most of these KSI collision locations, reducing unsafe speeds and improving pedestrian- scale lighting and crosswalk striping could address these types of collisions. Existing Conditions | 15 RICHMOND PARKWAY TRANSPORTATION PLAN WildcatCanyon RP PointPinole Reg.Shoreline San P a b l o A v Rumrill B l West Macdonald Av RobertMillerDr H a r b o u r W y Macdonald Av West Barrett Av Ohio Av 22 n d S t 1 3 t h S t Pennsylvania Av Carls o n B l Gi a n t R d 23 r d S t Hilltop Dr McBryde A v San Pablo Dam R d Gian t Hw Parr Bl Barrett Av Gertrude Av San P a b l o A v G o o d r i c k A v Pittsburg Av RichmondH igh School PeresElementary BayviewElementary LakeElementary ContraCostaCollege VerdeElementary RI CH M ON D RI CH M ON D SANPABLO N ORTHRI CH M ON D Ric h m o n d P k w y Rich m o n d P k w y Cas t r o S t %&580 !"80 San Pablo Bay AtchisonVillage Belding/Woods Fairmede/H illtop H illtopDistrict H illtop Village I ronTriangle ParchesterVillage RichmoreVillage/M etro Square Santa Fe Shields-Reid Coronado Weekday N ightOff-Peak 85thPercentileObserved Speed 30-40 mph 40-50 mph 50-60 mph 60-70 mph .5 M iles HILLTOPMALL Figure 7: Map of 85th Percentile 7PM-6AM Weekday Speeds Source: Wejo (2019).16 WildcatCanyon RP PointPinole Reg.Shoreline San P a b l o A v Rumrill B l West Macdonald Av RobertMillerDr H a r b o u r W y Macdonald Av West Barrett Av Ohio Av 22 n d S t 1 3 t h S t Pennsylvania Av Carls o n B l Gi a n t R d 23 r d S t Hilltop Dr McBryde A v San Pablo Dam R d GiantHw Parr Bl Barrett Av Gertrude Av Sa n P a b l o A v G o o d r i c k A v Pittsburg Av RichmondH igh School PeresElementary BayviewElementary LakeElementary ContraCostaCollege VerdeElementary RI CH M ON D RI CH M ON D SAN PABLO N ORTH RI CH M ON D Cas t r o S t RichmondPkwy %&580 !"80 San Pablo Bay .5 M iles HILLTOPMALL Schools Railroad Bay Trail Study Corridor Severe I njuryCollision Fatal Collision Collision Typeand Severity CollisionI nvolvinga Bicyclist orPedestrian Figure 8: Map of KSI Collisions Source: TIMS (2011 – 2020).Existing Conditions | 17 RICHMOND PARKWAY TRANSPORTATION PLAN The Contra Costa Transportation Authority (CCTA) Contra Costa Countywide Transportation Safety Policy and Implementation Guide (2021), Contra Costa County Vision Zero (2022), and City of Richmond Local Roadway Safety Plan (2022) have all identified Richmond Parkway as a corridor on the High- Injury Network (HIN). This means that Richmond Parkway sees higher concentrations of KSI collisions as compared to other areas of Richmond and Contra Costa County. However, Castro Street is not included on the HIN. Figure 9 maps the HIN of each agency. % !" #%$$$ Previous Safety Studies 18 WildcatCanyon RP PointPinole Reg.Shoreline San P a b l o A v Rumrill B l West Macdonald Av RobertMillerDr H a r b o u r W y Macdonald Av West Barrett Av Ohio Av 22 n d S t 1 3 t h S t Pennsylvania Av Carls o n B l Gi a n t R d 23 r d S t Hilltop Dr McBryde A v San Pablo Dam R d GiantHw Parr Bl Barrett Av Gertrude Av Sa n P a b l o A v G o o d r i c k A v Pittsburg Av RichmondH igh School PeresElementary BayviewElementary LakeElementary ContraCostaCollege VerdeElementary RI CH M ON D RI CH M ON D SAN PABLO N ORTH RI CH M ON D Ric h m o n d P k w y Rich m o n d P k w y Cas t r o S t %&580 !"80 San Pablo Bay CCTA All M odesH I N Contra CostaCounty AllM odes H I N Richmond AllM odes H I N Study Corridor City of Richmond Schools Railroad .5 M iles HILLTOPMALL Figure 9: Map of High Injury Networks Source: Contra Costa Transportation Authority (2021); Contra Costa County (2022); City of Richmond (2022). 26 t h S t Rheem Ave Lincoln Ave Existing Conditions | 19 RICHMOND PARKWAY TRANSPORTATION PLAN BIKING AND WALKING The Bay Trail is a critical regional path that generally traverses the Parkway’s west side from the southern end to Goodrick Avenue in North Richmond. The Bay Trail is on the east side of the corridor between Hensley Street and Gertrude Avenue, and the City of Richmond has proposed to realign this section to the west side for better connectivity. While the Bay Trail connects users to destinations like Point Pinole, Point Richmond, and beyond, there are few crossing locations and they lack basic safety enhancements. Many parts of the Bay Trail along the study corridor are in need of repair, with cracked and uneven pavement and overgrown landscaping. Regular maintenance to remove trash and vegetative overgrowth to improve user experience is needed. The Bay Trail also has limited lighting, wayfinding signage, and shade, and a narrow or nonexistent buffer from fast- moving traffic on the Parkway. The Bay Trail also connects to Wildcat Creek Trail, which crosses beneath the Parkway and floods several times throughout the year. The Bay Trail Limited shade in hot conditions Small buffer between sidewalk and fast traffic Missing sidewalks near more active land uses Lack of trail lighting Trail gaps force people onto high-stress routes Biking and Walking Experience along the Parkway Poor pavement quality, gaps, proximity to fast-moving traffic, long infrequent pedestrian crossings, and lack of shade, lighting, signage, and vegetation buffers make Richmond Parkway unwelcoming to walk or bike on today. There is a range of opportunities to improve the comfort of people using the Bay Trail, bikeways, sidewalks, and crossings. Poor Bay Trail pavement quality Limited shade in hot conditions Lack of trail lighting No signage indicating shared-use path Inconsistent buffer between bike trail and roadwayTrail gaps force people onto high-stress routes like Hensley Street Missing sidewalks near more active land usesSmall buffer between sidewalk and fast traffic 20 WildcatCanyon RP PointPinole Reg.Shoreline RichmondHigh School PeresElementary BayviewElementary LakeElementary ContraCostaCollege VerdeElementary San P a b l o A v Fitz g e r a l d D r Rumrill B l West Macdonald Av Robert Miller Dr Ha r b o u r W y Macdonald Av West Barrett Av Ohio Av 22 n d S t 13 t h S t Pennsylvania Av Carls o n B l Gia n t R d 23 r d S t Hilltop Dr McBryde Av San Pablo Da m R d Giant Hw Parr Bl Rd 20 Rd 20 Barrett Av Gertrude Av Sa n P a b l o A v vA kcirdooG Pittsburg Av 6t h S t Fred Jackson Wy Market Av 11th St Bro a d w a y A v Atlas Rd Blume D r Hilltop Mall Rd Shan e D r Garvin Av Lincoln Av Lakeside Dr RICHMOND RICHMOND SAN PABLO NORTH RICHMOND Rich m o n d P k w y Rich m o n d P k w y Cas t r o S t %&580 !"80 !"80 Hen s l e y S t San Pablo Bay HILLTOPMALL Study Corridor Railroad Railyard Schools Existing/Proposed Bicycle Facilities Shared-Use Path Separated Bike Lane Bicycle Lane Bicycle Route orBoulevard Bay Trail .5 Miles Figure 10: Map of Existing and Proposed Bikeways Source: Fehr & Peers (2023); Richmond BPAP (2023); Contra Costa County ATP (2022); CCTA Countywide Bicycle and Pedestrian Plan (2018)Existing Conditions | 21 RICHMOND PARKWAY TRANSPORTATION PLAN 3 3 miles of new bikeways are needed. 67% 67% of intersections along the Parkway are missing pedestrian countdown signals. Bent crosswalks ADA non-compliant rampsCorner sight distance issues the corridor, there are 2.6 miles of sidewalk gaps on the west side of the corridor and 3.4 miles on the east side. Safety at Intersections Most intersections are large in size with curb radii that enable turns at high speeds and make for long pedestrian and bicycle crossing distances. About 70% of the signalized intersections do not have bicycle detection and 65% are missing pedestrian countdown timers, leaving pedestrians unsure of how much time is left to safely cross the street. Both bicycle detection and pedestrian countdown timers are state requirements per the California Manual on Uniform Traffic Control Devices (MUTCD). These gaps in pedestrian and bikeway infrastructure along the corridor are critical to address given safety and speeding concerns along the corridor. Closing the Gaps There are also several gaps in the bikeway and walkway infrastructure on the corridor. Figure 10 (previous page) identifies the existing and proposed bikeways. There are currently about three miles of bikeway gaps along the Parkway where there are no plans for the Bay Trail and no bicycle facilities exist. Though there are no active fronting land uses consistently across Example Safety Improvement Needs Bent crosswalks Outdated push buttons 22 DRIVING AND GOODS MOVEMENT Richmond Parkway is a major road linking I-80 and I-580 and serves industrial truck traffic, regional commuters, and local trips. The Parkway carries between 19,000 and 37,000 vehicles every weekday, 7% of which are trucks. Truck volumes are highest along the southern section of Richmond Parkway and Castro Street, ranging between 5%-13% of total daily vehicle volumes. Truck volumes on San Pablo Avenue in Contra Costa County, a comparable arterial, range only between 2%-3% of total daily volumes (Caltrans, 2022). Many of these vehicle and truck trips serve regional destinations along the corridor, such as the Contra Costa Landfill, UPS and Amazon distribution centers, Whole Foods Market Food Distribution Center, and the Chevron Refinery. Speeds and Signals Along most of the corridor, signals are not coordinated. This negatively impacts air quality and does not optimize vehicle flow. Slowdowns are worst in the northbound direction in the afternoon commute period with average speeds around 30 mph as shown in Figure 11 (Wejo, 2019). The slowest segment is north of the Castro Street and Richmond Parkway merge where speeds are less than 25 mph for nearly a mile. To keep traffic moving, green times along the Parkway can be 30 seconds longer compared to other signals in Richmond, which results in more delay for all users entering or crossing the Parkway. Travel times are expected to double in the future, given planned and anticipated growth along the corridor. On average, traffic volumes are expected to grow about 50%-60% by 2040. Photo: Congestion causing queue spillover at San Pablo Avenue and and Richmond Parkway. Up to vehicles take the Parkway on weekdays. of vehicles are trucks. 37,00037,000 7% Existing Conditions | 23 RICHMOND PARKWAY TRANSPORTATION PLAN Figure 11: Map of Slowdowns During 7-9AM and 4-6PM Peak Periods Source: Wejo (2019). PM Peak Period WildcatCanyon RP San P a b l o A v Rumrill B l RobertMillerDr Macdonald Av 22 n d S t Carls o n B l Gi a n t R d 23 r d S t Hilltop Dr McBryde A v San Pablo Dam R d GiantHw Barrett Av San P a b l o A v RichmondH igh School BayviewElementary LakeElementary ContraCostaCollege PI N OLE RI CH M ON D SANPABLO Ric h m o n d P k w y %&580 !"80 San Pablo Bay Average Speeds ≤25 mph 26-35 mph 36-45 mph >45 mph HILLTOPMALL WildcatCanyon RP PointPinole Reg.Shoreline San P a b l o A v Fitz g e r a l d D r Rumrill B l West Macdonald Av RobertMillerDr H a r b o u r W y Macdonald Av West Barrett Av Ohio Av 22 n d S t 13 t h S t Pennsylvania Av Carls o n B l Gi a n t R d 23 r d S t Hilltop Dr McBryde A v San Pablo Dam R d GiantHw Parr Bl Barrett Av Gertrude Av San P a b l o A v G o o d r i c k A v Pittsburg Av RichmondH igh School PeresElementary BayviewElementary LakeElementary ContraCostaCollege VerdeElementary PI N OLE RI CH M ON D RI CH M ON D SANPABLO N ORTHRI CH M ON D Ric h m o n d P k w y Rich m o n d P k w y Cas t r o S t %&580 !"80 San Pablo Bay Average Speeds ≤25 mph 26-35 mph 36-45 mph >45 mph .5 M iles HILLTOPMALL AM Peak Period WildcatCanyon RP PointPinole Reg.Shoreline San P a b l o A v Rumrill B l West Macdonald Av RobertMillerDr H a r b o u r W y Macdonald Av West Barrett Av Ohio Av 22 n d S t 1 3 t h S t Pennsylvania Av Carls o n B l Gi a n t R d 23 r d S t Hilltop Dr McBryde A v San Pablo Dam R d GiantHw Parr Bl Barrett Av Gertrude Av San P a b l o A v G o o d r i c k A v Pittsburg Av RichmondH igh School PeresElementary BayviewElementary LakeElementary ContraCostaCollege VerdeElementary PI N OLE RI CH M ON D RI CH M ON D SANPABLO N ORTHRI CH M ON D Ric h m o n d P k w y Rich m o n d P k w y Cas t r o S t %&580 !"80 San Pablo Bay .5 M iles HILLTOPMALL WildcatCanyon RP PointPinole Reg.Shoreline San P a b l o A v Fitz g e r a l d D r Rumrill B l West Macdonald Av RobertMillerDr H a r b o u r W y Macdonald Av West Barrett Av Ohio Av 22 n d S t 13 t h S t Pennsylvania Av Carls o n B l Gi a n t R d 23 r d S t Hilltop Dr McBryde A v San Pablo Dam R d GiantHw Parr Bl Barrett Av Gertrude Av San P a b l o A v G o o d r i c k A v Pittsburg Av RichmondH igh School PeresElementary BayviewElementary LakeElementary ContraCostaCollege VerdeElementary PI N OLE RI CH M ON D RI CH M ON D SANPABLO N ORTHRI CH M ON D Ric h m o n d P k w y Rich m o n d P k w y Cas t r o S t %&580 !"80 San Pablo Bay .5 M iles HILLTOPMALL North Segment Central/South Segment AM Peak Period PM Peak Period PM Peak Period WildcatCanyon RP PointPinole Reg.Shoreline San P a b l o A v Fitz g e r a l d D r Rumrill B l West Macdonald Av RobertMillerDr H a r b o u r W y Macdonald Av West Barrett Av Ohio Av 22 n d S t 1 3 t h S t Pennsylvania Av Carls o n B l Gi a n t R d 23 r d S t Hilltop Dr McBryde A v San Pablo Dam R d GiantHw Parr Bl Barrett Av Gertrude Av San P a b l o A v G o o d r i c k A v Pittsburg Av RichmondH igh School PeresElementary BayviewElementary LakeElementary ContraCostaCollege VerdeElementary PI N OLE RI CH M ON D RI CH M ON D SANPABLO N ORTHRI CH M ON D Ric h m o n d P k w y Rich m o n d P k w y Cas t r o S t %&580 !"80 San Pablo Bay Average Speeds ≤25 mph 26-35 mph 36-45 mph >45 mph .5 M iles HILLTOPMALL 24 Photo: Truck turning close to the sidewalk at Atlas Road and Richmond Parkway. Travel Patterns Drivers typically use the Parkway for trips that start or end in the study area rather than as a freeway-to-freeway connector. In the afternoon peak period, less than a third of northbound car drivers travel from the I-580 interchange and get onto I-80 (Streetlight, 2022). This pattern is similar for daily truck trips. Over 60% of trucks getting onto the Parkway from I-80 or I-580 travel to destinations along the corridor. These destinations are often sources of regional economic activity and services, and include the aforementioned distribution centers, landfill and recycling yards, Over of northbound trucks turn off the Parkway into North Richmond, most of which use Hensley Street. 50%50% hazardous waste disposal plants, water reclaim plants, and more. For northbound trucks that stop along the corridor, the most popular destinations are in North Richmond via Parr Boulevard, Pittsburg Avenue, and Hensley Street, as shown in Figure 12. Southbound truck trips are more dispersed, with 21% continuing on to the Port of Richmond as shown in Figure 13. Existing Conditions | 25 RICHMOND PARKWAY TRANSPORTATION PLAN San P a b l o A v Rumrill B l West Macdonald Av Robert Miller Dr Ha r b o u r W y Macdonald Av West Barrett Av Ohio Av 22 n d S t 13 t h S t Pennsylvania Av Carls o n B l Gia n t R d 23 r d S t Hilltop Dr McBryde Av San Pablo Da m R d Parr Bl Rd 20 Rd 20 Barrett Av Gertrude Av Sa n P a b l o A v vA kcirdooG Pittsburg Av 7t h S t 6t h S t Market Av Bro a d w a y A v Atlas Rd Blume D r Hilltop Mall Rd Shan e D r Garvin Av Lincoln Av WildcatCanyon RP PointPinole Reg.Shoreline .5 Miles 33% 6% 2% 10% 9% 5% 29%2% Screenline Departures/Destinations Industrial Land Use Truck Route RICHMOND RICHMOND SAN PABLO NORTHRICHMOND AtchisonVillage Belding/Woods Fairmede/Hilltop HilltopDistrict Hilltop Village IronTriangle ParchesterVillage RichmoreVillage/Metro Square Santa Fe Shields-Reid Coronado Rich m o n d P k w y Rich m o n d P k w y Cas t r o S t %&580 !"80 !"80 San Pablo Bay HILLTOPMALL Hen s l e y S t Figure 12: Map of Northbound Daily Truck Distribution Source: Streetlight (2022).26 San P a b l o A v Rumrill B l West Macdonald Av Robert Miller Dr Ha r b o u r W y Macdonald Av West Barrett Av Ohio Av 22 n d S t 13 t h S t Pennsylvania Av Carls o n B l Gia n t R d 23 r d S t Hilltop Dr McBryde Av San Pablo Da m R d Giant Hw Parr Bl Rd 20 Rd 20 Barrett Av Gertrude Av Sa n P a b l o A v vA kcirdooG Pittsburg Av 7t h S t 6t h S t Fred Jackson Wy Market Av 11th St Bro a d w a y A v Atlas Rd Blume D r Hilltop Mall Rd Shan e D r Garvin Av Lincoln Av Lakeside Dr WildcatCanyon RP PointPinole Reg.Shoreline .5 Miles 2% AtchisonVillage Belding/Woods Fairmede/Hilltop HilltopDistrict Hilltop Village IronTriangle ParchesterVillage RichmoreVillage/Metro Square Santa Fe Shields-Reid Coronado 5%8% 6% 35% 23%3% 5% 2% 2% 7% <1% I-580 8% WB I-5805% EB I-58021% Port Screenline Departures/Destinations Industrial Land Use Truck Route RICHMOND RICHMOND SAN PABLO NORTHRICHMOND Rich m o n d P k w y Rich m o n d P k w y Cas t r o S t %&580 !"80 !"80 Hen s l e y S t San Pablo Bay HILLTOPMALL Figure 13: Map of Southbound Daily Truck Distribution Source: Streetlight (2022).Existing Conditions | 27 RICHMOND PARKWAY TRANSPORTATION PLAN Photo: Busy I-580 on- ramp at Castro St. PUBLIC HEALTH Climate Increasing concentrations of greenhouse gas (GHG) emissions are the primary cause of global warming. This change in the earth’s climate systems will increase the severity, frequency, and duration of climate hazards, including extreme heat, wildfire, drought, and sea level rise. Forecasts anticipate up to 12 inches of sea level rise by 2050, and 36 inches by 2100, directly affecting the area west of the corridor (Adapting to Rising Tides, Bay Area Sea Level Rise Analysis and Mapping Project, 2017). This would increase flood risk, affecting roadways, property, utilities and critical infrastructure, emergency services, and evacuations. Vulnerable populations and neighborhoods subject to GHG emissions will be disproportionately affected by climate change, including people of color, children, seniors, individuals with disabilities, and households without access to a vehicle (Contra Costa County Local Hazard Mitigation Plan, 2018; Fehr and Peers, 2023; ESA, 2023). The burden of pollution can be visualized through the CalEnviroScreen tool, as shown in Figure 14. Some census tracts adjacent to Richmond Parkway have diesel particulate matter concentrations higher than of all census tracts in California. 78%78% Local and regional sources of pollution, noise, and increasing threat from climate change hazards affect public health and environmental quality for communities along the corridor. Pollution Diesel particulate matter (diesel PM), is a carcinogenic air contaminant produced by the exhaust of trucks, trains, ships, and equipment with diesel engines. Given the industrial and goods movement uses along Richmond Parkway, diesel PM concentrations near the corridor range from 0.08 to 0.98 tons per year. This is greater than 78% of communities statewide (California Office of Health Hazard Assessment, 2021). 28 WildcatCanyon RP PointPinole Reg.Shoreline San P a b l o A v Rumrill B l West Macdonald Av RobertMillerDr H a r b o u r W y Macdonald Av West Barrett Av Ohio Av 22 n d S t 1 3 t h S t Pennsylvania Av Carls o n B l Gi a n t R d 23 r d S t Hilltop Dr McBryde A v San Pablo Dam R d GiantHw Parr Bl Barrett Av Gertrude Av Sa n P a b l o A v G o o d r i c k A v Pittsburg Av RI CH M ON D RI CH M ON D SAN PABLO N ORTH RI CH M ON D Ric h m o n d P k w y Rich m o n d P k w y Cas t r o S t %&580 !"80 San Pablo Bay AtchisonVillage Belding/Woods Fairmede/H illtop H illtopDistrict H illtop Village I ronTriangle ParchesterVillage RichmoreVillage/M etro Square Santa Fe Shields-Reid Coronado Study Corridor Equity PriorityCommunities(PBA 2050) Study Area PollutionBurden Percentiles(CalEnviroScreen 4.0) ≤ 25% 26%-50% 51%-75% ≥75% .5 M iles HILLTOPMALL Figure 14: Map of Pollution Burden in Study Area Source: California Office of Environmental Health Hazard Assessment (2021).Existing Conditions | 29 RICHMOND PARKWAY TRANSPORTATION PLAN Photo: Vehicles turning onto the freeway on-ramp at Canal St. Health Impacts Poor environmental conditions contribute to public health issues, including asthma, cardiovascular disease, cancer, and low birth weight. The highest rates of asthma attacks based on Emergency Room admissions near the corridor are in North Richmond and the Iron Triangle neighborhood. The asthma rate in Iron Triangle is greater than 99% of other census tracts statewide, and North Richmond’s rate is greater than 98% of other census tracts statewide as shown in Figure 15 (California Office of Environmental Health Hazard Assessment, 2021). Iron Triangle has an asthma rate higher than of all census tracts in California. 99%99% 30 WildcatCanyon RP PointPinole Reg.Shoreline San P a b l o A v Rumrill B l West Macdonald Av RobertMillerDr H a r b o u r W y Macdonald Av West Barrett Av Ohio Av 22 n d S t 1 3 t h S t Pennsylvania Av Carls o n B l Gi a n t R d 23 r d S t Hilltop Dr McBryde A v San Pablo Dam R d GiantHw Parr Bl Barrett Av Gertrude Av Sa n P a b l o A v G o o d r i c k A v Pittsburg Av RI CH M ON D RI CH M ON D SAN PABLO N ORTH RI CH M ON D Ric h m o n d P k w y Rich m o n d P k w y Cas t r o S t %&580 !"80 San Pablo Bay AtchisonVillage Belding/Woods Fairmede/H illtop H illtopDistrict H illtop Village I ronTriangle ParchesterVillage RichmoreVillage/M etro Square Santa Fe Shields-Reid Coronado Study Corridor Equity PriorityCommunities(PBA 2050) Study Area AsthmaPercentiles(CalEnviroScreen 4.0) ≤85% 86%-90% 91%-95% ≥95% .5 M iles HILLTOPMALL Figure 15: Map of Asthma Rate in Study Area Source: California Office of Environmental Health Hazard Assessment (2021).Existing Conditions | 31 RICHMOND PARKWAY TRANSPORTATION PLAN TRANSIT SERVICE Limited transit service operates on the corridor. Although there are 11 local and regional routes, they only travel on the northern and southern sections of the Parkway, including at the Richmond Parkway Transit Center (RPTC), but none run along the full length of the corridor. Study area routes and community destinations like schools, hospitals, and supermarkets are shown in Figure 16. Many transit routes that serve corridor residents run through residential neighborhoods and to community destinations instead of directly on the Parkway, which has fewer active uses. Photo: Bus stop at W MacDonald Ave. Bus Connections About 28% of total morning peak period trips starting in the study area use the Richmond-San Rafael Bridge in the westbound direction. While there are several bus routes that take riders north and south of Richmond, there is only one route that takes riders across the Richmond-San Rafael Bridge: the Golden Gate Transit 580 Route that stops at Tewksbury Avenue and Castro Street. Today, there are limited connections between the study area and this bus stop via the 607 and 72M. The 607 is a school route with only one run on weekdays, and the 72M only connects residents living in the southern portion of the corridor. Many lines run about every 30 minutes, providing limited service to hospitals, supermarkets, and connections like the Richmond BART station. Photo: Buses waiting at the Richmond Parkway Transit Center. of households in the study area do not own a car, compared to 5% across Contra Costa County. 9%9% 32 RichmondHigh School PeresElementary BayviewElementary LakeElementary ContraCostaCollege VerdeElementary San P a b l o A v Rumrill B l West Macdonald Av Robert Miller Dr Ha r b o u r W y Macdonald Av West Barrett Av Ohio Av 22 n d S t 13 t h S t Pennsylvania Av Carls o n B l Gia n t R d 23 r d S t Hilltop Dr McBryde A v San Pablo D a m R d Giant Hw Parr Bl Barrett Av Gertrude Av San P a b l o A v vA kcirdooG Pittsburg Av WildcatCanyon RP PointPinole Reg.Shoreline Study Corridor Richmond Parkway Transit Center WestCAT Routes Golden Gate Transit Routes AC Transit Local and Transbay Routes AC TransitSchool and Night Routes Hospitals Supermarkets HILLTOPMALL .5 Miles 16JPX J 76 70 71 LA 376Routes Stopping at the Richmond Parkway Transit Center Figure 16: Map of Transit Routes in Study Area Source: AC Transit (2023); WestCAT (2023); Golden Gate Bridge Highway & Transportation District (2023).Existing Conditions | 33 Richmond Parkway Transit Center The RPTC includes a park-and-ride lot and serves five AC Transit and three WestCat bus routes that connect West County communities to Richmond, Hercules, San Pablo, El Cerrito, and Downtown San Francisco. However, the layout of the Transit Center requires several minutes of diversion time, which adds up to over 13,000 annual rider hours for WestCAT express routes. There is also limited bicycle and pedestrian infrastructure connecting to the transit center as shown in Figure 17. Figure 17: Map of Richmond Parkway Transit Center Existing Conditions Source: Richmond Parkway Transit Center Existing Conditions Review (AC Transit, 2011); Fehr & Peers (2023). Parking for 206 vehicles Loading zone for pick-up/drop-off Genentech Bus Loading Area Pedestrian access points Informal pedestrian access point Center island platform with shelters and benches Existing Bike Route with sharrows Missing sidewalk Low-visibility crosswalks Existing Bike Lanes Low-visibility crosswalks Low-visibility crosswalks RICHMOND PARKWAY TRANSPORTATION PLAN 34 | Existing Conditions CHAPTER 3Engagement Community engagement at the North Richmond Flea Market. RICHMOND PARKWAY TRANSPORTATION PLANRICHMOND PARKWAY TRANSPORTATION PLAN STAKEHOLDER GROUPS WCCTC engaged a variety of stakeholder groups, ranging from project partners who will help deliver the Plan’s recommendations to members of the public. Key stakeholder groups were: General Public Residents and users of the Parkway were reached through in-person and online activities. To ensure engagement from marginalized residents living within the study area, in-person methods focused on presenting at community meetings and tabling at events/pop-ups in adjacent neighborhoods, including North Richmond, Parchester Village, and Iron Triangle. To get the word out, opportunities were advertised through social media ads and flyers and engagement information was distributed to all members of the WCCTC Board, PAG, and Technical Advisory Committee. Because over 48% of people living in the area speak Spanish at home, Spanish- speaking staff attended each pop-up event and interactive boards, flyers, and social media ads were translated into Spanish. Online engagement was conducted through an online platform that enabled translation into any language. Public Advisory Group (PAG) The PAG served as community liaisons to review and confirm the Public Engagement Plan, share information with community members, and provide input on the strategies. The Public Advisory Group consisted of representatives from the Port of Richmond, Richmond A robust community engagement process provided critical input to the Plan’s recommendations. This chapter summarizes the stakeholder groups, engagement methods, and feedback received. Appendix A contains the engagement approach and feedback summaries. 36 Photo: Community engagement at Thrive Thursdays event in Richmond Neighborhood Coordinating Council, Trails for Richmond Action Committee, Urban Tilth, Watershed Project, Groundwork Richmond, Bike East Bay, North Richmond Municipal Advisory Council, Community Housing Development Corporation, Bay Area Outreach and Recreation Program, and the California Trucking Association. Four PAG meetings were convened through the process. WCCTC Board The Board was continually updated throughout the project and provided strategic direction on the Plan. Board members consisted of elected officials representing the cities of Hercules, Pinole, Richmond, San Pablo, and El Cerrito, as well as AC Transit, BART, WestCAT, and Contra Costa County. Project Partners WCCTC partnered with the City of Richmond and Contra Costa County to deliver this Plan. Project partners participated in project management team meetings on a bi-weekly basis and were involved in key decisions throughout the study. Their feedback is foundational to this Plan, as agencies that operate the local right-of-way will ultimately deliver many of the strategies and recommendations included in this Plan. Technical Advisory Committee (TAC) The Technical Advisory Committee (TAC) facilitated coordination among various agencies and organizations, allowing key stakeholders to provide input and technical guidance. The TAC included representatives from the cities of Hercules, Pinole, Richmond, and San Pablo, as well as AC Transit, BART, WestCAT, Contra Costa County, the Metropolitan Transportation Commission, the East Bay Regional Parks District, and the West County Wastewater District. Engagement | 37 RICHMOND PARKWAY TRANSPORTATION PLAN ENGAGEMENT SUMMARY The public engagement plan was developed with input from the PAG. After the first engagement phase was completed, the PAG confirmed the rest of the engagement plan was on-track. Engagement efforts resulted in... 1. Understand Needs The first engagement phase focused on identifying needs and vision for the Parkway and confirming understanding of existing challenges and experiences using the Richmond Parkway. Pop-Up Engagement • August 6, 2023: North Richmond Flea Market (North Richmond) • August 10, 2023: Thrive Thursdays (Coronado) • August 19, 2023: Walmart (Hilltop) Community Meetings • September 5, 2023: North Richmond Municipal Advisory Council • September 12, 2023: Parchester Village Neighborhood Council • September 20, 2023: Iron Triangle Neighborhood Council Online Webmap • June 15 through September 4, 2023 PAG Meetings • June 8, 2023 • September 21, 2023 WCCTC Board Meetings • May 26, 2023 • September 29, 2023 55 POP-UPS COMMUNITY MEETINGS7 PAG MEETINGS4 WCCTC BOARD MEETINGS4 WITH 142 PEOPLE PROVIDING FEEDBACK 71 PEOPLE WERE SPANISH SPEAKERS WITH 268 FROM 235235 RESPONSESRESPONSES CONTRIBUTORS ONLINE ENGAGEMENT TOOLS 3 TAC MEETINGS5 ES 38 2. Explore Strategies 3. Refine Solutions Then, stakeholders provided input on draft strategies responding to identified needs and issues. Community priorities for solutions were identified. Comments on the priority strategies and Draft Plan were collected. Pop-Up Engagement • March 24, 2024: North Richmond Flea Market • April 20, 2024: North Richmond’s Earth Day Festival Community Meetings • March 12, 2024: Parchester Village Neighborhood Council • April 2, 2024: North Richmond Municipal Advisory Council • April 6, 2024: City of Richmond District 2 • April 17, 2024: Iron Triangle Neighborhood Council Public Draft Online Survey • November 4th through November 29th, 2024 PAG Meeting • October 9, 2024 WCCTC Board Meeting • October 25, 2024 Richmond Council Meeting • November 19, 2024 Contra Costa County Board of Supervisors Transportation, Water, and Infrastructure Committee (TWIC) • December 9, 2024 Online Survey • March 11 through April 29, 2024 PAG Meeting • February 22, 2024 WCCTC Board Meeting • March 22, 2024 Engagement | 39 RICHMOND PARKWAY TRANSPORTATION PLAN PHASE 1: UNDERSTAND NEEDS To kick off the Plan, WCCTC asked participants to share their challenges and experiences using the Richmond Parkway via an online webmap of the corridor and by providing input in-person. Participants provided feedback on experiences related to safety, public health, transit, biking and walking, and vehicles and goods movement. Photo of Phase 1 pop-up at North Richmond Flea Market, 2024, and images of Phase 1 online webmap and social media ads. 40 What We Heard Respondents cited safety as their top concern, particularly related to speeding along the Parkway. Nearly a third of all responses related to biking and walking, a majority of which noted comfort and safety challenges while using the Parkway and the Bay Trail. Biking and walking comments also indicated concerns about existing infrastructure, such as missing sidewalks and curb ramps and poor accessibility to trails. Participants also brought up peak period congestion Note: Percentages add up to more than 100% due to the open-ended nature of comments received. More than one topic could be discussed in each comment. throughout the corridor, with specific issues at intersections like San Pablo Avenue, Giant Road, and Castro Street. Maintenance was an important theme, specifically concerning deteriorating pavement, illegal dumping, and overgrown trees. The distribution of need-related topics heard can be seen in Figure 18. Feedback on needs and desired improvements was used as a basis for the development of draft strategies presented in Chapter 4. “It’s a deadly rat race road that I prefer not to drive on anymore.” “Making the Parkway look like it’s being cared for will go a long way towards making people feel safe.” “The stretch where Parkway opens up from 2 lanes to 4 is crazy! It turns into a speedway!” “Walking across the Parkway is super scary.” 40% 30% 32%30% 14%12% 0%Safety Biking & Walking MaintenanceCongestion Figure 18: Distribution of Need-Related Topics Heard Engagement | 41 RICHMOND PARKWAY TRANSPORTATION PLAN PHASE 2: EXPLORE STRATEGIES A list of over 30 strategies, organized into six different overarching topics, was developed to address the issues previously identified through existing conditions analysis, existing plans and policies, and engagement. Stakeholders reviewed each strategy and provided a sense of relative priority. In this phase of engagement, participants were asked to provide feedback on the draft strategies. Participants ranked strategies via an online survey, in-person verbally, or in-person on interactive boards. Participants could also provide open-ended feedback on the draft strategies or suggest strategies that they felt were missing. Since the Parkway is also a regional facility serving a broader community whose preferred solutions may look different from residents living along the corridor, it was important to supplement the results of digital engagement strategy with in-person feedback from nearby residents. Public Health Strategies that reduce neighborhood truck traffic and reduce or mitigate vehicle emissions. Safety Strategies that reduce speeding and expand emergency vehicle access. Walking and Biking Strategies that improve walking and biking experience on the Richmond Parkway and the Bay Trail. Driving and Goods Movement Strategies that address congestion and improve wayfinding. Maintenance Strategies that address corridor and trail maintenance and illegal dumping. Transit Strategies that address transit reliability, service, comfort, and access. Strategy Categories 42 Images of Phase 2 Online Survey. Photo of Phase 2 pop-up at North Richmond Earth Day Festival, 2024. Photo of Phase 2 pop-up at North Richmond Flea Market, 2024. Engagement | 43 RICHMOND PARKWAY TRANSPORTATION PLANRICHMOND PARKWAY TRANSPORTATION PLAN What We Heard Figure 19 summarizes the pop-up and online survey results, and highlights the top strategy categories identified. The top four draft strategy categories were public health, safety, maintenance, and walking and biking. Top strategies were ranked within each category based on the level of support. The top strategy categories differed between online survey respondents and pop-up participants. Pop-up participants more strongly represented Equity Priority Communities living along the corridor compared to online survey respondents, who represented the broader community of regional Parkway users. Almost half of pop-up interactions occurred in Spanish. Pop-up participants ranked public health as the top strategy, followed by maintenance and safety, while online respondents ranked walking and biking as their top strategy, followed by safety and maintenance. Public health strategies that received the most support were strategies restricting trucks from driving through neighborhoods and parking or idling near sensitive land uses, as well as the strategy to mitigate emissions through urban greening. Safety strategies, particularly measures to reduce speeding and address high risk intersections, were desired. Under maintenance, strategies addressing ongoing roadway maintenance and illegal dumping received support from all audiences. Popular strategies related to walking and biking included upgrading on-street bikeways and sidewalks and constructing a new crossing for Wildcat Creek Trail. Photo of Phase 2 pop-up at North Richmond Flea Market, 2024.44 22+19+17+16+14+12 27+23+15+13+11+11 Feedback received during this phase confirmed the responsiveness of draft strategies to community needs and identified the top strategies for implementation. Strategies in the highest-ranking categories were given greater consideration during the identification of Priority Strategies described in Chapter 5. Figure 19: Distribution of Draft Strategy Category Votes Pop-Up Votes by Category Online Survey Votes by Category1 1. Survey respondents skew more white and more wealthy than residents living along the Parkway. Note: Pop-Up events were held on March 24, 2024 and April 20, 2024. The Online Survey was open from March 11 through April 29, 2024. Public Health, Maintenance, Safety, and Walking & Biking were the most popular strategy categories. 12% (29) Public Health Maintenance Safety Walking and Biking Transit Driving and Goods Movement 22% (51) 19% (45)17% (40) 16% (37) 14% (33) 27% (90) 23% (78)15% (52) 13% (45) 11% (38) 11% (36) Engagement | 45 PHASE 3: REFINE SOLUTIONS RICHMOND PARKWAY TRANSPORTATION PLAN A subset of ten priority strategies were identified based on their ability to fulfill the Plan's six goals outlined in Chapter 1, issues identified in Chapter 2, and feedback from previous community engagement phases. Details about the priority strategies can be found in Chapter 5. In this phase of engagement, the Draft Plan was disseminated to the public, project partners, PAG, TAC, WCCTC Board, Richmond City Council, and the Contra Costa County Board of Supervisors Transportation, Water, and Infrastructure Committee. In an online survey, participants were asked to provide feedback on the responsiveness of all the strategies to participant needs and which priority strategy they wanted to see advanced first. Participants could also provide open- ended feedback on the Draft Plan. The ranking of community priority strategies is listed in Figure 20. Feedback heard during the PAG and public meetings confirmed the importance of implementing the priority strategies in response to existing needs and challenges along the corridor, while also identifying sources of funding that acknowledge the regional benefit of the Parkway. The regional-serving nature of the Parkway is described in Appendix B. The feedback on the Draft Plan was incorporated into the Final Draft Plan, which was recirculated to project partners. The adoption of the Final Plan by WCCTC, the City of Richmond, and Contra Costa County is expected to occur in early 2025. Social media ads will be used to share the Final Plan. 92% of survey respondents agreed or strongly agreed that the Plan strategies responded to their needs and challenges along the corridor. Figure 20: Top Five Priority Strategies Survey Ranking 18 VOTES 11 VOTES 8 VOTES 7 VOTES 7 VOTES WB-1 Upgrade bikeways and connect sidewalk gaps S-1 Safety improvements at intersections PH-2 Trees and green infrastructure S-2 Reduce speeding M-1 Implement cross-jurisdictional maintenance program 46 | Engagement CHAPTER 4 Strategies Photo of Phase 2 pop-up at North Richmond Flea Market, 2024. RICHMOND PARKWAY TRANSPORTATION PLAN IDENTIFYING STRATEGIES The Plan identifies 29 final strategies that address the Plan’s six goals, issues identified through existing conditions analysis (Chapter 2), and community A major outcome of this Plan is a recommended list of strategies that represent projects, policies, or programs related to transportation or transportation impacts along the corridor for WCCTC and project partners to advance. Public Health Strategies that reduce truck cut-through traffic and reduce or capture vehicle emissions. Safety Strategies that reduce vehicle speeds, address intersection conflict points, and prioritize emergency vehicle access. Walking and Biking Strategies that support comfortable walking and biking on the Parkway and the Bay Trail. Driving and Goods Movement Strategies that encourage carpooling, optimize signal timing, and improve wayfinding for drivers. Maintenance Strategies that holistically address corridor and Bay Trail maintenance and reduce illegal dumping. Transit Strategies that improve access and circulation at the Richmond Parkway Transit Center and support and encourage transit ridership. engagement feedback (Chapter 3). The strategies are organized into six categories described in Figure 21 below. Figure 21: Strategy Categories 48 Meets Most Goals All strategies meet at least some of the Plan’s goals, and 63% meet many or most goals. Table 1: Qualitative Goal Alignment Metrics Figure 22: Goals Alignment Ranking Goal Metric Improve Safety for All Users*1a Reduce severe and fatal injury collisions Increase Access to Key Destinations*2a Increase quality of connections 2b Expand connectivity to key destinations Improve Health*3a Decrease emissions 3b Reduce cut-through traffic Advance Placemaking*4a Improve maintenance and street beautification 4b Address key topics heard during engagement Enhance Travel Time Reliability and Efficiency 5a Reduce vehicle delay 5b Increase vehicle occupancy Support Feasible Strategies 6a Advance already adopted strategies 6b Near- to Medium-term implementation *Goal weighted more heavily given disproportionate benefit to local Equity Priority Communities. Implementing these strategies will require coordination between WCCTC and partner agencies and organizations. The top 10 are identified as Priority Strategies (Chapter 5) to be advanced first. WCCTC and partner agencies may draw from the larger list of strategies as conditions change or as new funding or capacity opportunities arise. To measure the Plan’s performance, each strategy was evaluated against the Plan’s goals, as shown in Table 1. Consideration of equity was incorporated by more heavily weighting goals that would have a disproportionate benefit to Equity Priority Communities living along the corridor. Appendix C lists the effectiveness of each strategy in meeting the Plan's goals. Based on the goal alignment metrics, each strategy met Some Goals, Many Goals, or Most Goals, as pictured in Figure 22. The full list of 29 strategies is presented in Table 2. Meets Many Goals Meets Some Goals Strategies | 49 RICHMOND PARKWAY TRANSPORTATION PLAN ID Topic Subtopic Strategy Name Goals Alignment PH-1*Public Health Trucks Implement new truck routes PH-2*Public Health Urban Greening Trees and green infrastructure PH-3*Public Health Air Quality Prohibit truck parking and idling in neighborhoods PH-4 Public Health Trucks Encourage clean trucks PH-5 Public Health EV/AV Adoption Encourage private electric vehicle adoption and usage PH-6 Public Health Noise Improve sound wall PH-7 Public Health Air Quality Air filtration systems at sensitive locations S-1*Safety Street Design Safety improvements at intersections Chapter 5. These treatments include but are not limited to: • Lighting, which includes roadway lighting, visiblity of signage, reflectivity, and lighting of pedestrians and bicyclists; ensure bike lanes and intersections are adequately illuminated, particularly in high-traffic areas • High-visibility crosswalks, curb ramps, and curb extensions • Conflict zone markings for bicycle crossings • Geometric changes • Accessible pedestrian push buttons, pedestrian countdown signals, and bicycle detection at signalized intersections S-2*Safety Speeding Reduce speeding S-3 Safety Monitoring Monitor high-risk intersections for speeding, red light running, etc. *Priority Strategies with an implementation plan in Chapter 5. Table 2: Full List of Strategies 50 IDTopicSubtopicStrategy NameGoals Alignment Description PH-1*Public HealthTrucksImplement new truck routes Update designated truck routes in North Richmond, which is surrounded by industrial use, to ensure connections between truck-generating uses and the Parkway avoid residential neighborhoods to the extent feasible. Install cameras for legal automated monitoring and enforcement of heavy vehicles exceeding vehicle size limits. Incorporate trees and green infrastructure into all capital projects where feasible. Place no truck parking and no idling zones judiciously to reinforce but not overburden truck operations. Install signs in strategic locations such as residential areas and near sensitive receptors (schools, hospitals, parks) indicating no-idling zones and displaying the associated fines. Encourage clean trucks to the maximum extent feasible through new development requirements. Add electric vehicle charging infrastructure for vehicles and provide education on electric vehicle (EV) subsidy or rebate/incentive programs. Improve the sound wall by increasing size or effectiveness of the sound barrier. Identify publicly-owned buildings within the study area exposed to emissions levels beyond the Bay Area Air Quality Management District thresholds of significance and prioritize these locations for installation and regular maintenance of high-quality air filtration systems. Install safety treatments per the Intersection Safety Recommendations in Chapter 5. These treatments include but are not limited to: • Lighting, which includes roadway lighting, visiblity of signage, reflectivity, and lighting of pedestrians and bicyclists; ensure bike lanes and intersections are adequately illuminated, particularly in high-traffic areas • High-visibility crosswalks, curb ramps, and curb extensions • Conflict zone markings for bicycle crossings • Geometric changes • Accessible pedestrian push buttons, pedestrian countdown signals, and bicycle detection at signalized intersections Add speed limit signs and radar speed feedback signs at high speed locations. Study opportunity to follow through on the legal process for speed limit reduction. When legalized, implement pilot of speed safety cameras. Install monitoring systems for near-miss events, speeding, red light running, etc. at high-risk intersections. Strategies | 51 RICHMOND PARKWAY TRANSPORTATION PLAN Table 2: Full List of Strategies (cont.) ID Topic Subtopic Strategy Name Goals Alignment WB-1*Walking and Biking Street Design Upgrade bikeways and connect sidewalk gaps WB-2*Walking and Biking Wildcat Creek Trail Crossing On-street Wildcat Creek Trail crossing WB-3 Walking and Biking New Technology Test innovative bicycle and pedestrian detection at intersections WB-4 Walking and Biking Shared Mobility Expand electric bike share program DG-1*Driving and Goods Movement Cycle Length Upgrade and coordinate traffic signals DG-2 Driving and Goods Movement Congestion Add carpool lane on segments with high congestion DG-3 Driving and Goods Movement Street Design Redesign Richmond Parkway/ Castro Street merge DG-4 Driving and Goods Movement Signage/ Wayfinding Signage for blind turns DG-5 Driving and Goods Movement Signage/ Wayfinding Install wayfinding for drivers *Priority Strategies with an implementation plan in Chapter 5.52 IDTopicSubtopicStrategy NameGoals Alignment Description WB-1*Walking and BikingStreet DesignUpgrade bikeways and connect sidewalk gaps Upgrade the Bay Trail to align with Bay Trail Design Guidelines, including adding clear and visible signage, particularly where the Bay Trail transitions to bikeways on Richmond Parkway. Realign Bay Trail between Hensley St and Gertrude Ave to western side of Castro St and Richmond Parkway. Create buffers to physically separate bicyclists from motor vehicle traffic using landscaping to enhance bicyclist comfort and safety. Coordinate with the San Francisco Bay Restoration Authority on the Living Levy project plans to improve pedestrian and operations access along Pittsburg Ave. Install bike facilities, independent of the Bay Trail, with physical buffers to separate bicyclists from motor vehicles and improve bicyclist comfort and safety. Ensure bike lanes and intersections are adequately illuminated, particularly in high-traffic areas. Install new sidewalks to close sidewalk gaps. Where sidewalk is missing on one side of the street along inactive land uses, condition future developers to install sidewalks. Develop at-grade signalized multi-use crossing of Wildcat Creek Trail, install lighting, and add wayfinding signage to indicate distance traveled or what facilities are provided/nearby. In the long-term, consider a grade-separated overcrossing for the Wildcat Creek Trail over the Richmond Parkway. Test new technologies (e.g. LiDAR, AI) that can help a traffic signal predict the arrival of a bicyclist or pedestrian and maintain signal protection until they have exited the intersection. Support expansion of Richmond’s bikeshare program. Implement signal coordination along the Parkway in the peak period and optimize corridor-wide cycle lengths. Consider signal operations, pedestrian delay, and impact on speed. Install a connected battery backup system and a central signal management system. Upgrade signal hardware and software to allow automated traffic signal performance measures. Investigate, test, and deploy a system that allows for emergency vehicle preemption and transit prioritization at signalized intersections. Consider an adaptive traffic signal system. Study the conversion of the northbound right turn lane into a high-occupancy vehicle (HOV) lane for bus, carpool, and right turn only in the afternoon peak period. Implement recommendations in MTC’s I-580 Richmond Parkway Interchange Operational Improvements project. Study reallocating merge capacity through restriping Richmond Parkway at the Castro Street merge to be one lane or introduce metering on Castro Street to control queues. Improve guidance for drivers through signage and striping. Add a yield or prepare to stop sign/signal ahead of blind turns. Install gateway and wayfinding signage directing drivers on which lanes to use to access key destinations. Strategies | 53 RICHMOND PARKWAY TRANSPORTATION PLAN Table 2: Full List of Strategies (cont.) ID Topic Subtopic Strategy Name Goals Alignment M-1*Maintenance Roadway Implement cross-jurisdictional maintenance program M-2 Maintenance Encampments Keep sidewalks and paths clear near encampments M-3 Maintenance Illegal Dumping Discourage illegal dumping T-1*Transit Richmond Parkway Transit Center Improve access to the Richmond Parkway Transit Center T-2 Transit Transit Bus/Shuttle Improve bus stop comfort T-3 Transit Transit Bus/Shuttle New transit service to Marin County T-4 Transit Transit Bus/Shuttle Increase bus frequency T-5 Transit Transit Bus/Shuttle On-demand shuttle service T-6 Transit Parking Parking lot for transit to Marin County T-7 Transit Accessibility Publicize transit options/ information *Priority Strategies with an implementation plan in Chapter 5. 54 IDTopicSubtopicStrategy NameGoals Alignment Description M-1*MaintenanceRoadwayImplement cross-jurisdictional maintenance program Implement a consistent management program assigned to upkeep the Parkway and provide a plan on what maintenance is, how it is performed, how it can be budgeted, and why it is needed. County and the City to approve an MOU for advancement by providing a statement of staff time commitments, legal resources, actual support from elected officials, and review process. Identify a cross-jurisdictional maintenance manager to implement the program to rehabilitate and maintain pavement quality and striping along the corridor, as well as maintenance to extend the service life of shared use path pavement. This program would also apply to signage, tree, debris, and signal maintenance. Partner with advocacy group for unhoused, such as SOS Richmond and Contra Costa Health, Housing and Homeless Services, to encourage people experiencing homeless to keep sidewalks and paths clear. Reduce illegal dumping on the corridor via fencing and provide education on how to properly dispose of waste. Develop formal pedestrian connection between the northwest corner of the Richmond Parkway Transit Center and Richmond Parkway. Upgrade faded crosswalk markings within the Transit Center. Install bike lockers at the Richmond Parkway Transit Center consistent with the Association of Pedestrian & Bicycle Professionals guidance. Install bus pullout stops to allow buses to directly serve the Transit Center from the Parkway as recommended in the WCCTC Express Bus Implementation Plan (2020). Enhance bus stops with features like seating, shelters, lighting, and real-time displays. Study a bus line that connects Central/North Richmond and Hilltop to Marin across the Richmond- San Rafael Bridge. Increase frequencies of AC Transit buses serving the corridor subject to AC Transit’s Realign Plan. Support continued operation and expansion of Richmond Moves on-demand shuttle, including to jobs centers. To serve the large number of residents in the corridor commuting to the North Bay, study park-and- ride opportunities supporting transit service into Marin County. Make transit schedules more accessible, expand education for Clipper Card usage, and publicize different transit options. Strategies | 55 2 3 1. Pedestrian and bicycle crossing at W Ohio Ave and Garrard Blvd. 2. Flooded Wildcat Creek Trail tunnel. 3. Informal pedestrian access point to the Richmond Parkway Transit Center currently subject to inclement weather. 1 56 | Strategies CHAPTER 5 Priority Strategies One of the priority strategies is to implement safety treatments at intersections, such as protected right- turn phases at Richmond Parkway and Ohio Avenue. RICHMOND PARKWAY TRANSPORTATION PLAN The Plan identifies ten priority strategies to advance first based on their ability to address the Plan’s six goals outlined in Chapter 1, issues identified in Chapter 2, and community engagement feedback in Chapter 3. All the priority strategies shown in Table 3 meet many or most goals and received the most support through the online survey, pop- ups, and community meetings on the strategies. This chapter provides cutsheets describing the strategies’ associated actions, benefits, timeframes, lead and coordinating agencies, and cost ranges shown below. Cost ranges of each priority strategy are included in the subsequent cutsheets. Funding and implementation are further discussed in Chapter 6. Table 3: Priority Strategies ID Topic Strategy Name Goals Alignment PH-1 Public Health Implement new truck routes PH-2 Public Health Trees and green infrastructure PH-3 Public Health Prohibit truck parking and idling in neighborhoods S-1 Safety Safety improvements at intersections S-2 Safety Reduce speeding WB-1 Walking and Biking Upgrade bikeways and connect sidewalk gaps WB-2 Walking and Biking On-street Wildcat Creek Trail crossing DG-1 Driving and Goods Movement Upgrade and coordinate traffic signals M-1 Maintenance Implement cross-jurisdictional maintenance program T-1 Transit Improve access to the Richmond Parkway Transit Center v S-3vv = Meets Many Goals = Meets Most Goals $$$$ = <$1M $$$$ = $1M-5M $$$$ = $6M-$10M $$$$ = $11M+ 58 Update designated truck routes Update designated truck routes in North Richmond, where there are large industrial-use generators, to ensure connections between truck-generating uses and the Parkway avoid residential neighborhoods to the extent feasible. Enforce designated truck routes Install cameras for legal automated monitoring and enforcement of heavy vehicles exceeding vehicle size limits. Implement new truck routes PUBLIC HEALTHPH-1 Completion Timeframe 0 to 2 years Lead Agency Contra Costa County: Planning, Public Works Goals Alignment Meets Most Goals Coordinating Agency WCCTC, CHP, CalTrans, City of San Pablo, City of Richmond Actions Benefits Improved neighborhood sound quality Reducing truck-related noise pollution, which can be damaging above 85 decibels 50 feet away, can decrease stress and improve sleep quality.1 Reduced exposure to emissions Trucks emit pollutants at a rate of 1.15 times more than passenger vehicles, which contributes to respiratory and cardiovascular diseases.2 Redirecting truck traffic from sensitive sites and residential neighborhoods reduces exposure to these emissions, leading to better air quality and fewer health issues, such as asthma.3 1. Community and Environmental Defense Services, “Truck Stops & Neighborhood Quality of Life,” 2024. 2. EPA, US EPA Archive Document on Idling Reduction; EPA, 2024. 3. OEHHA, 2021. $$$$ Priority Strategies | 59 RICHMOND PARKWAY TRANSPORTATION PLAN Map of Existing Designated Truck Routes Source: Richmond General Plan 2030, 2016. Industrial land use areas include land that is used for the manufacturing, storage, processing, or packaging of goods and materials. PH-1 Figure 23:Map of Existing Designated Truck Routes 60 Incorporate trees and green infrastructure Incorporate trees and green infrastructure, such as bioretention planters, into all capital projects where feasible. Trees and green infrastructure PUBLIC HEALTHPH-2 Completion Timeframe Ongoing Lead Agency City of Richmond: Public Works, Contra Costa County: Public Works Goals Alignment Meets Most Goals Coordinating Agency Groundwork Richmond, Contra Costa County: Planning Benefits Improved air quality Planting trees along sections of the nine-mile corridor would improve local air quality by capturing 213.6 metric tons of CO2 by 2050, the equivalent of removing 46 cars from the road driving a combined 529 thousand miles annually.1 Increased tree cover and lower temperatures Adding about 800 trees to the tree cover will provide shade along the entire corridor. This strategy can lower surface temperatures by up to 11 degrees Fahrenheit, which has the potential to save lives as climate change increases the frequency of extreme heat episodes.2 Improved drainage and water quality Bioretention planters provide, on average, 56% to 89% stormwater volume reduction and are proven to filter pollutants from stormwater, reducing flooding along the corridor and improving water quality.3 1. ESA, 2024. 2. Rx FOR HOT CITIES, 2023. 3. EPA, NPDES: Stormwater Best Management Practice—Bioretention (Rain Gardens), 2021. Actions $$$$ Priority Strategies | 61 RICHMOND PARKWAY TRANSPORTATION PLAN Street trees Increased tree cover improves air quality by removing particulate matter, and reduces surface temperatures by providing shade and increasing moisture in the air. Trees also help manage runoff, reduce erosion caused by rain, and promote infiltration, which all work to reduce potential flooding.1 Public domain image. Bioretention planters Installing bioretention planters helps manage stormwater runoff by capturing, treating, and absorbing runoff from the street, while recharging the local groundwater supply. Image source: City of Raleigh. Additional Details PH-2 1. ESA, " Soak Up the Rain: Trees Help Reduce Runoff," 2024. 62 Install signage prohibiting truck activity Place no truck parking and no idling zones judiciously to reinforce but not overburden truck operations. Install signs in strategic locations such as residential areas and near sensitive receptors (e.g. schools, hospitals, parks) indicating no-idling zones and displaying the associated fines. Prohibit truck parking and idling in neighborhoods PUBLIC HEALTHPH-3 Additional DetailsBenefits Completion Timeframe 0 to 2 years Lead Agency Contra Costa County: Planning, City of Richmond: Public Works, BAAQMD Goals Alignment Meets Many Goals Coordinating Agency City of Richmond: Planning, Contra Costa County: Planning, CHP Improved air quality Trucks idle at a rate of 1 gallon of diesel per hour on average, which releases more than 500 pounds of CO2 emissions per day. 1 This strategy would reduce local exposure to these truck emissions. Reduced health risks Higher CO2 levels contribute significantly to the prevalence of asthma and the risk of heart and lung disease. Reducing emissions will positively affect the 99th and 98th percentile asthma rates near the Parkway in the North Richmond and the Iron Triangle neighborhoods.2 1. EPA, US EPA Archive Document on Idling Reduction; EPA, 2024. 2. California Office of Environmental Health Hazard Assessment, 2021. Actions No-idling signage No-idling signs are enforcement signs regarding truck parking or idling and can include associated fines. Detering this truck activity can improve the local air quality. Image source: Traffic Signs. $$$$ Priority Strategies | 63 RICHMOND PARKWAY TRANSPORTATION PLAN Install safety enhancements Install safety treatments per the following Intersection Safety Recommendations pages. These treatments include but are not limited to: high visibility crosswalks, curb ramps and curb extensions/ bulbouts, turn delineators to slow down left turn speeds, conflict zone markings for bicycle crossings, pedestrian refuge islands, removing slip lanes, and lighting (overhead lighting, pedestrian- and bicyclist-scale lighting, bus stop lighting, visiblity and reflectivity of signage). Ensure bike lanes and intersections are adequately illuminated, particularly in high-traffic areas. Improve safety at signalized intersections Install safety treatments per the following Intersection Safety Recommendations pages. These treatments include but are not limited to: accessible pedestrian push buttons, pedestrian countdown signals, bicycle detection, striped trail crossings, and No Right Turn on Red signage. Safety improvements at intersections SAFETYS-1 Benefits Safer streets for all This strategy could lead to a 7% reduction in all collisions.1 Safer streets for bicyclists and pedestrians This strategy could lead to a 43% reduction in injury collisions involving bicyclists or pedestrians.1 1. Caltrans, Local Roadway Safety Manual, 2024; City of Richmond Bicycle and Pedestrian Action Plan, 2023; City of Richmond General Plan, 2012; City of Richmond Local Road Safety Plan, 2023; Contra Costa County General Plan, 2005; Fehr and Peers, 2024; FHWA, CMF Clearinghouse, 2024; San Pablo General Plan, 2011. Actions Completion Timeframe 6 to 10 years Lead Agency Contra Costa County: Public Works, City of Richmond: Public Works Goals Alignment Meets Most Goals Coordinating Agency Caltrans, MTC, West County Wastewater, CCTA, BNSF $$$$ 64 Intersection Safety Recommendations Recommendations include universal treatments appropriate at each intersection and site-specific treatments for use at select treatments on the corridor. These recommendations build upon the City of Richmond Bicycle and Pedestrian Action Plan (2023), City of Richmond Local Road Safety Plan (2023), City of Richmond General Plan (2012), San Pablo General Plan (2011), and Contra Costa County General Plan (2005). TREATMENTS AT EVERY INTERSECTION TREATMENTS AS NEEDED Mark all crosswalks with high-visibility striping and advance stop bars to improve pedestrian crossing visibility. HIGH-VISIBILITY CROSSWALKS Install directional ADA curb ramps. ACCESSIBLE CURB RAMPS Install audible pedestrian signals and accessible push buttons at crossings. ACCESSIBLE PEDESTRIAN SIGNALS Provide protected right-turn phase to remove vehicle-bike and vehicle-pedestrian conflicts in time. PROTECTED RIGHT-TURN PHASE Install pedestrian countdown timers to display the crossing time remaining. PEDESTRIAN COUNTDOWN SIGNALS Improve overhead, pedestrian-scale, and bus stop lighting to increase visibility of all road users. Increase visibility and reflectivity of all signage. LIGHTING AND REFLECTIVITY Install reflective backplates on signals to enhance the visibility of traﬀic signals. REFLECTIVE BACKPLATES Install bike detection at signalized intersections. BIKE DETECTION Promote self-enforcement of right-turn only lane by installing a far-side bulbout and enhancing related signage. ONLY ENFORCE RIGHT-TURN ONLY LANES Install railroad crossing arms for pedestrian and bicyclist safety. RAILROAD CROSSING ARMS Provide pedestrians a place to wait if they are unable to finish crossing an intersection. MEDIAN REFUGE ISLANDS Reduce curb radii to slow down vehicle turning speeds, shorten pedestrian and bicyclist crossing distances, and provide more sidewalk space for pedestrians and bicyclists. TIGHTEN CURB RADII Stripe crosswalk to indicate trail crossing and improve user visibility. STRIPE TRAIL CROSSING Straighten crosswalks to improve sightlines and shorten pedestrian crossing distances. STRAIGHTEN CROSSWALKS Install a raised crosswalk in the right-turn slip lane to reduce turning speeds. RAISED CROSSWALKS Prohibit vehicle right-turn on red at path and separated bikeway crossings of the minor street to reduce conflicts. NO RIGHT-TURN ON RED Install protected intersection to support bicyclist turning movements and create slower interactions and clear sightlines. MAJOR BIKE INTERSECTION IMPROVEMENTS Enhance or create new active transportation connection between bike facility and the Parkway with lighting and maintenance. MINOR BIKE INTERSECTION IMPROVEMENTS Where large vehicles must turn, install a porkchop island to reduce crossing distances and provide a raised crosswalk to reduce speeds. INSTALL PORKCHOP ISLAND WITH RAISED CROSSWALK Figure 24:Intersection Safety Recommendations Priority Strategies | 65 RICHMOND PARKWAY TRANSPORTATION PLAN Intersection Safety Recommendations (Cont.) 580 Provide intersection improvements to be determined through MTCʼs I-580/Richmond Parkway Operational Improvements Project. Install underpass lighting to improve visibility for all users. Provide protected phases for southbound and westbound right-turns. .5 mi N Ohio Ave W Macdonald Ave Nevin Ave W Bissell Ave Cas t r o S t Rich m o n d P k w y W Barrett Ave 1s t S t 2n d S t Pennsylvania Ave Richmond Ln Mills S t Hensley St W Chanslor Ave Existing Signalized Intersection At-Grade Railroad Crossing Transit Stop ONLY S-1 South Segment: I-580 to Hensley St See individual recommendation icon details on page 65. Figure 25:Intersection Safety Recommendations (Cont.) 66 See proposed Wildcat Creek Trail signalized crossing diagram. .5 mi N W Gertrude Ave Parr Blvd Pittsburg Ave Rich m o n d P k w y Wildcat Creek Go o d r i c k A v e Existing Signalized Intersection Proposed Signalized Intersection ONLY ONLY ONLY Central Segment: West Gertrude Ave to Goodrick Ave See individual recommendation icon details on page 65. Priority Strategies | 67 RICHMOND PARKWAY TRANSPORTATION PLAN 80 *Intersection counts not taken. Consider right-turn phasing depending on changing land uses/Hilltop Specific Plan. Redesign ramp geometry to reduce vehicle speeds. N.5 mi Sa n P a b l o A v e La k e s i d e D r BELLA VISTA Hilltop Dr Atlas Rd Richmond P k w y Blume Dr Signalized Intersection Transit Stop RICHMOND PARKWAY TRANSIT CENTER Intersection Safety Recommendations (Cont.)S-1 North Segment: Giant Hwy Ramp to I-80 See individual recommendation icon details on page 65 and Appendix D for the 35% design concept between San Pablo Avenue and the entrance to the Pinole Vista Shopping Center. 68 Install speed-monitoring systems Add radar speed feedback signs or implement pilot of speed cameras at high speeding locations. Speed cameras are currently not allowed under state law, but legislation passed in 2023, Assembly Bill 645, authorizes six designated cities across California to implement a speed camera pilot program. Indicate speed limits Add speed limit signs and lower the speed limit throughout the Parkway if allowed under state law. Reduce speeding SAFETYS-2 Benefits Additional Details Actions Completion Timeframe 3 to 5 years Lead Agency City of Richmond: Public Works, Contra Costa County: Public Works Goals Alignment Meets Many Goals Coordinating Agency City of Richmond: PD; California Highway Patrol Safer streets for all This strategy could lead to a 20% reduction in all collisions.1 1. Caltrans, Local Roadway Safety Manual, 2024; FHWA, CMF Clearinghouse, 2024. Radar speed signs Radar speed feedback signs are cost-effective traffic calming solutions that reduce average vehicle speeds and slow speeding drivers. Image Source: Trafficalm. $$$$ Priority Strategies | 69 RICHMOND PARKWAY TRANSPORTATION PLAN Upgrade bikeways and connect sidewalk gaps WALKING AND BIKINGWB-1 Lead Agency City of Richmond: Public Works, Contra Costa County: Public Works Coordinating Agency MTC, CCTA, WCCTC, City of Pinole, EBRPD Goals Alignment Meets Most Goals Benefits Increased access for pedestrians Creates a more direct and usable path for pedestrians along the entire Parkway, improving connections to bus stops, Richmond Parkway Transit Center, nearby parks, schools, and community services. Increased access for bicyclists1 Upgrade Bay Trail facilities Upgrade the Bay Trail to align with Bay Trail Design Guidelines, including adding clear and visible signage, particularly where the Bay Trail transitions to bikeways on Richmond Parkway. Realign Bay Trail between Hensley St and Gertrude Ave to western side of Castro St and Richmond Parkway. Create buffers to physically separate bicyclists from motor vehicle traffic using landscaping to enhance bicyclist comfort and safety. Coordinate with the San Francisco Bay Restoration Authority on the Living Levy project plans to improve pedestrian and operations access along Pittsburg Ave. Install high-quality on-street bikeways Install bike facilities, independent of the Bay Trail, with physical buffers to separate bicyclists from motor vehicles and improve bicyclist comfort and safety. Ensure bike lanes and intersections are adequately illuminated, particularly in high-traffic areas. Close sidewalk gaps Install new sidewalks to close sidewalk gaps. Where sidewalk is missing on one side of the street along inactive land uses, condition future developers to install sidewalks. Actions Completion Timeframe 6 to 10 years Within 20 minutes, residents near the Central segment would be able to access up to... 5x more amenities2 2.5x more jobs 4x more park area by biking Within 20 minutes, residents near the South segment would be able to access up to... 10% more amenities2 20% more jobs 5% more park area by biking Within 20 minutes, residents near the North segment would be able to access up to... 2x more amenities2 3x more jobs 3x more park area by biking 1. ESA, 2024; TravelAccess+, Fehr and Peers, 2024; LEHD, 2023. North segment includes areas east of San Pablo Ave and north of El Portal Dr, covering Tara Hills, Hilltop Village, Hilltop District, and Rollingwood. Central segment includes areas west of San Pablo Ave and north of Gertrude Ave/Costa Ave, covering San Pablo, North Richmond, and Parchester Village. South segment includes areas south of Gertrude Ave/Costa Ave, including Shields-Reid, Iron Triangle and Santa Fe. 2. Amenities include day cares, hospitals, schools, supermarkets and emergency services. $$$$ 70 Sidewalk Gaps and Recommended Bikeways Source: Richmond Bicycle and Pedestrian Action Plan, 2023. Missing sidewalks on both sides of street Missing sidewalks on one side of street Study Corridor Richmond Parkway Transit Center Existing bike lane Proposed separated bike lane Proposed Bay Trail realignment Existing Bay Trail Wildcat Creek Trail Crossing Ric h m o n d P a r k w a y Rich m o n d P a r k w a y RICHMOND Cas t r o S t Sample Separated Bikeway Design Concept For detailed design between San Pablo Ave and Pinole Vista Crossing Shopping Center, see Appendix D. LANDSCAPED SEPARATED BIKEWAY Hensley St Figure 26:Sidewalk Gaps and Recommended Bikeways Priority Strategies | 71 RICHMOND PARKWAY TRANSPORTATION PLAN On-street Wildcat Creek Trail crossing WALKING AND BIKINGWB-2 Previous planning efforts, such as the San Francisco Estuary Partnership’s Restoring Wildcat Creek: Community-Led Watershed Health Update and Priority Project Implementation project, have identified a community desire for a grade-separated crossing at this location. The Richmond Parkway Transportation Plan recommends installing a signalized crossing to improve conditions in the nearer term as overcrossing costs are significant and will require a longer time horizon to fund and construct. Lead Agency Contra Costa County: Public Works Coordinating Agency EBRPD, City of Richmond: Public Works, MTC, West County Wastewater, WCCTC Goals Alignment Meets Many Goals Benefits Increased multimodal access Improving the Wildcat Creek Trail Crossing through near-term improvements would connect nearly 1 mile of trail east of the Parkway with 1.4 miles of trail west of the Parkway when the underpass is flooded, resulting in a total of 2.2 miles of low stress bicycle facilities.1 Improved crossing usage and experience Provides a functioning, year-round crossing resilient to sea level rise effects and resolves the current flooding of the existing tunnel. Add a signalized crossing Develop at-grade signalized multi-use crossing of Wildcat Creek Trail, install lighting, add signage along Wildcat Creek Trail to indicate distance traveled or what facilities are provided/nearby. Actions Completion Timeframe 3 to 5 years 1. Fehr & Peers, 2024. $$$$ 72 Proposed Signalized Crossing at Wildcat Creek Trail 100 ft N Wildcat Cre e k T r a i l Wildcat Creek Trailhead Ri c h m o n d P a r k w a y New T r a i l C o n n e c t i o n New Signal Wildcat Creek Trail Coordinate with the East Bay Regional Park District to create trail connection through the existing fence. Extend curb line to slow turning vehicles. Exist i n g T u n n e l A l i g n m e n t Tunnel frequently floods, requiring trail users to turn back. Figure 27:Proposed Signalized Crossing at Wildcat Creek Trail Priority Strategies | 73 RICHMOND PARKWAY TRANSPORTATION PLAN Implement signal coordination Implement signal coordination along the Parkway in the peak period and optimize corridor-wide cycle lengths. Consider signal operations, pedestrian delay, and impact on speed. Upgrade signal infrastructure Install a connected battery backup system and a central signal management system. Upgrade signal hardware and software to allow automated traffic signal performance measures. Investigate, test, and deploy a system that allows for emergency vehicle preemption and transit prioritization at signalized intersections. Consider an adaptive traffic signal system. Upgrade and coordinate traffic signals in the northbound direction in the afternoon peak period. in the southbound direction in the morning peak period. 13 minutes 3 minutes 1. Fehr & Peers, SimTraffic Model, 2024. Travel time savings are greater in the northbound direction since it is more heavily impacted by existing traffic congestion, particularly during the evening commute period as discussed in Chapter 2. DRIVING AND GOODS MOVEMENTDG-1 Travel time savings1 Coordinating the signals along the Parkway could save drivers up to... Reduced idling Time travel savings may reduce vehicle emissions and driver frustrations from sitting at lights, improving local air quality and discouraging dangerous driving actions such as running red lights, speeding, and driving on the shoulder lane. Improved emergency services and bus reliability Signal priority for emergency services or transit at signalized intersections can improve the speed of emergency responders in reaching a scene and increase the time available for making critical decisions, as well as improve or increase bus reliability along the corridor. Completion Timeframe 3 to 5 years Lead Agency City of Richmond: Public Works; Contra Costa County: CCTA Goals Alignment Meets Many Goals Coordinating Agency Caltrans, MTC Actions Benefits $$$$ 74 Traffic signal coordination Coordinating traffic signals synchronizes the timing of multiple intersections to improve traffic flow and reduce delays. This can result in less braking, improve goods movement efficiency, and discourage neighborhood cut-through traffic. Contra Costa Transportation Authority (CCTA) is currently leading a Smart Signals Project to upgrade and coordinate traffic signals at over 300 intersections throughout the county to optimize traffic flow and reduce congestion, providing a potential avenue for traffic signal funding on the Parkway. Image source: UDOT. Emergency vehicle preemption (EVP) technology EVP technologies allow signals to modify their signal timing to provide a green light as soon as possible for an approaching emergency vehicle. Image source: Maripoca Association of Governments. Additional Details Priority Strategies | 75 RICHMOND PARKWAY TRANSPORTATION PLAN Implement a corridor-wide maintenance program with a maintenance manager Implement a consistent management program assigned to upkeep the Parkway and provide a plan on what maintenance is, how it is performed, how it can be budgeted, and why it is needed. The County and the City first need to approve an MOU for advancement by providing a statement of staff time commitments, legal resources, actual support from elected officials, and review process. The program will need to determine the feasible maintenance level, associated analyses, and implementation costs for, but not limited to, the following items: roadway pavement, striping, shared use path pavement, signage life, signals, street lights, street sweeping, drainage systems, and vegetation. Following program development, which may be developed with the assistance of a maintenance consultant, identify a cross-jurisdictional maintenance manager for implementation. Implement cross-jurisdictional maintenance program 1. SMOOTHNESS MATTERS, Asphalt Pavement Alliance, 2008. 2. Reynolds, R. L., Molden, N., Kokaly, R. F., Lowers, H., Breit, G. N., Goldstein, H. L., et al. (2024). Microplastic and associated black particles from road-tire wear: Implications for radiative effects across the cryosphere and in the atmosphere. Journal of Geophysical Research: Atmospheres, 129, e2024JD041116. 3. How Pavement and Bridge Conditions Affect Transportation System Performance, FHWA, 2023. MAINTENANCEM-1 Reduced emissions and costs to drivers Improved pavement conditions could save drivers up to 4%-10% of fuel consumption, repair and maintenance, and tire wear. Reducing fuel consumption and tire wear reduces emissions and microplastics, improving air and water quality and protecting the environment by reducing the use of natural resources.1,2 Improved safety Improved pavement friction at intersections provides numerous benefits: improved driver control, reduced stopping distances, reduced skidding, and a 20% reduction in total intersection crashes.3 Improved coordination and response Consolidating maintenance responsibilities under one central manager allows for improved coordination between agencies, cost savings due to consolidation, and a more timely response to concerns. Completion Timeframe 0 to 4 years Lead Agency Contra Costa County: Public Works, City of Richmond: Public Works Goals Alignment Meets Most Goals Coordinating Agency CCTA, WCCTC Actions Benefits $$$$ 76 Pavement Condition Index (PCI) Scores Consistent pavement maintenance helps extend the useful life of pavement. PCI scores measure the health of a road's pavement, ranging from 0 (worst) to 100 (best). A PCI score of at least 70 is desired. Factors that affect a PCI score include the age of the pavement/when the roadway was last paved, climate and precipitation, traffic loads, and available maintenance funding. Keeping the Parkway in good pavement condition will require more constant maintenance due to consistent heavy truck traffic; this may include pavement milling and overlaying with digouts, slurry sealing, and practices that better accommodate the weight of trucks. Regularly maintaining the roadway is less costly than major pavement reconstruction. MTC's StreetSaver software includes network PCI data as well as projected PCI information, assuming various maintenance scenarios, to help jurisdictions make maintenance decisions. The current PCI scores across different segments of Richmond Parkway range from 3 to 92. Segments with low PCI scores would require reconstruction of the pavement surface whereas segments with a high PCI score could be treated with a slurry seal. Image source: AA Roads, 2013. Additional Details Castro Street approaching Richmond Lane in good pavement condition (high PCI score) in 2013. Priority Strategies | 77 RICHMOND PARKWAY TRANSPORTATION PLAN Improve access to the Richmond Parkway Transit Center TRANSITT-1 Benefits Improve transit reliability Access enhancements would reduce travel time delays associated with buses circulating within the RPTC, saving approximately 13,000 annual rider hours for WestCAT express routes. Time travel savings across operators would be greater.2 Support potential mode shift Providing secure bicycle lockers for long term parking (2+ hours) encourages bicycle owners to bike to transit as a first/last mile connection.3 Improve pedestrian experience Creating a direct formal pedestrian connection from the Parkway would enhance comfort and access for users who currently walk through landscaping or take a less direct route from Blume Drive to enter the RPTC. Providing a marked crosswalk will also improve visibility of these pedestrians. Completion Timeframe 3 to 5 years Lead Agency AC Transit, City of Richmond: Public Works, MTC1 Goals Alignment Meets Many Goals Coordinating Agency Caltrans, CCTA, WestCAT, WCCTC Support transit access Install bus pullout stops on Richmond Parkway for Richmond Parkway Transit Center (RPTC) routes and shift eastbound bikeway south of the bus stops. These bus bays would allow southbound buses traveling from I-80 or eastbound buses from Richmond Parkway to serve riders without turning onto Blume Drive and circulating within the Transit Center, saving a significant amount of time (northbound or westbound buses would still be required to enter the Transit Center).1 Support pedestrian access Develop formal pedestrian connection between the northwest corner of the RPTC and Richmond Parkway. Upgrade faded crosswalk markings within the Transit Center. Provide bicycle storage Install bike lockers at the RPTC consistent with the Association of Pedestrian & Bicycle Professionals guidance. Actions $$$$ 78 Additional Details Richmond Parkway Transit Center Access Enhancement Improvements would install three new curbside bus stops, a rerouted separated bikeway, and a direct pedestrian connection for users coming in and out of the RPTC. Source: West Contra Costa County Express Bus Implementation Plan, WCCTC, 2020. Bike lockers Providing bike lockers will provide safe storage areas for people to store their bicycles, supporting a potential mode shift, as secure bicycle storage does not currently exist at the Richmond Parkway Transit Center. Blu m e D r Blu m e D r Richmond Parkway Transit Center Richmond Pkwy 1. MTC is considering the implementation of this strategy as part of its Bay Bridge Forward work along I-80. 2. West Contra Costa County Express Bus Implementation Plan, WCCTC, 2020. 3. Bicycle and Transit Integration, A Practical Transit Agency Guide to Bicycle Integration and Equitable Mobility, APTA, 2018. Priority Strategies | 79 2 3 1. Existing trees along Richmond Parkway sequester emissions, provide shade, and create a more interesting and welcoming roadway environment. 2. Unique bike crossing striping indicates the existence of the Bay Trail at Richmond Parkway and W MacDonald Ave. 3. Graffiti on Bay Trail and bike signage reduces the visibility of signs and contributes to a neglected environment feel. 1 80 | Priority Strategies CHAPTER 6Implementation and Funding Additional funding is needed to upgrade the Bay Trail along Richmond Parkway to align with Bay Trail Design Guidelines, as outlined in the priority strategies. RICHMOND PARKWAY TRANSPORTATION PLAN Category ID Strategy Name Lead Agencies Public Health PH-1 Implement new truck routes Contra Costa County: Planning, Public Works PH-2 Incorporate trees and green infrastructure City of Richmond: Public Works; Contra Costa County: Public Works PH-3 Prohibit truck parking and idling in neighborhoods Contra Costa County: Planning; City of Richmond: Public Works Safety S-1 Install safety improvements at intersections Contra Costa County: Public Works; City of Richmond: Public Works S-2 Reduce speeding City of Richmond: Public Works; Contra Costa County: Public Works Walking and Biking WB-1 Upgrade bikeways and connect sidewalk gaps City of Richmond: Public Works; Contra Costa County: Public Works WB-2 Install on-street Wildcat Creek Trail crossing Contra Costa County: Public Works Driving and Goods Movement DG-1 Upgrade and coordinate traffic signals City of Richmond: Public Works; CCTA Maintenance M-1 Implement cross-jurisdictional maintenance program Contra Costa County: Public Works; City of Richmond: Public Works Transit T-1 Improve access to the Richmond Parkway Transit Center AC Transit; City of Richmond: Public Works; MTC Table 4: Priority Strategies Implementation Plan IMPLEMENTING THE PRIORITY STRATEGIES Given the regional and economic importance and 9-mile span of the Parkway, implementation will require multi-jurisdictional efforts and substantial funding. Table 4 highlights partnership opportunities and jurisdictional responsibility for each of the priority strategies introduced in Chapter 5. For each priority strategy, lead agencies, coordinating agencies, cost estimates, and completion timeframes for delivering the strategy are listed. Completion timeframe covers program development. Additional costs will vary depending on program development. 1. Assumes a 4% inflation rate with construction occurring in 2030. Some costs may be duplicated across strategies, such as landscaping under PH-2 and landscape separated bikeways under WB-1, and cameras under PH-1 and traffic signal upgrades under DG-1. 2. See Appendix F for more details on cost estimates. 3. Funding already secured via CNRA Urban Greening Grant for tree 82 CategoryIDStrategy NameLead Agencies Coordinating Agencies Cost Estimate1,2 Completion Timeframe Target PH-1Implement new truck routesContra Costa County: Planning, Public Works WCCTC, CHP, Caltrans, City of San Pablo, City of Richmond Planning: $40,000 Truck monitoring/enforcement camera: $30,000 per location, a total of 23 signals along the corridor 0-2 years PH-2Incorporate trees and green infrastructure City of Richmond: Public Works; Contra Costa County: Public Works Groundwork Richmond, Contra Costa County: Planning $2,900,000 to $7,420,000 per mile2, 3 Ongoing PH-3Prohibit truck parking and idling in neighborhoods Contra Costa County: Planning; City of Richmond: Public Works BAAQMD, City of Richmond: Planning, Contra Costa County: Planning, CHP Planning: $5,000 Sign installation: $700 per sign 0-2 years Safety S-1Install safety improvements at intersections Contra Costa County: Public Works; City of Richmond: Public Works Caltrans, MTC, West County Wastewater, CCTA $1,100,000 per intersection 6-10 years S-2Reduce speedingCity of Richmond: Public Works; Contra Costa County: Public Works City of Richmond: PD, CHP Speed limit study: $10,000 Speed signs: $55,000 per location4 0-2 years Walking and Biking WB-1Upgrade bikeways and connect sidewalk gaps City of Richmond: Public Works; Contra Costa County: Public Works MTC, CCTA, WCCTC, City of Pinole, EBRPD Sidewalks: $4,400,000 per mile Separated Bikeways: $18,000,000 per mile Bay Trail: $7,960,0005 6-10 years WB-2Install on-street Wildcat Creek Trail crossingContra Costa County: Public Works EBRPD, City of Richmond: Public Works, MTC, West County Wastewater, WCCTC $2,560,000 3-5 years Driving and Goods MovementDG-1Upgrade and coordinate traffic signals City of Richmond: Public Works; CCTA Caltrans $5,500,000 for the corridor (23 intersections)3-5 years MaintenanceM-1Implement cross-jurisdictional maintenance program Contra Costa County: Public Works; City of Richmond: Public Works CCTA, WCCTC Pavement treatment: $32,790,000 General maintenance: $483,100 annually 0-4 years TransitT-1Improve access to the Richmond Parkway Transit Center AC Transit; City of Richmond: Public Works; MTC Caltrans, CCTA, WestCAT, WCCTC Parkway bus stops and pedestrian connection: $1,297,000 Bicycle lockers: $55,500 3-5 years Agencies identified as lead are charged with advancing the assigned strategies and ensuring adequate funding and staffing for implementation. Coordinating agencies may have prior planning knowledge or funding streams valuable for implementation, be working on similar efforts or efforts affected by the strategy, or have a role in post-implementation operation. For example, MTC and East Bay Regional Parks District (EBRPD) could have a role in identifying funding for Bay Trail improvements in strategy WB-1. These priority strategies will bring substantial improvements to the corridor and lead agencies can look for opportunities to initiate these strategies immediately regardless of target completion timeframe. planting along Richmond Parkway adjacent to Atchison Village and in North Richmond. Other segments require funding. Low end of range assumes general landscaping only, while high end of range assumes bioretention with landscaping. 4. Speed cameras currently not permitted under state law. Costs to be determined when legalized. 5. Includes cost of Bay Trail realignment between Gertrude Avenue and Hensley Street and path widening between Parr Boulevard and Gertrude Avenue. Implementation and Funding | 83 RICHMOND PARKWAY TRANSPORTATION PLAN Action Priority Strategy ID(s)Next Steps Future Steps Advance 35% design concept for northern segment of Richmond Parkway1 PH-2 S-1 S-2 WB-1 WB-2 T-1 Pursue grant funding sources that cover multiple strategy categories, such as RAISE Grant, RM3, and OBAG, to finalize design and construct project.2 Pursue funding for concept development for remaining segments of the Parkway and Bay Trail. Implement new truck routes PH-1 Given low implementation cost, assess existing staffing capacity and City/County funding sources to advance planning component. Apply for funding if needed.2Prohibit truck parking and idling PH-3 Upgrade and coordinate traffic signals DG-1 Confirm previously-studied recommendations from the 2019 Program for Arterial System Synchronization (PASS) Report. Apply for funding2 and advocate for inclusion in CCTA's Countywide Smart Signals Project. Implement Roadway Pavement and Maintenance Management Program M-1 Confirm the City and County’s interest in pursuing the action by approving an MOU to advance the program. Negotiate agreement and determine guidelines for program development. To advance the priority strategies in the near-term, Table 5 includes immediate next steps for lead agencies to undertake as well as future steps. WCCTC and CCTA may assist with preparing grant applications, but lead agencies should also consider short-term mitigation measures for safety and accessibility through existing City/County programs. Due to the length of the corridor, capital improvement strategies should be grouped by corridor segment and assembled as packages for funding applications. For example, Appendix D includes a 35% design concept for a landscape separated bikeway on the northern segment of Richmond Parkway, which incorporates multiple priority strategies. Lead agencies can use the design concept to pursue funding in the near-term to address several existing challenges on this segment, including a concentration of speed-related injury collisions, absence of separated bikeways connecting to the Richmond Parkway Transit Center (RPTC), and an indirect bus connection to the RPTC. Table 5: Priority Strategies Implementation Next Steps 1. Segment includes Richmond Parkway between San Pablo Avenue and the entrance to the Pinole Vista Shopping Center. The segment carries multiple bus routes and bike lanes, connects to the Richmond Parkway Transit Center, and borders Equity Priority Community census tracts. See Appendix D for the 35% design concept. 2. List of potential funding sources by priority strategy is provided in Appendix E. WCCTC and CCTA may assist with preparing grant applications.84 POTENTIAL CURRENT FUNDING SOURCES To fully implement the many strategies in this plan, substantial funding will be needed. A full list of potential funding sources is provided in Appendix E. A sample of current federal, state, and regional funding sources that are aligned with multiple priority strategy categories are presented below. Changes in presidential administrations may effect the availability of some funding sources. Bay Trail at the intersection of Hilltop Drive and Richmond Parkway. RAISE grants are awarded to surface transportation projects that are consistent with the Department’s strategic goals and will have significant local or regional impact. Next Cycle: FY2025 When to Apply: Early 2025 Maximum Amount: $25M per project Funding Source: Rebuilding American Infrastructure with Sustainability and Equity Grant Program (RAISE) Federal State Regional Administered By: Lead Agencies: Contra Costa County City of Richmond Applicable Strategies: WB-1 T-1DG-1 U.S. Department of Transportation Office of the Secretary S-1 Implementation and Funding | 85 RICHMOND PARKWAY TRANSPORTATION PLAN RM3 provides funding for a comprehensive suite of highway and transit improvements through an increase of tolls on the San Francisco Bay Area’s seven state-owned toll bridges. RM3 has about $10 million that could be allocated to the priority strategies. Next Cycle: Monthly When to Apply: Monthly Maximum Amount: $160M for Goods Movement, $150M for Bay Trail and Safe Routes to Transit Funding Source: Federal State Regional Local Highway Safety Improvement Program (HSIP) The HSIP Program funds work on any public road or publicly owned bicycle or pedestrian pathway or trail, or on tribal lands for general use of tribal members, that improves the safety for its users. Next Cycle: Cycle 13 When to Apply: As early as May 2026 Maximum Amount: $10M per project Funding Source: Administered By: Applicable Strategies: WB-1 Federal State Regional Caltrans Division of Local Assistance S-1 S-2 Lead Agencies: Contra Costa County City of Richmond Regional Measure 3 (RM3) Administered By: Applicable Strategies: WB-1 DG-1 PH-1 WB-2 Metropolitan Transportation Commission S-1 T-1 Lead Agencies: Contra Costa County Contra Costa Transportation Authority City of Richmond 86 Local Partnership Program Formula & Competitive Programs (LPP) The LPP Program provides funding to local and regional agencies to improve aging infrastructure, road conditions, active transportation, transit and rail, and health and safety benefits. Next Cycle: 2026 When to Apply: Fall 2026 Maximum Amount: $25M per project Funding Source: Administered By: Applicable Strategies: WB-1 T-1 WB-2 Federal State Regional M-1 S-1 Lead Agencies: Contra Costa Transportation Authority City of Richmond Caltrans Division of Local Assistance California Transportation Commission One Bay Area Grant Program (OBAG) The One Bay Area Grant (OBAG), now in its third iteration, distributes federal transportation funding from the Federal Highway Administration to projects and programs that improve safety, spur economic development and help the Bay Area meet climate change and air quality improvement goals. Next Cycle: OBAG 4 When to Apply: As early as 2026 Maximum Amount: $47.3M for Contra Costa County for 2023-2026 Funding Source: Administered By: Applicable Strategies: WB-1 DG-1 PH-2 WB-2 Federal State Regional Metropolitan Transportation Commission Contra Costa Transportation Authority T-1 S-1 Lead Agencies: Contra Costa County Contra Costa Transportation Authority City of Richmond Implementation and Funding | 87 RICHMOND PARKWAY TRANSPORTATION PLAN POTENTIAL FUTURE FUNDING SOURCES Since the Richmond Parkway is a regional facility, funding streams paid for by regional users should be considered. Potential future funding sources may include a new sales tax, regional measure, Enhanced Infrastructure Financing District (EIFD), and/or Benefit Assessment District. These options are described on the following pages. These tools could provide long-term, stable funding sources for priority strategies that require ongoing efforts, such as maintenance. Electeds and staff at the City of Richmond, Contra Costa County, and WCCTC will need to continue to advocate for project inclusion in future expenditure plans. Faded crosswalk and degraded pavement at Goodrick Avenue and Richmond Parkway. 88 Regional Measures Potential Regional Transportation Measure for 2026 A new transportation revenue measure for the Bay Area is being crafted and may be on a future ballot as early as November 2026. The measure is expected to generate at least $1 billion annually and is currently considering a wide range of options for its revenue source. Source: Toll station, East Bay Times (2023) Walking and Biking Safety Maintenance Driving and Goods Movement Transit A new Bay Area-wide regional measure such as a sales tax, property tax, or increased tolls could fund transportation projects included in an Expenditure Plan. Potential Sponsors: Metropolitan Transportation Commission Contra Costa Transportation Authority Applicable Strategy Categories: Transportation Sales Tax A new Contra Costa transportation sales tax would generate stable funding for capital and operating uses laid out in an Expenditure Plan. Approval of the sales tax requires a ballot measure with two-thirds voter support. Potential Sponsors: Contra Costa Transportation Authority City of Richmond Applicable Strategy Categories: Contra Costa County Measure J In November 2004, Contra Costa voters approved Measure J with a 71% vote. The measure provided for the continuation of the county’s half-cent transportation sales tax for 25 more years beyond the original expiration date of 2009. The tax revenues fund a voter- approved Expenditure Plan of transportation programs and projects. Measure C, the precursor to Measure J passed in 1988, was used to construct the Parkway. Source: Smart Signal Project, Contra Costa Transportation Authority (2024) Walking and Biking Safety Maintenance Driving and Goods Movement Transit Public Health Implementation and Funding | 89 RICHMOND PARKWAY TRANSPORTATION PLAN Benefits Assessment Districts Hilltop Landscape Maintenance Assessment District The City of Richmond’s Hilltop Landscape Maintenance Assessment District provides maintenance and servicing of landscaping in three zones located in the northern area of Richmond. This section of Lakeside Drive just south of Richmond Parkway is part of the District and serviced by this Benefit Assessment District. Source: Lakeside Drive, Google Maps (2022)Maintenance Benefit Assessment Districts are established for a specific geographic area that receives a special benefit from public improvements and services, such as lighting and landscaping. Districts are funded through a property assessment and as a result require majority voter approval from impacted property owners. Potential Sponsors: City of Richmond Contra Costa County Applicable Strategy Categories: Public Health Enhanced Infrastructure Financing District (EIFD) City of Placentia/County of Orange EIFD The City of Placentia and County of Orange formed the first city and county partnership EIFD in 2019. The EIFD was formed to fund transit-supportive and housing-supportive infrastructure in the communities to the north and south of the upcoming Placentia Metrolink Station. Source: Placentia Metrolink Station rendering, City of Placentia EIFD StoryMap, SCAG (2024) Walking and Biking EIFDs allow for a separate government entity to be created by a city and/or county within a defined area to finance infrastructure projects with community-wide benefits. EIFDs use tax increment financing to reallocate a portion of future property taxes to fund infrastructure projects, meaning this option does not increase taxes or require voter approval. Further analysis is needed to understand the costs and benefits of this funding option. Potential Sponsors: Contra Costa County City of Richmond Applicable Strategy Categories: Maintenance Transit Public Health RICHMOND PARKWAY TRANSPORTATION PLAN 90 Appendix A: Community Engagement Summary Notes Appendix A: Community Engagement Summary Notes | 91 RICHMOND PARKWAY TRANSPORTATION PLAN 2201 Broadway | Suite 602 | Oakland, CA 94612 | (510) 834-3200 | Fax (510) 253-0059 www.fehrandpeers.com Memorandum Subject: RPTP Phase 1 Engagement Summary OK23-0506 Phase 1 of the Richmond Parkway Transportation Plan (RPTP) engagement focused on identifying and confirming needs. The goals of this phase were to: • Share information about the RPTP’s purpose, process, and desired outcomes • Connect with Equity Priority Community residents who live near or use Richmond Parkway • Confirm understanding of existing challenges and experiences using Richmond Parkway • Hear concerns and new ideas from members of the public This phase consisted of both in-person and digital strategies to reach a range of community members along the corridor between August and September 2023. This memorandum provides an overview of the Phase 1 engagement process and summarizes the feedback received. Phase 1 Engagement Overview Phase 1 Engagement consisted of the following strategies: 1. Pop-Ups (3) 2. Neighborhood Council Meetings (3) 3. Online Webmap (1) 4. Public Advisory Group (PAG) Meeting (2) 5. WCCTAC Board Meeting (2) The project team also considered hosting a bike ride along the Bay Trail to collect feedback, however, MTC and Rich City Rides led a total of three bike rides in this area on April 30th, May 28th, and August 17th, 2023. Given the number of rides already hosted in the area, the project 92 Leah Greenblat October 19, 2023 Page 2 of 9 team elected to forgo the ride activity and requested that MTC and Rich City Rides share feedback received. To publicize the engagement opportunities #1-3 above, the project team developed social media ads through WCCTAC’s Facebook page in both English and Spanish, sent emails to the Technical Advisory Committee, PAG members, and neighborhood council contacts, and released a notice to the Executive Director Reports for the WCCTAC Board. The strategies and community members reached are described in further detail below. Pop-Up Events The RPTP project team coordinated and attended three pop-up events during this Phase. The following includes a description of each pop-up event: • North Richmond Flea Market (North Richmond) o Location: 716 W Gertrude Avenue o Date/Time: Sunday August 6, 2023, 10:30a-2:30p o Total Attendance: 38, 89% Spanish o Total Comments: 68 • Thrive Thursdays (Coronado) o Location: Martin Luther King, Jr. Park at Harbour Way and Virginia Avenue o Date/Time: Thursday, August 10, 2023, 6:30PM – 8:00 PM o Total Attendance: 12, 25% Spanish o Total Comments: 41 • Wal-Mart Pop-Up (Hilltop) o Location: 1400 Hilltop Mall Rd, Richmond, CA 94806 o Date/Time: Saturday August 19, 2023, 12p-4p (when foot traffic is highest) o Total Attendance: 34, 17.6% Spanish o Total Comments: 61 Three boards were utilized for pop-up engagement to visualize existing conditions findings and to collect feedback from community members. Overall, the project team connected with 84 people and collected 170 comments. At least one Spanish-speaking staff was present at each event and just over half (51%) of participants were Spanish speakers. Responses Breakdown The RPTP team collected feedback during the pop-up events and found that most comments received were related to safety or driving/goods movement. One of the top sub-categories for driving/goods movement was congestion, whereas biking and walking comments primarily concerned wayfinding and signage. Of the “Other” category, the most common sub-category comments were related to cleanliness and landscaping along the Parkway. Regarding public health, air quality was the most common sub-category while speed management was the top Appendix A: Community Engagement Summary Notes | 93 RICHMOND PARKWAY TRANSPORTATION PLAN Leah Greenblat October 19, 2023 Page 3 of 9 sub-category for safety. Finally, transit related comments expressed a common desire for more transit service and connections. Figure 1 shows the overall distribution of the different categories of comments received at pop-ups. Figure 1: Distribution of Pop-up Comments by Category Source: Fehr & Peers, 2023. Webmap The webmap was hosted on Social Pinpoint between June 15th and September 4th, 2023. Users could drop pins in the webmap and leave a location-specific comment related to the following categories: • Biking • Walking • Driving • Transit • Other A total of 87 people provided 129 comments digitally. As seen in Figure 2, 109 comments were received on the webmap, while the remaining comments were collected from responses left on the Facebook ad post. 17% 25% 15% 4% 29% 10% Biking and Walking Driving and Goods Movement Other Public Health Safety Transit 94 Leah Greenblat October 19, 2023 Page 4 of 9 Figure 2: Webmap Performance Summary Responses Breakdown Nearly half of the comments were driving/truck related, of which approximately a third of the comments regarded general safety and speeding. More than a fourth of all comments relate to roadway conditions/comfort using the Parkway. Multiple landscaping comments mention trees blocking signals and creating hard braking incidents. Figure 3 shows the distribution of Webmap comments by category. Figure 3: Distribution of Webmap Comments by Category Source: Fehr & Peers, 2023. 48% 13% 17% 6% 16% Driving/Goods Comment Walking Comment Biking Comment Transit Comment Other Feedback Appendix A: Community Engagement Summary Notes | 95 RICHMOND PARKWAY TRANSPORTATION PLAN Leah Greenblat October 19, 2023 Page 5 of 9 Community Meeting Events The RPTP project team presented at three community meetings in neighborhoods near/along Richmond Parkway. These include: • North Richmond Municipal Advisory Council (North Richmond) o Location: North Richmond Senior Center, 515 Silver Avenue, Richmond CA 94801 o Date/Time: Tuesday, September 5, 2023, 5:00p-7:00p • Parchester Village Neighborhood Council (Parchester Village) o Virtual over Zoom o Date/Time: Tuesday, September 12, 2023, 7:00p • Iron Triangle Neighborhood Council Meeting (Iron Triangle) o Location: 598 Nevin Avenue, Richmond, CA 94801 o Date/Time: Wednesday, September 20, 2023, 5:30p-7:30p There were comments regarding debris on sidewalks and roadways, as well as calls for infrastructure that improve biking and pedestrian connectivity, increased signage, and better signal coordination. Many comments expressed concern about speeding cars and unsafe driving behavior along the Parkway. Congestion was brought up as another issue along the Parkway, especially due to the large truck volumes. Aside from collision safety, public health impacts from toxic diesel were stated as equally problematic. In regard to project implementation, residents suggested hiring local residents. Public Advisory Group The Public Advisory Group (PAG) meeting for Phase 1 was held on September 21, 2023, though the group previously met once in Phase 0 in June 2023 to provide guidance on the draft Public Engagement Plan. While the Phase 1 meeting focused on existing conditions, feedback relevant to potential strategies was received in both meetings. In Phase 1, following a presentation on existing and future conditions findings, PAG members primarily discussed topics related to safety, maintenance, truck volumes, and community-serving solutions. Regarding trucking impacts, participants noted that a transition to electric fleets would require electrification infrastructure, such as charging stations, along the corridor. One member shared that despite a grant to invest in this, there is difficulty in acquiring the necessary equipment due to material shortages. Another member expressed the community’s concern of trucks cutting through the neighborhoods and briefly touched upon approved projects that involve truck electrification and truck-specific routes to encourage use of Parkway. The topic of electrification also brought about discussion of addressing pollution as a public health concern, to which green infrastructure and planting trees were suggested as mitigation strategies that could also contribute to beautification of the Parkway. Regarding safety, there were suggestions of adjusting signal cycle lengths to curb impatient driving behavior and discussion of methods of slow vehicle speeds. Light indications for crosswalks and blinking pavement lights were suggested for pedestrian safety. Safety and public 96 Leah Greenblat October 19, 2023 Page 6 of 9 beautification suggested as good strategies to consider in the process of addressing these priorities. Relevant feedback heard in Phase 0 included concerns about gaps in the pedestrian and bicycle networks due to a lack of facilities and outdated equipment. Regarding trucking, there were suggestions to request fair share contributions from distribution centers. Discussion of enforcing clean vehicle requirements also suggested a need for charging stations along the corridor to support truck electrification. WCCTAC Board The project team presented to the Board with updates on existing and future conditions findings during Phase 1 on September 29, 2023, though the group previously met once in Phase 0 in May 2023. While the Phase 1 meeting focused on existing conditions and potential strategies, feedback relevant to potential strategies was received in both meetings. Members of the board discussed trucking impacts, safety, and maintenance. Director Bana revealed plans to write to the legislature about banning newer, heavier trucks, while Director Tave suggested exploring time period limits for truck deliveries to reduce truck traffic during peak times. Director Bana added that although electrification could reduce future emissions, there should also be strategies to address existing contaminants from pollution. To address safety related to speed management, Chair Paul Fadelli (City of El Cerrito) suggested looking into lowering vehicle speeds through policies such as adjusting speed limits or designing to lower speeds. Director Cesar Zepeda (City of Richmond) emphasized the importance of bicycle safety as he shared that the Parkway experiences a high volume of fatal bicycle collisions, and that most of them are due to speeding vehicles. Director Bana also reminded the audience that beautification is a priority for Richmond. There were suggestions to incorporate more trees in the design, which could contribute to both beautification and public health efforts. Relevant comments heard in Phase 0 included feedback from Director John Gioia (Contra Costa County) who shared that increased trucking is expected due to recent approval of new fulfillment centers. He added that recent studies reveal trucks leaving the congested Parkway to travel through local roads, so there are efforts to design new facilities that produce direct routes to the Parkway. Pavement damage was another trucking concern highlighted by Director Soheila Bana (City of Richmond) and Director Chris Kelley (City of Hercules). Director H.E. Christian Peeples (AC Transit) shared that special pavement for trucks and heavy vehicles can be used to address pavement damage. Director Eduardo Martinez (City of Richmond) additionally suggested passing an extra charge on distribution companies to help with the mitigation of truck impacts. On the topic of safety, Director Anthony Tave (City of Pinole) hoped to see efforts to address pedestrian safety through signage and crosswalk repair and Director Kelley hoped to see protected bikeways and consideration for electric bikes. Director Bana and Gioia also shared hopes of bringing the Parkway up to Caltrans standard so that the corridor could be adopted by Caltrans. Due to funding constraints, they would like to see costs incorporated in the evaluation of priorities in this Appendix A: Community Engagement Summary Notes | 97 RICHMOND PARKWAY TRANSPORTATION PLAN Leah Greenblat October 19, 2023 Page 7 of 9 Phase 1 Feedback Most comments received from the public referenced four topic areas: 1. Safety a. 29% of pop-up comments b. 37% of online comments 2. Biking & Walking a. 26% of pop-up comments b. 35% of online comments 3. Congestion a. 13% of pop-up comments b. 16% of online comments 4. Maintenance & Street Beautification a. 12% of pop-up comments b. 13% of online comments A summary of feedback received on these topics is described below. Safety Safety was the top safety concern amongst pop-up and online engagement comments, and comments specifically related to speeding were common (15% of pop-up comments and 13% of online comments). PAG and Board members also expressed the desire to prioritize addressing preventable collisions. Residents cited speeding through intersections and red lights as frequent occurrences. Some specifically pointed out that the stretch of Parkway opening from two lanes to four lanes near Giant Rd often sees speeding. Other speeding hotspots noted include the North Richmond area near Parr Blvd and by I-580 and I-80. Racing has also been reported to be an issue, especially at night, between Hilltop Dr and San Pablo Ave. Furthermore, there is a noticeable lack of police presence or cameras to discourage speeding. On the other hand, drivers remarked on unsafe driving conditions due to faded or nonexistent lane striping, which made lane demarcation barely visible, especially at night. During peak period congestion, residents pointed out that drivers misuse turning lanes as a route to circumvent traffic. Some suggestions to address speed management include speed limit signs, speed bumps, and rectangular rapid flashing beacons (RRFBs). Chair Fadelli suggested adjusting the speed limit and providing better traffic enforcement. Other comments by pedestrians and bicyclists similarly were concerned about bad driving behavior and insufficient traffic enforcement. As a result, they felt that trails, bike lanes, and crosswalks were inadequate in addressing this. 98 Leah Greenblat October 19, 2023 Page 8 of 9 Biking & Walking The majority of comments related to biking and walking reflected a need for better comfort and safety while using the Parkway and the Bay Trail. Participants mentioned infrastructure issues such as missing sidewalks and curb ramps, poor accessibility to trails, and lack of signage. Director Zepeda’s comment on ADA improvements further underscores the lack of existing disability accommodations. The community found crossing the Parkway to be difficult and would like to see better crossing conditions, especially on Parr Blvd and Goodrick Ave. Bicyclists also desire better bikeway connectivity to the Parkway and to connecting streets. There was strong interest in addressing unreliable access to the Wildcat Creek tunnel. Due to the tunnel’s tendency to flood, there were requests to investigate strategies that eliminate flooding, or building an overpass that would maintain the trail’s connection across the Parkway. Sidewalk and trail repair was also requested as potholes and railroads tracks on the Bay Trail near Hensley St make it hazardous to bike over. Bicyclists stated that adding more protected and separate lanes on the Parkway, Canal Blvd, and Castro St would make them feel much safer and comfortable. Director Zepeda also emphasized the importance of addressing bicyclist safety as he called attention to the numerous crash memorials along the Parkway. Lighting was also noted to be absent or unreliable and the community asked for signalized crossing to have longer crossing times. Several members of the public stated that homeless encampments block portions of the Bay Trail and sidewalk, making walking and biking difficult. These concerns contributed to an overall sense of feeling unsafe while walking or biking along the Parkway. Congestion Congestion during peak periods was reported to be consistent on various intersections throughout the Parkway, including San Pablo Avenue, Giant Road, Canal Blvd, and 23rd Street. Comments state that congestion is particularly bad during 4:00-7:00PM and identified the signals at the San Pablo Ave intersection to be problematic and a source of traffic back up. There were suggestions to improve and adjust signals for congestion, such as better detection, coordination, and shorter signal cycle lengths. As a result of congestion, residents stated they sometimes take local roads instead. The community and WCCTAC board would also like to see truck traffic in the area addressed. Discouraging trucks from cutting through neighborhoods was desired, as well as reducing the public health impacts from trucks. The Board offered a variety of solutions, including truck- specific routes, hour restrictions for trucks, and passing extra charges on distribution companies. Truck electrification was discussed extensively during the WCCTAC Board and PAG meetings as methods of emissions reductions in the future. A recurring suggestion throughout these meetings is incorporation of trees in design to mitigate air quality impacts to nearby residential areas from congestion. Appendix A: Community Engagement Summary Notes | 99 RICHMOND PARKWAY TRANSPORTATION PLAN Leah Greenblat October 19, 2023 Page 9 of 9 Maintenance There were strong desires to improve street maintenance as pedestrians, bicyclists, and drivers all experience hindrances that prevent comfortable navigation of the Parkway. Garbage and overgrown landscaping on the sidewalks and bike lanes pose safety hazards for people walking and biking. Additional trees and greening could also allow for better shade and contribute to overall beautification of the Parkway, which Director Bana and Zepeda confirmed was one of Richmond’s priorities. Director Bana added that this could be a good way to capture diesel pollutants. Drivers requested overgrown trees to be cut back as they block traffic signals and street lights or obstruct view of the intersection corners, contributing to hard braking incidents. Faded and missing lane striping on the Parkway also make it difficult for drivers to stay in their lanes. Commenters further noted that trucks contribute significantly to poor pavement conditions and discussed the possibility of special pavement as a mitigation method. Other Transit was not one of the most common topics, but some commenters suggested providing better transit frequency and improving transit reliability on the Parkway. A few participants also noted the poor conditions of bus stops on and near the Parkway. Members of the public have expressed frustration that despite multiple planning efforts, there is a lack of project implementation. Additionally, at the Iron Triangle Neighborhood Council meeting, several public speakers and council members expressed strong interest in requiring local hiring for any project implementation. 100 2201 Broadway | Suite 602 | Oakland, CA 94612 | (510) 834-3200 | Fax (510) 253-0059 www.fehrandpeers.com Memorandum Subject: RPTP Phase 2 Engagement Summary OK23-0506 Phase 2 of the Richmond Parkway Transportation Plan (RPTP) engagement focused on receiving feedback on the draft strategies, including which strategies to prioritize. The goals of this phase were to: • Share information about the RPTP’s purpose, process, and desired outcomes • Connect with Equity Priority Community residents who live near or use Richmond Parkway • Confirm draft strategies respond to existing challenges and experiences using Richmond Parkway • Hear preferences about which strategies to prioritize This phase consisted of both in-person and digital strategies to reach a range of community members along the corridor between March and April 2024. This memorandum provides an overview of the Phase 2 engagement process and summarizes the feedback received. Phase 2 Engagement Overview Phase 2 Engagement consisted of the following engagement methods: 1. Public Advisory Group (PAG) Meeting (1) 2. WCCTAC Board Meeting (1) 3. Pop-Ups (2) 4. Community Meetings (4) 5. Online Survey (1) Appendix A: Community Engagement Summary Notes | 101 RICHMOND PARKWAY TRANSPORTATION PLAN Leah Greenblat May 24, 2024 Page 2 of 10 To publicize the engagement opportunities #3-5 above, the project team developed social media ads through WCCTAC’s Facebook page in both English and Spanish and posted the details on the project webpage. For each engagement method the strategies were presented in the following categories: 1. Driving and Goods Movement: Strategies that encourage carpooling, optimize signal timing, and improve wayfinding for drivers. 2. Maintenance: Strategies that holistically address corridor and Bay Trail maintenance and reduce illegal dumping. 3. Public Health: Strategies that reduce truck cut-through traffic and reduce or capture vehicle emissions. 4. Safety: Strategies that reduce vehicle speeds, address intersection conflict points, and prioritize emergency vehicle access. 5. Transit: Strategies that improve access and circulation at the Richmond Parkway Transit Center and support and encourage transit ridership. 6. Walking and Biking: Strategies that support comfortable walking and biking on the Parkway and the Bay Trail. The strategies and community members reached are described in further detail below. Public Advisory Group The 3rd Public Advisory Group (PAG) meeting was held on February 22, 2024 as part of Phase 2 Engagement. Following a presentation on the draft strategies and Phase 2 Engagement Plan, the RPTP team requested feedback from participants. The PAG members primarily discussed strategies related to trucking and bicycling. Although the PAG members generally expressed support for the draft strategies, members believed some trucking strategies would need to be implemented thoughtfully. One member shared that rerouting truck traffic is difficult and would need the City and County involvement to vet truck route updates. Another concern was the possibility of increased truck traffic when converting from diesel to electric trucks. Some members expressed strong support for the walking and biking strategies as they currently found these modes to be uncomfortable on the Parkway. Another member hoped that proposed upgrades to on-street bikeways would go beyond striping and painting and incorporate physical buffers. The City of Richmond’s new e-bike bikeshare program was also suggested to be incorporated into the strategies. Members would also like to receive updates on available grants that the City and County could secure. WCCTAC Board The 3rd WCCTAC Board meeting presentation occurred on March 22, 2024 and focused on the draft strategies. Members of the board wanted to see strategies in the Safety, Driving and Goods 102 Leah Greenblat May 24, 2024 Page 3 of 10 Movement, and Public Health categories prioritized and discussed the feasibility and funding of various strategies. Board members highlighted Safety as a very important category due to speeding on the Parkway and several WCCTAC Directors expressed strong interest in enforcement against speeding, especially speed cameras. Driving and Goods Movement discussion centered around the enforcement of carpool lanes. A WCCTAC Director shared they may not be effective without proper enforcement and that in person enforcement can be dangerous on a road with such high speeds. There were also suggestions to add lighting to vehicle-oriented wayfinding signage due to low visibility at night. Another WCCTAC Director supported the strategy to coordinate signals during the peak period and further suggested leaving the signals uncoordinated during off-peak periods due to high speeds during this time. Comments related to Public Health primarily focused on trucking and incorporation of electric vehicle infrastructure. To help fund ongoing maintenance, a WCCTAC Director raised the possibility of enforcing a special tax on trucks based on their size or weight. There was also interest in new electric vehicle technology involving pad charging stations, which also received support from Director Peeples (AC Transit), as they are expecting to run battery electric buses in the future. Finally, for the topic of Transit strategies, a WCCTAC Director emphasized the importance of improving access to the Richmond Parkway Transit Center for pedestrians and bicyclists. Some board members emphasized how the Wildcat Creek Trail overpass strategy (as opposed to the on-street crossing alternative) would be costly, although members of the public, including Urban Tilth and the North Richmond Shoreline Levy Project, indicated heavy interest in this strategy due to flooding in that area. For Walking and Biking, Director Peeples (AC Transit) also asked for consideration of paratransit access when proposing separated bikeways and suggested using AC Transit’s guidelines on multi-modal design as a reference. The board members also shared feedback on how the strategies should be prioritized. A WCCTAC Director agreed with the goals alignment levels assigned to the strategies and suggested prioritization of strategies based on that assignment. Another WCCTAC Director noted that cost of projects should be considered as part of the prioritization process to favor strategies that can be implemented with fewer resources. There were further suggestions to prioritize strategies with the greatest effectiveness in the near-term and can be accomplished in the next five to ten years. Another WCCTAC Director recommended investigating relevant ongoing projects that could incorporate some strategies, allowing these strategies to be immediately started and providing a funding source. An example provided was the incorporation of the urban greening strategy into an existing landscaping project led by a special assessment district for a section of the Richmond Parkway. Appendix A: Community Engagement Summary Notes | 103 RICHMOND PARKWAY TRANSPORTATION PLAN Leah Greenblat May 24, 2024 Page 4 of 10 Pop-Up Events The RPTP project team coordinated and attended two pop-up events during this Phase. The following includes a description of each pop-up event: • North Richmond Flea Market o Location: 716 W Gertrude Avenue o Date/Time: Sunday March 24, 2024, 10:30AM-2:30PM o Total Attendance: 23, 78% Spanish • North Richmond’s Earth Day Festival o Location: Shields-Reid Park, 1410 Kelsey Street o Date/Time: Saturday, April 20, 2024, 8:30AM – 12:30 PM o Total Attendance: 35, 29% Spanish Three boards were utilized for pop-up engagement to visualize draft strategies and collect votes for draft strategies that the participants would most like to see. Participants were asked to vote for their top five strategies and could vote for the same strategy more than once. They were also able leave comments about any strategies that they felt were missing. Overall, the project team connected with 58 people and received a total of 235 votes. At least one Spanish-speaking staff was present at each event and nearly half (48%) of participants were Spanish speakers. Responses Breakdown Figure 1 shows the overall distribution of strategy votes by category. The top three strategy categories based on the votes received were Public Health, Maintenance, and Safety. Within the Public Health category, the most popular strategies included expanding urban greening and prohibiting truck parking and idling in neighborhoods. Maintenance strategies that were most popular pertained to illegal dumping, formalizing a cross-jurisdictional roadway maintenance program, and incorporating the latest signal technology. Under Safety, the voting results indicated a preference for reducing speeding and monitoring high-risk intersections for unsafe driving behavior. Top voted strategies in other categories included upgrading on-street facilities for walking and biking, improving biking and walking access to the Richmond Parkway Transit Center, and coordinating traffic signals. 104 Leah Greenblat May 24, 2024 Page 5 of 10 Figure 1: Distribution of Pop-Up Votes by Category Source: Fehr & Peers, 2024. In addition to strategy voting, participants were able to leave open comments. Most open comments suggested a strategy regarding improved lighting conditions, though lighting would be incorporated into existing strategies related to intersection- and segment-level design improvements. A few other comments expressed support for the draft strategies, particularly for speed reduction and maintenance as they either pointed out specific locations experiencing the problems that these strategies addressed or expressed desire for continued maintenance efforts. A few comments also noted support for Transit strategies, particularly improved bus comfort and publicizing transit information. Online Survey The survey was hosted on Social Pinpoint between March 11th and April 29th, 2024. Users could select categories that they were most interested in and rank strategies in the selected categories. The survey received a total of 124 responses. Responses Breakdown Participants were asked to select a minimum of two out of six strategy categories that they were most interested in. Based on the responses to this question, the top three categories selected were: Walking and Biking (27%), Safety (23%), and Maintenance (15%). Figure 3 shows this distribution of votes by category. 22% 19% 17% 16% 14% 12%Public Health Maintenance Safety Walking and Biking Transit Driving and Goods Movement Appendix A: Community Engagement Summary Notes | 105 RICHMOND PARKWAY TRANSPORTATION PLAN Leah Greenblat May 24, 2024 Page 6 of 10 Figure 3: Distribution of Survey Votes by Category Source: Fehr & Peers, 2024 Participants were also asked to rank strategies in the categories they selected. For Walking and Biking, the top strategies included upgrading on-street walking and bicycling facilities, spot improvements to the Bay Trail, and construction of a Wildcat Creek Trail overpass. The top Safety strategies were installation of intersection safety improvements and speed reduction measures. Maintenance was selected by 15% of the responses, of which the top strategies included cross- jurisdictional management programs for roadway maintenance and the Bay Trail. Although Transit, Public Health, and Driving and Goods Movement category were in the bottom three categories of interest, the top strategies in these categories included upgrading bus stop features for Transit, urban greening for Public Health, and coordinating signals for Driving and Goods Movement. Survey Demographics Optional demographic questions were included at the end of the survey. Nearly 70% of survey respondents provided at least one response to these questions. Most respondents live in Richmond/North Richmond (60%) or San Pablo (11%). Over 65% of respondents have a household income of $100,000 or more. Additionally, nearly 70% of respondents identified as White and 16% identified as Hispanic or Latino. Given that 56% of the residents along the study corridor are Hispanic or Latino and 38% are low-income 1, the survey results are not representative of residents living adjacent to the corridor. However, the Parkway is also a regional facility serving a broader community whose preferred solutions may look different from residents living along the corridor. Thus, it is important to supplement the results of this digital engagement strategy 27% 23% 15% 13% 11% 11% Walking and Biking Safety Maintenance Transit Public Health Driving and Goods Movement 106 Leah Greenblat May 24, 2024 Page 7 of 10 with in-person feedback from nearby residents to ensure balanced recommendations that accommodate all users of the Parkway while reducing harm to equity priority populations along the corridor. Community Meetings The RPTP project team presented at four community meetings in neighborhoods near/along Richmond Parkway. These include: • Parchester Village Neighborhood Council (Parchester Village) o Virtual over Zoom o Date/Time: Tuesday, March 12, 2024, 7:00PM • North Richmond Municipal Advisory Council (North Richmond) o Location: North Richmond Senior Center, 515 Silver Avenue, Richmond CA 94801 o Date/Time: Tuesday, April 2, 2024, 5:00PM-7:00PM • City of Richmond District 2 Meeting (Santa Fe) o Location: Bridge Art Space, 23 Maine Avenue, Richmond CA 94804 o Date/Time: Saturday, April 6, 2024, 10:00AM-12:00PM • Iron Triangle Neighborhood Council Meeting (Iron Triangle) o Location: 598 Nevin Avenue, Richmond, CA 94801 o Date/Time: Wednesday, April 17, 2024, 5:30PM-7:30PM Feedback received in the community meetings revealed the following categories to be highest priority: Safety, Maintenance, and Public Health. Community members were concerned about safety related to speeding and wanted traffic calming on the Parkway. Another Safety concern related to personal safety with requests for improved lighting and camera enforcement. For Maintenance, participants discussed the need for roadway repaving and sidewalk repair. For Public Health, truck impacts were a common topic, including negative impacts to roadway pavement, traffic, driving safety, and air quality. Community members in North Richmond asked to be continually included in the discussion of all truck-related strategies, such as location of truck routes and truck enforcement. Additionally, the Wildcat Creek Trail Overpass strategy was repeatedly emphasized as a heavily desired project in multiple meetings. Community members in Iron Triangle added concerns regarding personal safety when using the overpass. They suggested locking up entrances at night and/or adding an emergency button, but felt that this would be insufficient with slow response time. Strategy voting was conducted at the District 2 meeting, which produced results suggesting Maintenance, Transit, and Driving and Goods Movement as top categories. Maintenance received one-fourth of the votes while the other two categories each received 17% of the votes. Within the Maintenance category, there were equal votes for upgrading signal technology, discouraging illegal dumping, and implementation of a roadway maintenance management program. The top Appendix A: Community Engagement Summary Notes | 107 RICHMOND PARKWAY TRANSPORTATION PLAN Leah Greenblat May 24, 2024 Page 8 of 10 Transit strategy was publicizing transit options and information while the top Driving and Goods Movement strategy was coordination of traffic signals. Phase 2 Feedback Based on a review of feedback received across all engagement opportunities, the top four draft strategy categories include Public Health, Safety, Maintenance, and Walking and Biking. The distribution of votes from the pop-ups and online survey were both considered, though greater weight was given to the pop-up votes given the feedback from equity priority populations living along the corridor. Due to the open-ended nature of the WCCTAC Board and Community Meetings, the results of these discussions were qualitatively measured in terms of level of support.2 The draft strategy categories, ranked in order of greatest preference to least based on all engagement activities, were: 1. Public Health a. 22% of votes at pop-ups b. 11% of votes on online survey c. Strong support from the WCCTAC Board d. Strong support at Community Meetings 2. Safety a. 17% of votes at pop-ups b. 23% of votes on online survey c. Strong support from the WCCTAC Board d. Strong support at Community Meetings 3. Maintenance a. 19% of votes at pop-up b. 15% of votes on online survey c. Moderate support from the WCCTAC Board d. Moderate support at Community Meetings 4. Walking and Biking a. 16% of votes at pop-ups b. 27% of votes on online survey c. Limited discussion from the WCCTAC Board d. Moderate support at Community Meetings 5. Transit a. 14% of votes at pop-ups b. 13% of votes on online survey c. Limited discussion from the WCCTAC Board d. Limited discussion at Community Meetings 2 Attendees at the City of Richmond District 2 meeting were able to vote on strategies via boards. These 108 Leah Greenblat May 24, 2024 Page 9 of 10 6. Driving and Goods Movement a. 12% of votes at pop-ups b. 11% of votes on online survey c. Strong support from WCCTAC Board d. Limited discussion at Community Meetings A summary of feedback received on these categories is described below. Public Health Public Health was the top category at pop-ups and received 11% of the survey votes in online engagement. This category was also repeatedly discussed at community meetings, the PAG meeting, and the Board meeting. Conversations on Public Health typically focused on truck- related strategies. Participants at community meetings were interested in reducing truck traffic in neighborhoods and reducing emissions. PAG members were interested in these strategies but noted potential difficulties in implementing them. Board members were particularly interested in electric vehicle infrastructure and briefly discussed the issue of truck traffic as truck-generating uses continue to develop along the Parkway. Aside from trucking, urban greening was also a strategy that received support across most engagement events. It was the top Public Health strategy at pop-ups and was strongly supported by a member of the WCCTC Board. Safety Safety was the third most popular category in strategy voting at pop-ups and received support from 23% of the survey respondents in online engagement. The Board stated that Safety is a priority category, as they echoed the same concerns as the public regarding speeding and other dangerous driving behavior along Richmond Parkway. Two strategies that stood out in online engagement and pop-up events were speed reduction measures and monitoring of high-risk intersections. The Board discussed methods of enforcing these strategies, specifically installation of cameras and other automated methods. A WCCTAC Director also highlighted the importance of the Emergency Vehicle Preemption strategy. Members at the Iron Triangle community meeting shared concerns of personal safety due to criminal activity and requested improved lighting, which was also a popular comment at the community meeting in Parchester Village and pop-ups. Maintenance Maintenance was the second most popular category at pop-up events and received 15% of the votes in the online survey. Recurring strategies that received the most support was implementation of cross-jurisdictional management programs for roadway maintenance and the Bay Trail. Discouraging illegal dumping received a substantial amount of support at pop-ups and there were multiple open comments from the participants asking for continued maintenance of the roadway and abandoned buildings on and near the Parkway. Maintenance, particularly roadway maintenance, received significant support at community meetings. A WCCTAC Director Appendix A: Community Engagement Summary Notes | 109 RICHMOND PARKWAY TRANSPORTATION PLAN Leah Greenblat May 24, 2024 Page 10 of 10 also shared that the illegal dumping was a strong concern due to how costly it is and would like stronger enforcement to discourage this. Walking and Biking Walking and Biking was the fourth most popular category at pop-up events and received votes from 27% of the online survey respondents. PAG members strongly supported this category as they expressed how uncomfortable it is for pedestrians and bicyclists on Richmond Parkway and the Bay Trail. They asked for improved walking and biking infrastructure and suggested that City of Richmond’s newly launched e-bike bikeshare program could be incorporated. The strategies that received the most votes across all engagement events included upgrades to on-street facilities and the Bay Trail as well as the Wildcat Creek Trail overpass. While the Wildcat Creek Trail overpass received a lot of support from the public, the Board expressed concerns over its cost and thus preferred the signalized crossing improvements strategy instead. Transit The Transit category did not appear to be a priority category based on limited input and discussion via online engagement, pop-ups, and community meetings. However, the transit strategy to improve bicycling and walking access to the Richmond Parkway Transit Center received support from pop-up engagements and a member of the WCCTAC Board. The strategy to improve bus stop comfort was another transit strategy that received support from pop-up and online engagement. Driving and Goods Movement While engagement participants did discuss the impacts of trucks at pop-ups and Community Meetings (e.g. neighborhood emissions, pavement quality, etc.), strategies that support the movement of trucks and vehicles under the Driving and Goods Movement category received limited input from most engagement events. However, the Board discussed this topic at length. Coordinating traffic signals was a strategy that received consistent support across all engagement events and the WCCTAC Board provided some feedback how to implement this strategy. Redesigning the merge at the intersection of Richmond Parkway with Castro Street received some support in pop-ups and online engagement. The strategy to add carpool lanes in areas of high congestion was also supported by a WCCTAC Director, but the Board discussed the difficulties of enforcing these lanes. 110 2201 Broadway | Suite 602 | Oakland, CA 94612 | (510) 834-3200 | Fax (510) 253-0059 www.fehrandpeers.com Memorandum Subject: RPTP Phase 3 Engagement Summary OK23-0506 Phase 3 of the Richmond Parkway Transportation Plan (RPTP) engagement focused on receiving feedback on the priority strategies and the Draft Plan. The goals of this phase were to: • Confirm priority strategies respond to key challenges using Richmond Parkway • Understand concerns and preferences related to funding and implementation This phase consisted of both in-person and digital strategies to reach community members and policy makers between October and December 2024. This memorandum provides an overview of the Phase 3 engagement process and summarizes the feedback received. Phase 3 Engagement Overview Phase 3 Engagement consisted of the following engagement meetings and methods: 1. Public Advisory Group Meeting: October 9, 2024 2. WCCTC Board Meeting: October 25, 2024 3. Richmond City Council Meeting: November 19, 2024 4. Contra Costa County Board of Supervisors Transportation, Water, and Infrastructure Committee Meeting: December 9, 2024 5. Online Survey: November 4, 2024 through November 29, 2024 Presentations given to groups listed under #1 through #4 above focused on the priority strategies in the Draft Plan, suggested next steps for implementation, and an overview of different potential funding sources. Appendix A: Community Engagement Summary Notes | 111 RICHMOND PARKWAY TRANSPORTATION PLAN Leah Greenblat December 23, 2024 Page 2 of 5 Phase 3 Engagement Feedback Feedback received during this phase generally supported the Draft Plan priority strategies with suggestions on how to implement and fund them. A summary of feedback provided by community members and policy makers is described below. Public Advisory Group The 4th Public Advisory Group (PAG) meeting was held on October 9, 2024. Following a presentation, the project team requested feedback from participants on the priority projects and implementation strategies. The PAG members primarily discussed strategies related to trucking and active transportation. PAG members were appreciative to see strategies addressing truck-related impacts included in the priority strategy list as truck impacts continue to be a consistent topic raised in community discussions. Members noted that North Richmond community leaders would like to be involved during the implementation phase of the truck-related strategies. Some members expressed strong support for the walking and biking strategies, specifically the strategy to realign the Bay Trail between Hensley Street and Gertrude Avenue. One member noted that they supported the signalized Wildcat Creek Trail crossing strategy as an alternative to a grade separated bicycle and pedestrian crossing recommended in previous planning efforts, which would be more expensive and difficult to implement. They noted the importance of going after grant funding to advance these types of strategies. WCCTC Board The 4th WCCTAC Board meeting presentation occurred on October 25, 2024. Some members of the board supported the near-term implementation of less expensive strategies, such as the truck route update strategy and signal coordination, and strategies that could be implemented through ongoing efforts like tree planting to be able to communicate early wins with the public. Other members noted the importance of strategies that aim to protect vulnerable roadway users, like safety improvements at intersections, but recognize the relatively high cost and longer implementation horizon for these infrastructure strategies. They expressed the desire to identify opportunities to implement these types of strategies in batches and in conjunction with other strategies where feasible. Specific funding and implementation feedback recommended tapping into Regional Measure 3 funding with approximately $10M dedicated to Richmond Parkway projects. A Board member also recommended looking into Measure X to support implementation of public health strategies. One public comment was received from Bike East Bay representative Robert Prinz. Prinz recommended focusing roadway safety improvements on high demand or high collision areas 112 Leah Greenblat December 23, 2024 Page 3 of 5 and incorporating safety improvements into repaving projects. He also noted a potential need for more commuter bus service to support congestion relief in the area. Richmond City Council Meeting The project team presented to the Richmond City Council on November 19, 2024. While Councilmembers generally supported the strategies in the Draft Plan, some noted concerns with putting too much implementation responsibility on the City of Richmond given the regional- serving nature of the corridor and existing staff capacity constraints. Councilmembers discussed the desire for County and WCCTC staff to support the City in identifying, pursuing, and managing funding sources for strategy implementation. No public comment was received. Contra Costa County Board of Supervisors Transportation, Water, and Infrastructure Committee Meeting The project team presented to the Contra Costa County Board of Supervisors Transportation, Water, and Infrastructure Committee (TWIC) Meeting on December 9, 2024. The TWIC members consist of Supervisor Diane Burgis of District III and Supervisor Candace Andersen of District II. The Supervisors supported the strategies recommended in the Plan, but did not provide specific recommendations or changes to the strategies given that the study area falls outside of their districts in District I. They discussed that an important next step would be for WCCTC, City of Richmond, and County staff to identify which strategies to fund and implement first. No public comments was received. Online Survey The survey was hosted on SurveyMonkey between November 4th and November 29th, 2024. Users responded to the following four questions: 1. What’s your zip code? 2. The Draft Plan’s strategies respond to your needs and challenges on the corridor. (Multiple choice) a. Strongly Agree b. Agree c. Somewhat Agree d. Disagree e. Strongly Disagree 3. Which of the priority strategies do you want to see advanced first? (Choose up to 3) a. Public Health: Incorporate trees and greening into all infrastructure projects on the corridor b. Public Health: Update designated truck routes in North Richmond to avoid residential areas to the extent feasible Appendix A: Community Engagement Summary Notes | 113 RICHMOND PARKWAY TRANSPORTATION PLAN Leah Greenblat December 23, 2024 Page 4 of 5 c. Public Health: Implement no truck idling or parking zones near sensitive land uses d. Safety: Install safety treatments at intersections along the corridor e. Safety: Implement measures to reduce speeding and conduct a study to lower the speed limit f. Walking and Biking: Upgrade bikeways and the Bay Trail and connect sidewalk gaps g. Walking and Biking: Install on-street signalized Wildcat Creek Trail crossing h. Maintenance: Implement a cross-jurisdictional Roadway Pavement and Maintenance Management Program i. Driving and Goods Movement: Upgrade and coordinate traffic signals along the Parkway j. Transit: Improve biking and walking access to the Richmond Parkway Transit Center 4. Is there any other feedback you would like to share about the Draft Plan? (Open ended—optional) The survey received a total of 24 responses. Over half (63%) of survey responders live in zip codes that overlap the study area. Responses Breakdown Participants were asked to provide feedback on the responsiveness of all the strategies to participant needs and which priority strategies they wanted to see advanced first. Based on the responses to Question #2, over 70% of respondents agreed or strongly agreed that the Draft Plan strategies respond to their needs and challenges on the corridor, as seen in Figure 1. Based on the responses to Question #3, the top five priority strategies selected were: 1. WB-1: Upgrade bikeways and connect sidewalk gaps (n=18) 2. S-1: Safety improvements at intersections (n=11) 3. PH-2: Trees and green infrastructure (n=8) 4. S-2: Reduce speeding (n=7) 5. M-1: Implement cross-jurisdictional maintenance program (n=7) Figure 2 show the distribution of results for Questions #3. 114 Leah Greenblat December 23, 2024 Page 5 of 5 Figure 1: Survey Response to Q2 The Draft Plan’s strategies respond to your needs and challenges on the corridor. Source: Fehr & Peers, 2024 Figure 2: Top 5 Survey Responses to Q3 Which of the priority strategies do you want to see advanced first? Source: Fehr & Peers, 2024 Most open response comments reiterated the need for the strategies recommended in the Plan with major themes related to improving maintenance of the Parkway, supporting bicyclist protection along the corridor, and retiming signals. 29% 42% 21% 4%4%Strongly Agree Agree Somewhat Agree Disagree Strongly Disagree 0 2 4 6 8 10 12 14 16 18 WB-1: Upgrade bikeways and conecct sidewalk gaps S-1: Safety improvements at intersections PH-2: Trees and green infrastructure S-2: Reduce speeding M-1: Implement cross-jurisdictional maintenance program Appendix A: Community Engagement Summary Notes | 115 RICHMOND PARKWAY TRANSPORTATION PLAN Photo of pop-up event during Phase 1 of engagement in the Coronado neighborhood. 116 Appendix B: Overview of Regional Influence Appendix B: Overview of Regional Influence | 117 RICHMOND PARKWAY TRANSPORTATION PLANRICHMOND PARKWAY TRANSPORTATION PLANRICHMOND PARKWAY TRANSPORTATION PLAN Appendix B Overview of Regional Influence Richmond Parkway is an important transportation corridor in the San Francisco Bay Area with state and national significance for commerce. The Parkway facilitates access to the Port of Richmond, railroads, distribution centers, and a multitude of other regional utilities, establishing physical connections that enable services well beyond the local area. Key Connection Enabling Regional Economic Hubs and Services The Parkway links parts of Richmond to I-580, I-80, and the Richmond-San Rafael Bridge, providing crucial access to regional destinations such as San Francisco, San Rafael, Oakland, North Richmond, unincorporated Contra Costa County, and other parts of the East Bay. Richmond Parkway provides direct access to the Port of Richmond and regional-serving warehouse distribution centers, facilitating regional trade. The Port of Richmond ranks #1 in liquid bulk and automobile tonnage among the five ports on San Francisco Bay, and in 2019 alone, trade totaled $9.51 billion for the five city-owned terminals and ten privately-owned terminals.1 The Port is also served by the two largest transcontinental railroads, BNSF Railway and Union Pacific, which hold a duopoly on freight rail lines in the Western, Midwestern and West South Central United States. Other major employment hubs and industrial sites that draw workers from throughout the region and are accessed via Richmond Parkway include the following: • Richmond Chevron Refinery; • UPS and Amazon distribution centers near Point Pinole; • Landfill and recycling yards, which serve the region; • Hazardous waste disposal plants; • Water reclaim plants; • West County Wastewater in North Richmond; • Tow yards and tire recycling centers; • Iron manufacturers; • Building materials distribution centers; • Large-scale construction equipment rental centers; and • Future developments, including over 1.2 million square feet of manufacturing and warehouse space and 537,000 square feet of office space. As a transportation backbone for these sites and services, Richmond Parkway supports significant vehicle and truck traffic that serves not only the local area but the entire region, state, and country. The Parkway carries between 19,000 and 37,000 vehicles every weekday, with 7% being truck traffic along the corridor. Truck volumes along the southern segments of Richmond Parkway and Castro Street range between 5%-13% of total daily vehicle volumes while truck volumes on San Pablo Avenue, a comparable 1. California Association of Port Authorities, 2024, https://californiaports.org/ports/port-of-richmond/. 118 118 arterial, range between 2%-3% in Contra Costa County.2 Truck traffic causes significant wear to the road that requires consistent proactive maintenance for pavement upkeep. Despite the corridor’s wide-reaching importance, maintenance responsibilities fall solely on the City and County. The constant flow of heavy trucks accelerates wear and tear on the roadway, yet current maintenance funding is insufficient to keep it at an appropriate level of care. Without additional support, the City and County face challenges in meeting the maintenance needs to ensure the Parkway remains reliable and safe for its users. Originally intended to be constructed as a Caltrans facility, the Parkway was developed by local officials when the state did not implement it. However, a lack of funds and the urgency to build the Parkway sooner rather than later has resulted in a facility that would require hundreds of millions of dollars to bring to a condition required for Caltrans to adopt into its network. Regional Multimodal Access and Public Health Effects Walking and Biking The Bay Trail, a 360 mile-long bicycle and pedestrian trail that travels along the shoreline of San Francisco Bay, partially travels along Richmond Parkway. The corridor connects to the Richmond-San Rafael (I-580) Bridge path, the Richmond Greenway, and major recreational destinations, including Point Richmond, Point Pinole Regional Shoreline, and Wildcat Canyon Regional Park. Existing limited and poor east-west access points should be enhanced to allow residents in and around the Parkway better access to the Bay Trail and regional recreational facilities. Transit Richmond Parkway provides a direct connection to the Richmond Parkway Transit Center and 11 transit routes stop on the corridor. This access to public transit enhances mobility for individuals without cars, as 9% of households near the study corridor do not own vehicles. Additionally, express bus service to job centers along the corridor significantly improves access to employment opportunities for low-income residents and Equity Priority Communities. Furthermore, the Parkway facilitates access to the Richmond Ferry and BART, further connecting residents to vital regional transportation options and enhancing overall mobility in the area. Regional Public Health Effects Given the industrial and goods movement uses along Richmond Parkway, diesel PM concentrations near the corridor range from 0.08 to 0.98 tons per year. This is greater than 78% of communities statewide. Exposure to emissions contributes to public health issues, including asthma, cardiovascular disease, cancer, and low birth weight.3 The negative health impacts of these emissions is exacerbated when trucks avoid using the Parkway; the lack of timed signals push trucks to take “cut through” shortcuts through local neighborhoods for more efficient routes. Coordinating signals along the Parkway would dissuade this behavior as well as reduce unsafe speeding rooted in driver frustrations with signals, improving health and safety for the region. 3. California Office of Health Hazard Assessment, 2021.2. Caltrans Traffic Census Program, AADT Truck Volumes, 2022. Appendix B: Overview of Regional Influence | 119Appendix B: Overview of Regional Influence | 119 RICHMOND PARKWAY TRANSPORTATION PLAN Photo of pop-up event during Phase 1 of engagement in the Hilltop neighborhood. 120 Appendix C: Plan Strategies Goals Alignment Appendix C: Plan Strategies Goals Alignment | 121 RICHMOND PARKWAY TRANSPORTATION PLAN Page intentionally left blank. 122 Table C-1: Strategies Evaluation Framework Each strategy was qualitatively assessed against metrics associated with each goal as described in Table C-1. Each strategy was assigned a High, Medium, or Low goal alignment assessment. 1. Goal identified as one that would disproportionately benefit Equity Priority Communities along the corridor. These goals are given greater weight in total goal alignment assessment. 2. Note that the entire corridor is on the CCTA High Injury Network. Typically safety projects located on the HIN may score higher, but in this case, that would be the entire corridor. Goal Metric Qualitative Evaluation Method (High, Medium, Low) Improve Safety for All Users1,2 • Reduce severe and fatal injury collisions H = Includes substantial active transportation improvements (e.g. crossing visibility, sidewalk bulb-outs, protected bikeway, etc.) OR strategy that slows down speeding vehicles M = All other road safety improvement strategies L = All other strategies Increase Access to Key Destinations1 • Increase quality of connections • Expand connectivity to key destinations H = Close an active transportation gap between existing facilities with Class I or Class IV bikeway OR increase access through transit frequency/reliability M = Improve quality of sidewalks, crossings, bus stops, or Bay Trail OR provide access through/over a barrier L = All other strategies Improve Health1 • Decrease in GHG emissions and other pollutants • Reduce cut- through traffic H = Strategies that reduce neighborhood cut-through traffic OR that promote ZE technology or GHG reduction OR support active travel M = Multimodal and transit strategies L = All other strategies Advance Placemaking1 • Maintenance and street beautification • Community support H = Strategy with placemaking elements (e.g. public art, beautification, greening, lighting, traffic calming, etc) and maintenance (e.g. removing litter, improving pavement/markings, reducing illegal dumping) OR reduce truck throughput and parking in residential areas M = Addresses other key concern raised during Phase 1 community engagement process (i.e. safety, biking and walking, and congestion) L = All other strategies Enhance Travel Time Reliability and Efficiency • Reduce vehicle delay • Increase vehicle occupancy H = HOV/Express lane strategies OR Transit-priority strategies (e.g. bus lane, signal priority) M = Signal or capacity efficiency improvements OR all other transit service strategies L = All other strategies Support Feasible Strategies • Advance feasible strategies • Develop cost- effective transportation solutions H = Strategy can be delivered in the the next 5 years depending on staffing and priority levels (includes first phase of capital projects or quick-build version of strategies where applicable) OR recommended in an adopted plan M = Strategy can be delivered in the next 6-10 years L = All other strategies Appendix C: Plan Strategies Goals Alignment | 123 RICHMOND PARKWAY TRANSPORTATION PLAN *Priority Strategies with an implementation plan in Chapter 5. Table C-2: Strategy Goals Alignment Assessment ID Topic Subtopic Strategy Name DG-1*Driving and Goods Movement Signals Upgrade and coordinate traffic signals DG-2 Driving and Goods Movement Congestion Add carpool lane on segments with high congestion DG-3 Driving and Goods Movement Street Design Redesign Richmond Parkway/Castro Street merge DG-4 Driving and Goods Movement Signage/Wayfinding Signage for blind turns DG-5 Driving and Goods Movement Signage/Wayfinding Install wayfinding for drivers M-1*Maintenance Roadway Implement cross-jurisdictional maintenance program M-2 Maintenance Encampments Keep sidewalks and paths clear near encampments M-3 Maintenance Illegal Dumping Discourage illegal dumping PH-1*Public Health Trucks Implement new truck routes PH-2*Public Health Urban Greening Trees and Green Infrastructure PH-3*Public Health Air Quality Prohibit truck parking and idling in neighborhoods PH-4 Public Health Trucks Encourage clean trucks PH-5 Public Health EV/AV adoption Encourage private electric vehicle adoption and usage PH-6 Public Health Noise Improve sound wall PH-7 Public Health Air Quality Air Filtration Systems at sensitive locations 124 IDTopicSubtopicStrategy Name 1. Improve Safety for All Users 2. Increase Access to Key Destinations 3. Improve Health 4. Advance Placemaking 5. Enhance Travel Time Reliability and Efficiency 6. Support Feasible Strategies Goals Alignment DG-1*Driving and Goods MovementSignalsUpgrade and coordinate traffic signals M L L M M H Meets Many Goals L H H M H M Meets Most Goals L L L M M H Meets Some Goals M L L M L H Meets Some Goals L L L H L H Meets Some Goals M M H H L H Meets Most Goals M M H H L H Meets Most Goals L L L H L H Meets Some Goals M L H H L H Meets Most Goals L M H H L H Meets Most Goals L L H H L H Meets Many Goals L L H L L H Meets Some Goals L L H L L M Meets Some Goals L L L L L L Meets Some Goals L L H L L M Meets Some Goals Appendix C: Plan Strategies Goals Alignment | 125 RICHMOND PARKWAY TRANSPORTATION PLAN *Priority Strategies with an implementation plan in Chapter 5. Table C-2: Strategy Goals Alignment Assessment (continued) ID Topic Subtopic Strategy Name S-1*Safety Street Design Safety improvements at intersections S-2*Safety Speeding Reduce speeding S-3 Safety Monitoring Monitor high-risk intersections T-1*Transit Richmond Parkway Transit Center Improve access to the Richmond Parkway Transit Center T-2 Transit Bus/Shuttle Improve bus stop comfort T-3 Transit Bus/Shuttle New transit service to Marin County T-4 Transit Service Increase bus frequency T-5 Transit Bus/Shuttle On-demand shuttle service T-6 Transit Parking Parking lot for transit to Marin County T-7 Transit Accessibility Publicize transit options/information WB-1*Walking and Biking Street Design Upgrade bikeways and connect sidewalk gaps WB-2*Walking and Biking Wildcat Creek Trail Crossing On-street Wildcat Creek Trail crossing WB-3 Walking and Biking New Technology Test innovative bicycle and pedestrian detection at intersections WB-4 Walking and Biking Shared Mobility Expand electric bike share program 126 IDTopicSubtopicStrategy Name 1. Improve Safety for All Users 2. Increase Access to Key Destinations 3. Improve Health 4. Advance Placemaking 5. Enhance Travel Time Reliability and Efficiency 6. Support Feasible Strategies Goals Alignment S-1*SafetyStreet DesignSafety improvements at intersections H M H M L M Meets Most Goals H L L H L M Meets Many Goals H L L M L M Meets Some Goals L H H M L M Meets Many Goals L H M H L H Meets Most Goals L H M M M H Meets Most Goals L H M M M H Meets Most Goals L H M M M H Meets Most Goals L H M L M M Meets Many Goals L L M M L H Meets Some Goals H H H M L M Meets Most Goals H M H M L L Meets Many Goals H L H M L L Meets Many Goals L L H L L H Meets Some Goals Appendix C: Plan Strategies Goals Alignment | 127 RICHMOND PARKWAY TRANSPORTATION PLAN Photo of community meeting during Phase 2 of engagement in the Santa Fe neighborhood. 128 Appendix D: Separated Bikeway 35% Design Concept for Northern Segment of Richmond Parkway Appendix D: Separated Bikeway 35% Design Concept for Northern Segment of Richmond Parkway | 129 RICHMOND PARKWAY TRANSPORTATION PLAN Page intentionally left blank. 130 Richmond Parkway 35% Plans Key Improvement Types The following treatments are detailed in the 35% plan set and will be critical for project success on the corridor. Separated bike lanes will be elevated to the sidewalk level to physically separate bicyclists from motor vehicle traffic, enhance bicyclist comfort and safety, and provide new landscaping and/ or bioretention opportunities in the buffer. Raised driveways at private intersections will provide a continuous, flat surface for pedestrians and cyclists. Where driveways are within the public right- of-way or where future driveways are developed, signs and design features will alert drivers that they are crossing a pedestrian/bike facility. Bioretention facilities may be installed in the roadway buffers or landscaping. The next design phase will determine appropriate treatments. Protected intersections are designed to keep bicyclists fully separate from vehicles until the intersection, enhancing visibility and safety by reducing right-turning vehicle speeds and giving bicyclists a head start in crossing the street. These will be combined with protected right-turn signal phasing for vehicles to enhance safety for cyclists and pedestrians by separating them in time from conflicting vehicle traffic. Bus boarding islands separate waiting riders from the separated bike lane, which is routed behind the island to reduce bike/pedestrian conflicts. Carrall Street, Vancouver, Canada Walnut Avenue, Fremont El Portal Drive, San Pablo Webster Street, Alameda Walnut Avenue, Fremont Telegraph Avenue, Oakland Appendix D: Separated Bikeway 35% Design Concept for Northern Segment of Richmond Parkway | 131 RICHMOND PARKWAY TRANSPORTATION PLAN Richmond ParkwaySan Pablo Avenue to Fitzgerald DriveBikeway Concept Plan Sheet 1 of 4 1:40 CONCEPTUAL - NOT FOR CONSTRUCTION. ADDITIONALDETAILED ANALYSIS AND ENGINEERING DESIGN REQUIRED.132 Richmond ParkwaySan Pablo Avenue to Fitzgerald DriveBikeway Concept Plan Sheet 1 of 4 1:40 CONCEPTUAL - NOT FOR CONSTRUCTION. ADDITIONALDETAILED ANALYSIS AND ENGINEERING DESIGN REQUIRED.Appendix D: Separated Bikeway 35% Design Concept for Northern Segment of Richmond Parkway | 133 RICHMOND PARKWAY TRANSPORTATION PLANRICHMOND PARKWAY TRANSPORTATION PLAN CONCEPTUAL - NOT FOR CONSTRUCTION. ADDITIONALDETAILED ANALYSIS AND ENGINEERING DESIGN REQUIRED. 1:40 1:40 Richmond ParkwaySan Pablo Avenue to Fitzgerald DriveBikeway Concept Plan Sheet 2 of 4 134 CONCEPTUAL - NOT FOR CONSTRUCTION. ADDITIONALDETAILED ANALYSIS AND ENGINEERING DESIGN REQUIRED. 1:40 1:40 Richmond ParkwaySan Pablo Avenue to Fitzgerald DriveBikeway Concept Plan Sheet 2 of 4 Appendix D: Separated Bikeway 35% Design Concept for Northern Segment of Richmond Parkway | 135 RICHMOND PARKWAY TRANSPORTATION PLAN CONCEPTUAL - NOT FOR CONSTRUCTION. ADDITIONALDETAILED ANALYSIS AND ENGINEERING DESIGN REQUIRED. 1:40 1:40 Richmond ParkwaySan Pablo Avenue to Fitzgerald DriveBikeway Concept Plan Sheet 3 of 4 136 CONCEPTUAL - NOT FOR CONSTRUCTION. ADDITIONALDETAILED ANALYSIS AND ENGINEERING DESIGN REQUIRED. 1:40 1:40 Richmond ParkwaySan Pablo Avenue to Fitzgerald DriveBikeway Concept Plan Sheet 3 of 4 Appendix D: Separated Bikeway 35% Design Concept for Northern Segment of Richmond Parkway | 137 RICHMOND PARKWAY TRANSPORTATION PLAN CONCEPTUAL - NOT FOR CONSTRUCTION. ADDITIONALDETAILED ANALYSIS AND ENGINEERING DESIGN REQUIRED. 1:40 Richmond ParkwaySan Pablo Avenue to Fitzgerald DriveBikeway Concept Plan Sheet 4 of 4 138 CONCEPTUAL - NOT FOR CONSTRUCTION. ADDITIONALDETAILED ANALYSIS AND ENGINEERING DESIGN REQUIRED. 1:40 Richmond ParkwaySan Pablo Avenue to Fitzgerald DriveBikeway Concept Plan Sheet 4 of 4 Appendix D: Separated Bikeway 35% Design Concept for Northern Segment of Richmond Parkway | 139 RICHMOND PARKWAY TRANSPORTATION PLAN Photo of Earth Day pop-up event during Phase 2 of engagement in North Richmond. 140 Appendix E: Existing Funding Sources for Priority Strategies Appendix E: Existing Funding Sources for Priority Strategies | 141 RICHMOND PARKWAY TRANSPORTATION PLAN Appendix B: Existing Funding Sources 1 of 3 Appendix B: Existing Funding Sources for Priority Strategies ID Program Funding Source Acronym WB-1 WB-2 DG-1 S-1 S-2 M-1 PH-1 PH-2 PH-3 T-1 Administering Agency Type Administering Agency Programming Authority Eligible Applicants Purpose and Eligibility Website Maximum Amount Available 1 Strengthening Mobility and Revolutionizing Transportation Grants USDOT Investment and Jobs Act (IIJA) USDOT Transportation Program California Assembly Bill 101 Agency Incentives (various programs including Electric Bicycle Incentives Project) Resources Board Communities and CA Department of Conservation Reduction Fund (GGRF) 142 Appendix B: Existing Funding Sources 1 of 3 Appendix B: Existing Funding Sources for Priority Strategies ID Program Funding SourceAcronymWB-1WB-2DG-1S-1S-2M-1PH-1PH-2PH-3T-1 Administering Agency TypeAdministering Agency Programming AuthorityEligible Applicants Purpose and Eligibility Website Maximum Amount Available 1Strengthening Mobility and Revolutionizing Transportation Grants SMART1FederalOffice of Secretary USDOTInvestment and Jobs Act (IIJA) State, Cities, Counties, MPO, public transit agency/authority, public toll authority Efficiency and Safety. In general, a Strengthening Mobility and Revolutionizing Transportation grant may be used to carry out a project that demonstrates at least one of the following: Coordinate Automation Connected Vehicles; Intelligent, sensor-based infrastructure; Systems integration; Commerce delivery and logistics; Leveraging use of innovative aviation technology; Smart grid; Smart technology traffic signals. content/uploads/2022/05/BUILDI NG-A-BETTER-AMERICA- V2.pdf#page=65 https://www.transportation.gov/si tes/dot.gov/files/2024- 05/SMART%20FY24%20Stage%20 Stage 1: $2M; Stage 2: $15M operators, public agency, special district or public authority with a transportation function or multijurisdictional group of entities that are separately eligible should leverage development and help to build and repair critical pieces of our freight and passenger transportation networks. Eligible projects for RAISE grants are: Relevant capital projects include but are not limited to: highway, bridge, or other road projects; public transportation projects; passenger and freight rail transportation projects; port infrastructure investments; intermodal projects; and any other surface transportation infrastructure project that the Secretary considers to be necessary to advance the goals of the program. Planning projects which include planning, preparation, or design (for example - environmental analysis, equity analysis, community engagement, feasibility studies, benefit cost analysis (BCA), and other pre-construction activities) of eligible surface transportation capital projects that will not result in construction with RAISE FY 2024 AISEgrants https://www.transportation.gov/si tes/dot.gov/files/2024- 02/FY%202024%20RAISE%20NOF O%20Amendment%201.pdf $25M agencies, Caltrans, Transit Agencies, Natural Resources or Public Land Agencies, schools, tribal governments, nonprofits, any other entity with oversight of transportation/recreational trails communities must receive at least 25 percent of the program's funding. California Transportation Commission oversees guidelines and programming. assistance/fed-and-state- programs/active-transportation- program made up of Federal, State SB1, and State Highway Account (SHA) funding No specific maximum amount provided. Minimum request is $250,000. The Program anticipates application for Large projects with total project cost of greater than $10M, Medium projects between $3.5M to $10M, nonprofit org, or agency/entity formed pursuant to the Joint Exercise of Powers Act emissions and provide multiple benefits. Must include at least one of the following: • Sequester and store carbon by planting trees • Reduce building energy use by strategically planting trees to shade buildings • Reduce commute vehicle miles traveled by constructing bicycle paths, bicycle lanes or pedestrian facilities that provide safe routes for travel between residences, workplaces, commercial centers, and schools. Gives priority to, projects that are located within and benefit the State’s disadvantaged communities and those communities facing the most significant threat from extreme heat. ban-greening/awarded funds to disadvantaged and low income communities (AB 1550) Approx. $47.5M available in 2021. investments suggest largely state agencies Proceeds Investment Plan • Facilitate greenhouse gas reductions • Benefit priority populations • Maximize health, environmental, economic co-benefits • Continue investments in existing programs • Provide funding certainty over multiple years when possible work/programs/low-carbon- transportation-investments-and- air-quality-improvement- program/low-1 nonprofit orgs, philanthropic orgs/foundations, faith-based orgs, coalitions or associations of nonprofits, community dev finance institutions, community dev corporations, joint powers authority, CA native american tribes major environmental, health, and economic benefits in California’s most disadvantaged communities. (California Climate Investments) Eligible Types: • Bicycle and pedestrian facilities • Bike share programs (However must be part of a larger placebased strategy) tcc/grant types: 1) implementation grants could be requested for up to $29.5M, 2) project $5M, and 3) planning grants could be requested up to $300,000. Appendix E: Existing Funding Sources for Priority Strategies | 143 RICHMOND PARKWAY TRANSPORTATION PLAN Appendix B: Existing Funding Sources 2 of 3 ID Program Funding Source Acronym WB-1 WB-2 DG-1 S-1 S-2 M-1 PH-1 PH-2 PH-3 T-1 Administering Agency Type Administering Agency Programming Authority Eligible Applicants Purpose and Eligibility Website Maximum Amount Available 7 Sustainable Transportation Equity Project Reduction Fund (GGRF) Improvement Program Operations Program (LCTOP) LCTOP Reduction Fund (GGRF) Program (LPP) Formula & Competitive Programs County Administration Development Act Article 3 County Development Act (TDA) Transportation Improvement Program (STIP) for Clean Air Plan 144 Appendix B: Existing Funding Sources 2 of 3 ID Program Funding SourceAcronymWB-1WB-2DG-1S-1S-2M-1PH-1PH-2PH-3T-1 Administering Agency TypeAdministering Agency Programming AuthorityEligible Applicants Purpose and Eligibility Website Maximum Amount Available 7Sustainable Transportation Equity Project STEP1111StateCARBGreenhouse Gas Reduction Fund (GGRF) Lead applicants: CBO, tribal governments, local governments, school Sub applicants: CBOs, consultants, higher education institutions, joint powers authorities, local governments, non-profits, philanthropic orgs/foundations, private companies, schools, small businesses transit agencies, tribal govs, utilities and community choice aggregators, other public agencies disadvantaged communities identify residents’ transportation needs and prepare to implement clean transportation and land use projects. The Program makes $20 million available for 1-3 implementation block grants to fund clean transportation and land use projects in disadvantaged communities. Funded projects will work together to increase community residents’ access to key destinations so they can get where they need to go without the use of a personal vehicle. Eligible Types: • Bike or pedestrian facilities • Active Transportation Plan • Safe Routes to School Plan • Capacity Building (NI Programs– education, engagement, demo projects, campaigns) • Publicly-accessible bike parking, storage, and repair infrastructure (e.g., bike racks, bike lockers, bike repair kiosks) • New walkways that improve mobility/access/safety of pedestrians (non-motorized users) • Street crossing enhancements, including accessible pedestrian signals Planning and Capacity Building grant max: $750,000 CMIS and STEP grant: $15M operates and maintains public roadways in CA, includes city, county or tribal government pathway or trail, or on tribal lands for general use of tribal members, that improves the safety for its users. Project maximum funding- $10M. Solicitation varies from annually to semi-annually Eligible Types: • Safety projects on Bike facilities • Safety projects on Ped facilities assistance/fed-and-state- programs/highway-safety- improvement-program https://dot.ca.gov/-/media/dot- media/programs/local- assistance/documents/lapg/g09.p calls-for-projects, but Cycle 12 max is $10M. transportation planning agencies mobility with a priority on serving disadvantaged communities; new or expanded intermodal transit facilities; operational expenditures that increase transit mode share. op.html voter approved taxes, tolls, or fees, which are dedicated solely to transportation improvements or that have imposed fees, including uniform developer fees, which are dedicated solely to transportation improvements.) rehab of rolling stock, buses or other transit equipment including facilities; improvements to bicycle and pedestrian safety; environmental mitigation projects, soundwalls, road maintenance, and rehabilitation projects. The primary objective of this program is to provide funding to counties, cities, districts, and regional transportation agencies in which voters have approved fees or taxes dedicated solely to transportation improvements or that have imposed fees, including uniform developer fees, dedicated solely to transportation improvements. Improve aging Infrastructure, Road Conditions, Active Transportation, Transit and rail, Health and Safety Benefits. local-partnership-program maximum of $25M per project nomination. The 2022 Local Partnership Program will include two years of programming with $400 million in funds ($40 million formulaic incentive funding set aside; $216 million via Formulaic; and $144 million via Competitive) covering Fiscal Years 2023-24 and 2024-25. federally-recognized Tribal governments, and CTAs Bay Area's land-use and housing goals. Contra Costa County is focusing efforts on around encouraging active transportation like bicycling and walking, supporting safe routes to schools, implementing complete streets, and upgrading the countywide traffic signal system to "smarter" signals that can prioritize transit and emergency vehicles and hlep improve safety for people walking/biking at intersections. l-funding/federal-highway- administration-grants/one-bay- area-grant-obag-3 area-grant-3/ https://mtc.ca.gov/sites/default/fi les/documents/2024-05/RES- million between 2023-2026 MTC oversees program. Funding is allocated by formula according to population in each jurisdiction, and jurisdictions may spend funds or roll them over to a future year. Some counties competitively select projects, while other counties distribute the funds to jurisdictions based on population. Each County determines program of projects through review process. Each local jurisdiction receive funds that can roll over to accomplish local priorities. formula counties certain state transportation funds for state highway improvements, intercity rail, and regional highway and transit improvements. Local agencies should work through their Regional Transportation Planning Agency (RTPA), County Transportation Commission, or Metropolitan Planning Organization (MPO), as appropriate, to nominate projects for inclusion in the STIP. awarded total of $345M for 49 projects in Contra Costa County. Countywide Smart Signals is one TIP project with a cost of $30M. subregions and-incentives/public- agencies/regional-fund https://www.alamedactc.org/fund ing/fund-sources/transportation- fund-for-clean-air/ allocated 22.2% of the Program, and CCTA annually distributes $1.5M in total, giving a maximum allocation of $333,000 to WCCTC. For the remaining 60%, each public agency may be awarded up to total award of $5,500,000 per agency per fiscal year. Appendix E: Existing Funding Sources for Priority Strategies | 145 RICHMOND PARKWAY TRANSPORTATION PLAN Appendix B: Existing Funding Sources 3 of 3 ID Program Funding Source Acronym WB-1 WB-2 DG-1 S-1 S-2 M-1 PH-1 PH-2 PH-3 T-1 Administering Agency Type Administering Agency Programming Authority Eligible Applicants Purpose and Eligibility Website Maximum Amount Available 15a Regional Measure 3 - Safe Routes to Transit and Bay Trail Program RM3 - SR2TBT Regional MTC, BATA RM3 Regional Measure 3 - Goods Movement and Mitigation RM3 Regional MTC, ACTC RM3 Regional Measure 3 - Corridor-specific Projects RM3 Regional MTC MTC Deployments to Enhance Arterials through Transit Signal Priority (IDEA TSP) Promoting Resilient Operations for Transformative, Efficient, and Cost-saving Transportation Investment and Jobs Act (IIJA) Communities Grant Program Investment and Jobs Act (IIJA) Transportation Technologies and Innovative Mobility Investment and Jobs Act (IIJA) Infrastructure Investment Program Investment and Jobs Act (IIJA) 146 Appendix B: Existing Funding Sources 3 of 3 ID Program Funding SourceAcronymWB-1WB-2DG-1S-1S-2M-1PH-1PH-2PH-3T-1 Administering Agency TypeAdministering Agency Programming AuthorityEligible Applicants Purpose and Eligibility Website Maximum Amount Available 15a Regional Measure 3 - Safe Routes to Transit and Bay Trail Program RM3 - SR2TBT 111 RegionalMTC, BATARM3 City, County, transit agencies, school districts, community colleges and universities traffic signal improvements, clearer signage and secure bicycle parking. The improvements will be funded via an increase in bridge tolls on all Bay Area toll bridges except the Golden Gate Bridge. ional-funding/regional- measure-3 https://planbayarea.org/sites/ $150M available for Bay Trail/Safe Routes to Transit over 3 cycles. City, County, countywide transportation agencies, rail operators, and the Port of Oakland state-owned toll bridge corridors. The improvements will be funded via an increase in bridge tolls on all Bay Area toll bridges except the Golden Gate Bridge. Eligible projects include, but are not limited to, improvements in the County of Alameda to enable more goods to be shipped by rail, access improvements on Interstate 580, Interstate 80, and Interstate 880, and improved access to the Port of Oakland. ional-funding/regional- measure-3 https://leginfo.legislature.ca.g ov/faces/codes_displaySection .xhtml?lawCode=SHC&section Num=30914.7 https://mtc.ca.gov/sites/defaul t/files/documents/2024- 02/__03_04_2024%20Full%20A genda%20Packet%20RM3%20I ndependent%20Oversight%20 Committee_v4.pdf https://mtcdrive.app.box.com/ s/x35lm2ocq0qw147fo7qpxchb $160M for Goods Movement and Mitigation BATA, CCTA improvements in the Richmond-San Rafael Bridge corridor, including westbound access and operational improvements in the vicinity of the toll plaza east of the bridge in Contra Costa County, and Richmond Parkway interchange improvements. ional-funding/regional- measure-3 agencies; multi-jurisdictional partnerships will receive priority conceptual Transit Priority Projects by developing them into shovel-ready projects that reserved for near-term capital Transit Priority projects through its BusAID (Bus Accelerated Infrastructure Delivery) and IDEA programs, and anticipates funding opportunities in the future. assistance/idea-tsp-transit-signal- priority#:~:text=The%20Innovativ e%20Deployments%20to%20Enh ance,transit%20faster%20and%2 0more%20reliable. Upgrade the Richmond Parkway to facilitate transfer of ownership to the California Department of Transportation, including potential intersection and interchange upgrades, and/or provide funds to maintain the roadway. The Richmond Parkway is the priority project for this funding; however, funds not expended for this project may be reprogrammed at the City of Richmond’s request for Richmond ferry service. us/funding/ https://ccta.net/wp- content/uploads/2018/10/5297b1 21d5964.pdf public authorities with a transportation function, tribal governments, and federal land management agencies resilience and evacuation routes, and at-risk coastal infrastructure. Includes transit, highways, and certain port projects. Additional competitive funding available. content/uploads/2022/05/BUILDI NG-A-BETTER-AMERICA- V2.pdf#page=272 https://www.fhwa.dot.gov/biparti san-infrastructure- law/fact_sheets.cfm distrbution of up to $7.3B total over 2022- 2026. government, Tribal governments, Metropolitan Planning Organizations, and non-profit organizations. mitigating transportation facilities, like highways or rail lines, that create barriers to community connectivity, including to mobility, access, or economic development. The program funds planning and capital construction to address infrastructure barriers, reconnect communities, and improve peoples’ lives. econnecting construction in FY24 Governments; Planning and and Research Institutions; U.S. improve safety, mobility, efficiency, system performance, intermodal connectivity, and infrastructure return on investment. ural/grant-toolkit/advanced- transportation-technologies-and- innovative-mobility-deployment Governments; Federally Recognized Tribes and Affiliated Groups; Planning and Project Organizations; U.S. Territories networks and communities; improve connectivity between active transportation modes and public transportation; enhance the resiliency of on- and off-road active transportation infrastructure; help protect the environment; and improve quality of life in disadvantaged communities through the delivery of connected active transportation networks and ural/grant-toolkit/active- transportation-infrastructure- investment-program-atiip Appendix E: Existing Funding Sources for Priority Strategies | 147 RICHMOND PARKWAY TRANSPORTATION PLAN Photo of Earth Day pop-up event during Phase 2 of engagement in North Richmond. 148 Appendix F: Priority Strategy Cost Estimates Appendix F: Priority Strategy Cost Estimates | 149 RICHMOND PARKWAY TRANSPORTATION PLAN Page intentionally left blank. 150 UNIT UNIT COST 4 $180 $720 $3,258,514 STRATEGY PH-2 - TREE PLANTING AND LANDSCAPING (NON-BIORETENTION) maintenance and monitoring by others. STRATEGY PH-2 - BIORETENTION WITH LANDSCAPING APPENDIX F: Priority Strategy Cost Estimates Strategy PH-2 Appendix F: Priority Strategy Cost Estimates | 151 RICHMOND PARKWAY TRANSPORTATION PLAN Richmond Parkway Transportation Plan Engineer's Estimate of Probable Construction Costs Strategy S-1 Location I80 WB ramp/Blume Dr/Richmond Parkway I580 WB ramps & Castro Street I80 HOV off-ramp & Richmond Pkwy I80 EB ramp & Richmond Pkwy/Fitzgerald Dr Mills Street & Castro Street Castro Street & Richmond Lane Hensley Street & Castro Street MacDonald Avenue & Richmond Parkway W Barrett Avenue & Richmond Parkway Hensley Street & Richmond Parkway Gertrude Avenue & Richmond Parkway Pittsburgh Avenue & Richmond Parkway Parr Boulevard & Richmond Parkway Goodrick Ave & Richmond Parkway Hilltop Drive & Richmond Parkway Atlas Rd & Richmond Parkway San Pablo Ave & Richmond Parkway Lakeside Drive & Richmond Parkway Bella Vista & Richmond Parkway Canal Blvd & I580 WB ramps Canal Blvd & I580 EB ramps TOTAL Proposed High Vis Crosswalks Directional Ramps (per Proposed PPB (per Reflective Backplates Bike Video Detection Ped Scale Lighting (per Ped Countdown $47,374 $109,324 $39,858 $0 $113,879 $207,259 $0 SUBTOTALS APPENDIX F: Priority Strategy Cost Estimates QUANTITY UNIT COST TOTAL COST Speed Feedback Signs 4 $5,000 $20,000 Speed Limit Signs 6 $700 $4,200 GRAND TOTAL 24,200$ 55,117$ Assumptions 2. See General Cost Factors below. General Cost Factors Mobilization, Demobilization, Environmental Protection, Traffic Control 1.20 Engineering, Design, and Construction Management 1.20 Inflation 1.22 Contingency 1.30 TOTAL - Combined Cost Factor 2.28 2024 CONSTRUCTION COST 2030 TOTAL COST WITH GENERAL COST FACTORS (3) STRATEGY S-2 - SPEED FEEDBACK AND LIMIT SIGNS APPENDIX F: Priority Strategy Cost Estimates S-2 - SPEED FEEDBACK AND LIMIT SIGNS APPENDIX F: Priority Strategy Cost Estimates Strategy S-1 Strategy S-2 152 Richmond Parkway Transportation Plan Engineer's Estimate of Probable Construction Costs Strategy S-1 Location I80 WB ramp/Blume Dr/Richmond Parkway I580 WB ramps & Castro Street I80 HOV off-ramp & Richmond Pkwy I80 EB ramp & Richmond Pkwy/Fitzgerald Dr Mills Street & Castro Street Castro Street & Richmond Lane Hensley Street & Castro Street MacDonald Avenue & Richmond Parkway W Barrett Avenue & Richmond Parkway Hensley Street & Richmond Parkway Gertrude Avenue & Richmond Parkway Pittsburgh Avenue & Richmond Parkway Parr Boulevard & Richmond Parkway Goodrick Ave & Richmond Parkway Hilltop Drive & Richmond Parkway Atlas Rd & Richmond Parkway San Pablo Ave & Richmond Parkway Lakeside Drive & Richmond Parkway Bella Vista & Richmond Parkway Canal Blvd & I580 WB ramps Canal Blvd & I580 EB ramps TOTAL Proposed High Vis Crosswalks Directional Ramps (per Proposed PPB (per Reflective Backplates Bike Video Detection Ped Scale Lighting (per Proposed Ped Countdown Signal (per Straighten Crosswalks (per Tighten Curb Radii Raised Crosswalks Island with Raised Intersection Improvements Intersection Improvements Right- Turn Only (per Intersect Protected Right- Turn Phase (per Median Refuge Islands (per $47,374$109,324$39,858$0$113,879$207,259 $0 $0 $0 $49,218 $0 $0 $0 $0 $0 $77,438 $84,270 $728,619 SUBTOTALS APPENDIX F: Priority Strategy Cost Estimates Appendix F: Priority Strategy Cost Estimates | 153 RICHMOND PARKWAY TRANSPORTATION PLAN DESCRIPTION QUANTITY AC AB COST/LF COST/MILE ROADWAY (8" AC/23" AB) 48 2.64 7.084 $1,157 $6,110,016 BIKEWAY (3" AC/12" AB)12 0.2475 0.924 $134 $710,028 $170 $100 DESCRIPTION QUANTITY COST/SF COST/LF COST/MILE SIDEWALK (LF)12 $30 $360 $1,900,800 BIORETENTION BASIN (4') 4 $180 $720 $3,258,514 PLANTER STRIP (4') 4 $25 $100 $603,429 CENTER PLANTER/MEDIAN 14 $25 $350 $1,848,000 DESCRIPTION QUANTITY COST/LF COST/MILE RUMBLE STRIPS 4 $2 PER LF $8 $42,240 LANE STRIPING 6 $1 PER LF $6 $31,680 SD INLET RELOCATIONS 1 $10,000 PER EACH $15 $80,000 SD CXN TO EXISTING (15" RCP)6 $530 PER LF $5 $25,440 HARDSCAPE BUFFER (2', AT EXISTING BRIDGE)2 $100 PER LF $200 $1,056,000 STRATEGY WB-1- ROADWAY TYPICAL SECTION COSTS CA S E S NEW SIDEWALKS SE C T I O N C O M P O N E N T S NEW BIKEWAYS WITH PLANTERS PAVEMENT CONCRETE WITH GREEN ELEMENTS OTHER ASSUMED COSTS MEDIAN USE PATH BUFFER AND RESTRIPE TOTAL, WITH GENERAL COST FACTORS*, 2030 RANGE: $3M - $33M PER MILE (Median of $18M) APPENDIX F: Priority Strategy Cost Estimates 1.20 Mobilization, Demobilization, Environmental Protection, Traffic Control 1.20 Engineering, Design, and Construction Management 1.22 Inflation 1.30 Contingency 2.28 TOTAL - Combined Cost Factor C3 Estimates per mile 75 LF 396000 SF 15840 SF 4526 LF 6034 LF Assumptions Does not take into account ROW acquisitions or agency coordination. Existing mulitiuse paths will remain and not be replaced. LF of 4' nominal width of bioretention planter (3.5') Remaining planter, non bioretention basin Total Impervious of Cross Section Total Impervious Area 4% = Required Area of Treatment *General Cost Factors APPENDIX F: Priority Strategy Cost Estimates Strategy WB-1 154 UNIT QUANTITY UNIT COST TOTAL COST DIRECTIONAL CURB RAMPS EA 2 8,000$ 16,000$ SIDEWALK SF 200 30$ 6,000$ HIGH VIS CROSSWALK LF 100 40$ 4,000$ BOLLARDS EA 2 2,000$ 4,000$ TRAFFIC SIGNAL RELOCATION EA 1 50,000$ 50,000$ TRAFFIC SIGNAL PED UPGRADES LS 1 27,000$ 27,000$ UTILITY COORDINATION LS 1 50,000$ 50,000$ ASPHALT FOR TRAIL TONS 690 170$ 117,300$ AGGREGATE BASE FOR TRAIL TONS 2590 100$ 259,000$ PLANTER/FLOW THROUGH SF 15400 25$ 385,000$ BIOSWALE SF 1400 100$ 140,000$ WAYFINDING SIGNS EA 10 1,000$ 10,000$ PATH LIGHTING LF 2800 125$ 350,000$ DIRECTIONAL CURB RAMPS EA 2 8,000$ 16,000$ MEDIAN REFUGE ISLAND EA 1 15,000$ 15,000$ SIDEWALK SF 200 30$ 6,000$ HIGH VIS CROSSWALK LF 100 40$ 4,000$ BOLLARDS EA 2 2,000$ 4,000$ TRAFFIC SIGNAL PED UPGRADES LS 1 27,000$ 27,000$ 1,490,300$ 3,394,269$ Assumptions UNIT QUANTITY UNIT COST TOTAL COST ASPHALT FOR TRAIL TONS 1210 170$ 205,700$ AGGREGATE BASE FOR TRAIL TONS 4530 100$ 453,000$ PLANTER SF 29400 25$ 735,000$ PATH LIGHTING LF 4900 125$ 612,500$ 2,006,200$ 4,569,269$ 7,963,538$ TOTAL FOR REALIGNMENT AND WIDENING BAY TRAIL REALIGNMENT (GERTRUDE TO HENSLEY) 1. Pavement section is 3" hot mix asphalt over 12" aggregate base. 2. Trail is 12' wide and planter is 6' wide and does not require new curb. 4. Trail length is approximately 2,800 feet. HENSLEY ST INTERSECTION IMPROVEMENTS TRAIL TOTAL, 2024 CONSTRUCTION COST GERTRUDE AVE INTERSECTION IMPROVEMENTS WIDEN PATH TO 12' (PARR TO GERTRUDE) TOTAL, 2024 CONSTRUCTION COST TOTAL, WITH GENERAL COST FACTORS*, 2030 TOTAL, WITH GENERAL COST FACTORS*, 2030 3. No right of way acquisition. 4. Utility coordination is with West County Waste Water (facility on SW corner of Gertrude/Richmond 5. Path lighting does not necessarily illuminate the roadway. UNIT QUANTITY UNIT COST TOTAL COST DIRECTIONAL CURB RAMPS EA 2 8,000$ 16,000$ SIDEWALK SF 200 30$ 6,000$ HIGH VIS CROSSWALK LF 100 40$ 4,000$ BOLLARDS EA 2 2,000$ 4,000$ TRAFFIC SIGNAL RELOCATION EA 1 50,000$ 50,000$ TRAFFIC SIGNAL PED UPGRADES LS 1 27,000$ 27,000$ UTILITY COORDINATION LS 1 50,000$ 50,000$ ASPHALT FOR TRAIL TONS 690 170$ 117,300$ AGGREGATE BASE FOR TRAIL TONS 2590 100$ 259,000$ PLANTER/FLOW THROUGH SF 15400 25$ 385,000$ BIOSWALE SF 1400 100$ 140,000$ WAYFINDING SIGNS EA 10 1,000$ 10,000$ PATH LIGHTING LF 2800 125$ 350,000$ DIRECTIONAL CURB RAMPS EA 2 8,000$ 16,000$ MEDIAN REFUGE ISLAND EA 1 15,000$ 15,000$ SIDEWALK SF 200 30$ 6,000$ HIGH VIS CROSSWALK LF 100 40$ 4,000$ BOLLARDS EA 2 2,000$ 4,000$ TRAFFIC SIGNAL PED UPGRADES LS 1 27,000$ 27,000$ 1,490,300$ 3,394,269$ Assumptions UNIT QUANTITY UNIT COST TOTAL COST ASPHALT FOR TRAIL TONS 1210 170$ 205,700$ AGGREGATE BASE FOR TRAIL TONS 4530 100$ 453,000$ PLANTER SF 29400 25$ 735,000$ PATH LIGHTING LF 4900 125$ 612,500$ 2,006,200$ 4,569,269$ 7,963,538$ TOTAL FOR REALIGNMENT AND WIDENING BAY TRAIL REALIGNMENT (GERTRUDE TO HENSLEY) 1. Pavement section is 3" hot mix asphalt over 12" aggregate base. 2. Trail is 12' wide and planter is 6' wide and does not require new curb. 4. Trail length is approximately 2,800 feet. HENSLEY ST INTERSECTION IMPROVEMENTS TRAIL TOTAL, 2024 CONSTRUCTION COST GERTRUDE AVE INTERSECTION IMPROVEMENTS WIDEN PATH TO 12' (PARR TO GERTRUDE) TOTAL, 2024 CONSTRUCTION COST TOTAL, WITH GENERAL COST FACTORS*, 2030 TOTAL, WITH GENERAL COST FACTORS*, 2030 3. No right of way acquisition. 4. Utility coordination is with West County Waste Water (facility on SW corner of Gertrude/Richmond 5. Path lighting does not necessarily illuminate the roadway. Assumptions Does not take into account ROW acquisitions or agency coordination. No work will be performed on bridges. Existing mulitiuse paths will remain and not be replaced. C.3 requirements not applicable (<1 contiguous acre). *General Cost Factors Mobilization, Demobilization, Environmental Protection, Traffic Control 1.20 Engineering, Design, and Construction Management 1.20 Inflation 1.22 Contingency 1.30 TOTAL - Combined Cost Factor 2.28 Assumptions1. Pavement section is 3"hot mix asphalt over 12" aggregate base.2. Trail is 12' wide andplanter is 6' wide and does not require new curb.3. Trail length isapproximately 2,800 feet.4. No right of wayacquisition.5. Utility coordination iswith West County Waste Water (facility on SW corner of Gertrude/RichmondPkwy) and others.6. Path lighting does notnecessarily illuminate theroadway. Assumptions1. Does not take intoaccount ROW acquisitions or agency coordination.2. No work will beperformed on bridges.3. Existing mulitiuse pathswill remain and not be replaced.4. C.3 requirements notapplicable (<1 contiguous acre). Strategy WB-1 (cont.) Appendix F: Priority Strategy Cost Estimates | 155 RICHMOND PARKWAY TRANSPORTATION PLAN UNIT QUANTITY UNIT COST TOTAL COST MILLING (3" DEPTH)SY 510 10$ 5,100$ HOT MIX ASPHALT TON 130 170$ 22,100$ AGGREGATE BASE TON 80 100$ 8,000$ GRADING CY 320 80$ 25,600$ HOT MIX ASPHALT TON 60 170$ 10,200$ AGGREGATE BASE TON 230 100$ 23,000$ CONCRETE (SIDEWALKS, CURB & GUTTER, CURB RAMPS, MEDIANS/PED ISLANDS, MEDIAN NOSES)SF 1700 30$ 51,000$ LUMP SUM 1 800,000$ 800,000$ ENVIRONMENTAL PROTECTION (~2% CONSTRUCTION COSTS)LUMP SUM 1 21,000$ 21,000$ STRATEGY WB-2 - WILDCAT CREEK TRAIL CROSSING APPENDIX F: Priority Strategy Cost Estimates Strategy WB-2 156 Signal Strategy Component Cost per Intersection Total Cost Signal coordination $4,400 $ 101,200 Connected battery backup system $13,750 $ 123,750 Central signal management system $141,900 $ 1,844,700 Signal hardware and software update $30,000 $ 690,000 Emergecy vehicle preemption/transit signal priority $ 200,000 Adaptive traffic signal system $45,000 $ 855,000 Connected Vehicle Roadside Unit $5,000 $ 115,000 Subtotal - hardware and software $ 3,929,650 Design (15%) $ 589,448 Construction Management (10%) $ 392,965 Contingency (15%) $ 589,448 Grand Total $ 5,501,510 STRATEGY DG - 1 -- SIGNALS COSTS Strategy DG-1 Appendix F: Priority Strategy Cost Estimates | 157 RICHMOND PARKWAY TRANSPORTATION PLAN Strategy M-1 - Pavement Maintenance Cost Notes:1) The cost table attached shows the maintenance treatment and costs both in 2024 and 2030 (2030 based on when this project may actually be constructed) and assumes a 4% inflation rate.2) The treatments shown are based on the projected 2030 pavement condition index (PCI) with an assumed deterioration of 3 PCI points per year. Richmond Parkway Transportation Plan Maintenance Cost Strategy M-1 - Pavement Year StreetID Street Name SectionID From To 2030 RPKYEB RICHMOND PKWY EB 010 N/O CASTRO N/O REDWOOD 2,951 85 67 THIN OVERLAY W/DIGOUTS 100 $ 55.00 $ 162,000 $ 70.00 $ 207,000 2030 RPKYEB RICHMOND PKWY EB 020 N/O REDWOOD N/O MILLS 6,490 55 37 THICK MILL AND OVERLAY W/DIGOUTS 100 $ 91.50 $ 594,000 $ 116.00 $ 753,000 2030 RPKYEB RICHMOND PKWY EB 030 N/O MILLS N/O GENERAL CHEMICAL ENTR 12,280 42 24 RECONSTRUCT SURFACE (AC)100 $ 148.00 $ 1,817,000 $ 187.00 $ 2,296,000 2030 RPKYEB RICHMOND PKWY EB 040 N/O GENERAL CHEMICAL ENTR N/O HENSLEY 7,957 56 38 THICK MILL AND OVERLAY W/DIGOUTS 100 $ 91.50 $ 728,000 $ 116.00 $ 923,000 2030 RPKYEB RICHMOND PKWY EB 050 N/O HENSLEY 2,277' @ CASTRO MERGE 8,594 55 37 THICK MILL AND OVERLAY W/DIGOUTS 100 $ 91.50 $ 786,000 $ 116.00 $ 997,000 2030 RPKYEB RICHMOND PKWY EB 060 2,277' @ CASTRO MERGE N/O GERTRUDE 6,773 37 19 RECONSTRUCT SURFACE (AC)100 $ 148.00 $ 1,002,000 $ 187.00 $ 1,267,000 2030 RPKYEB RICHMOND PKWY EB 080 CITY LIMIT @ 1400' W/O GOODRICK AVE W/O GOODRICK AVE 5,444 47 29 THICK MILL AND OVERLAY W/DIGOUTS 100 $ 91.50 $ 498,000 $ 116.00 $ 632,000 2030 RPKYEB RICHMOND PKWY EB 090 W/O GOODRICK W/O PKWY BRIDGE 8,089 60 42 THICK MILL AND OVERLAY W/DIGOUTS 100 $ 91.50 $ 740,000 $ 116.00 $ 938,000 2030 RPKYEB RICHMOND PKWY EB 100 W/O PKWY BRIDGE E/O PKWY BRIDGE 9,396 90 72 Do Nonthing - PCC $ - $ - $ - 2030 RPKYEB RICHMOND PKWY EB 110 E/O PKWY BRIDGE S/O HILLTOP 2030 RPKYEB RICHMOND PKWY EB 120 S/O HILLTOP S/O ATLAS 2030 RPKYEB RICHMOND PKWY EB 130 S/O ATLAS W/O SAN PABLO 2030 RPKYEB RICHMOND PKWY EB 140 W/O SAN PABLO 2030 RPKYEB RICHMOND PKWY EB 150 WIDTH CHANGE (630' E/O SAN PABLO) E/O LAKESIDE 2030 RPKYEB RICHMOND PKWY EB 160C E/O LAKESIDE W/O BLUME 2030 RPKYWB RICHMOND PKWY WB 020C E/O SIERRA RIDGE E/O LAKSIDE DRIVE 2030 RPKYWB RICHMOND PKWY WB 040 E/O LAKESIDE DRIVE 2030 RPKYWB RICHMOND PKWY WB 050 WIDTH CHANGE (630' E/O SAN PABLO) W/O SAN PABLO 2030 RPKYWB RICHMOND PKWY WB 060 W/O SAN PABLO S/O ATLAS 2030 RPKYWB RICHMOND PKWY WB 070 S/O ATLAS S/O HILLTOP 2030 RPKYWB RICHMOND PKWY WB 080 S/O HILLTOP E/O PKWY BRIDGE 2030 RPKYWB RICHMOND PKWY WB 090 E/O PKWY BRIDGE W/O PKWY BRIDGE 2030 RPKYWB RICHMOND PKWY WB 100 W/O PKWY BRIDGE W/O GOODRICK 2030 RPKYWB RICHMOND PKWY WB 110 W/O GOODRICK AVE 2030 RPKYWB RICHMOND PKWY WB 140 N/O GERTRUDE 1,350' @ ROAD SPLIT 2030 RPKYWB RICHMOND PKWY WB 145 1,350' @ ROAD SPLIT N/O HENSLEY 2030 RPKYWB RICHMOND PKWY WB 150 N/O HENSLEY END PCC 2030 RPKYWB RICHMOND PKWY WB 155 END PCC PENNSYLVANIA 2030 RPKYWB RICHMOND PKWY WB 160 N/O GENERAL CHEMICAL ENTR N/O MILLS 2030 RPKYWB RICHMOND PKWY WB 170 N/O MILLS 400 N/O REDWOOD 2030 RPKYWB RICHMOND PKWY WB 180 400 N/O REDWOOD N/O REDWOOD 2030 RPKYWB RICHMOND PKWY WB 190 N/O REDWOOD N/O CASTRO 2030 GARRNB RICHMOND PKWY EB 010 W OHIO MACDONALD 2030 GARRNB RICHMOND PKWY EB 020 MACDONALD BARRETT 2030 GARRNB RICHMOND PKWY EB 040 S/O BARRETT N/O PENNSYLVANIA / COP 2030 GARRSB RICHMOND PKWY WB 010 N/O PENNSYLVANIA S/O BARRETT 2030 GARRSB RICHMOND PKWY WB 020 BARRETT N/O MACDONALD 2030 GARRSB RICHMOND PKWY WB 040 MACDONALD W OHIO 2024 Total 25,870,000$ 2030 Total 32,787,000$ Maintenance Cost Notes: 1) The cost table attached shows the maintenance treatment and costs both in 2024 and 2030 (2030 based on when this project may actually be constructed) and assumes a 4% inflation rate. 2) The treatments shown are based on the projected 2030 pavement condition index (PCI) with an assumed deterioration of 3 PCI points per year. 3) Total costs include the section of Castro Street which was the former Richmond Parkway and is labeled as part of the Richmond Parkway in the City’s StreetSaver database. The sections of Castro are at the end of the spreadsheet and are separated by a darker line. If you wanted to take out these sections from the 2030 costs would be about $4 million less. APPENDIX F: Priority Strategy Cost Estimates 158 Richmond Parkway Transportation Plan Maintenance Cost Strategy M-1 - Pavement Year StreetID Street Name SectionIDFromToArea (SY) Current PCI 2030 PCI Treatment PCI After Treatment 2024 Unit Cost ($/SY) 2024 Cost 2030 Unit Cost ($/SY) 2030 Cost 2030 RPKYEB RICHMOND PKWY EB 010 N/O CASTRON/O REDWOOD 2,951 85 67 THIN OVERLAY W/DIGOUTS 100 $ 55.00 $ 162,000 $ 70.00 $ 207,000 2030 RPKYEB RICHMOND PKWY EB 020 N/O REDWOODN/O MILLS 6,490 55 37 THICK MILL AND OVERLAY W/DIGOUTS 100 $ 91.50 $ 594,000 $ 116.00 $ 753,000 2030 RPKYEB RICHMOND PKWY EB 030 N/O MILLSN/O GENERAL CHEMICAL ENTR 12,280 42 24 RECONSTRUCT SURFACE (AC)100 $ 148.00 $ 1,817,000 $ 187.00 $ 2,296,000 2030 RPKYEB RICHMOND PKWY EB 040 N/O GENERAL CHEMICAL ENTRN/O HENSLEY 7,957 56 38 THICK MILL AND OVERLAY W/DIGOUTS 100 $ 91.50 $ 728,000 $ 116.00 $ 923,000 2030 RPKYEB RICHMOND PKWY EB 050 N/O HENSLEY2,277' @ CASTRO MERGE 8,594 55 37 THICK MILL AND OVERLAY W/DIGOUTS 100 $ 91.50 $ 786,000 $ 116.00 $ 997,000 2030 RPKYEB RICHMOND PKWY EB 060 2,277' @ CASTRO MERGEN/O GERTRUDE 6,773 37 19 RECONSTRUCT SURFACE (AC)100 $ 148.00 $ 1,002,000 $ 187.00 $ 1,267,000 2030 RPKYEB RICHMOND PKWY EB 080 CITY LIMIT @ 1400' W/O GOODRICK AVE W/O GOODRICK AVE 5,444 47 29 THICK MILL AND OVERLAY W/DIGOUTS 100 $ 91.50 $ 498,000 $ 116.00 $ 632,000 2030 RPKYEB RICHMOND PKWY EB 090 W/O GOODRICKW/O PKWY BRIDGE 8,089 60 42 THICK MILL AND OVERLAY W/DIGOUTS 100 $ 91.50 $ 740,000 $ 116.00 $ 938,000 2030 RPKYEB RICHMOND PKWY EB 100 W/O PKWY BRIDGEE/O PKWY BRIDGE 9,396 90 72 Do Nonthing - PCC $ - $ - $ - 28,722 59 41 THICK MILL AND OVERLAY W/DIGOUTS 100 $ 91.50 $ 2,628,000 $ 116.00 $ 3,332,000 9,778 49 31 THICK MILL AND OVERLAY W/DIGOUTS 100 $ 91.50 $ 895,000 $ 116.00 $ 1,134,000 7,233 41 23 RECONSTRUCT SURFACE (AC)100 $ 148.00 $ 1,070,000 $ 187.00 $ 1,353,000 79 $ 3.50 $ 9,000 $ 4.50 $ 12,000 2,418 91 73 SLURRY SEAL 79 $ 3.50 $ 8,000 $ 4.50 $ 11,000 17,991 69 51 THIN OVERLAY W/DIGOUTS 100 $ 55.00 $ 990,000 $ 70.00 $ 1,259,000 10,550 69 51 THIN OVERLAY W/DIGOUTS 100 $ 55.00 $ 580,000 $ 70.00 $ 739,000 100 $ 91.50 $ 214,000 $ 116.00 $ 272,000 4,340 57 39 THICK MILL AND OVERLAY W/DIGOUTS 100 $ 91.50 $ 397,000 $ 116.00 $ 503,000 7,233 50 32 THICK MILL AND OVERLAY W/DIGOUTS 100 $ 91.50 $ 662,000 $ 116.00 $ 839,000 8,800 47 29 THICK MILL AND OVERLAY W/DIGOUTS 100 $ 91.50 $ 805,000 $ 116.00 $ 1,021,000 24,288 62 44 THICK MILL AND OVERLAY W/DIGOUTS 100 $ 91.50 $ 2,222,000 $ 116.00 $ 2,817,000 9,396 90 72 Do Nonthing - PCC $ - $ - $ - 8,089 44 26 THICK MILL AND OVERLAY W/DIGOUTS 100 $ 91.50 $ 740,000 $ 116.00 $ 938,000 100 $ 148.00 $ 863,000 $ 187.00 $ 1,091,000 6,300 89 71 SLURRY SEAL 77 $ 3.50 $ 22,000 $ 4.50 $ 28,000 8,178 50 32 THICK MILL AND OVERLAY W/DIGOUTS 100 $ 91.50 $ 748,000 $ 116.00 $ 949,000 3,025 82 64 THIN OVERLAY W/DIGOUTS 100 $ 55.00 $ 166,000 $ 70.00 $ 212,000 2,383 92 74 SLURRY SEAL 80 $ 3.50 $ 8,000 $ 4.50 $ 11,000 11,169 20 2 RECONSTRUCT SURFACE (AC)100 $ 148.00 $ 1,653,000 $ 187.00 $ 2,089,000 5,067 27 9 RECONSTRUCT SURFACE (AC)100 $ 148.00 $ 750,000 $ 187.00 $ 948,000 3,300 42 24 RECONSTRUCT SURFACE (AC)100 $ 148.00 $ 488,000 $ 187.00 $ 617,000 3,504 3 0 RECONSTRUCT SURFACE (AC)100 $ 148.00 $ 519,000 $ 187.00 $ 655,000 8,462 86 68 THIN OVERLAY W/DIGOUTS 100 $ 55.00 $ 465,000 $ 70.00 $ 592,000 3,911 70 52 THIN OVERLAY W/DIGOUTS 100 $ 55.00 $ 215,000 $ 70.00 $ 274,000 7,076 61 43 THICK MILL AND OVERLAY W/DIGOUTS 100 $ 91.50 $ 647,000 $ 116.00 $ 821,000 7,076 64 46 THICK MILL AND OVERLAY W/DIGOUTS 100 $ 91.50 $ 647,000 $ 116.00 $ 821,000 3,911 61 43 THICK MILL AND OVERLAY W/DIGOUTS 100 $ 91.50 $ 358,000 $ 116.00 $ 454,000 8,462 52 34 THICK MILL AND OVERLAY W/DIGOUTS 100 $ 91.50 $ 774,000 $ 116.00 $ 982,000 2024 Total 25,870,000$ 2030 Total 32,787,000$ NCE 1/1 8/8/2024 Maintenance Cost Notes: 1) The cost table attached shows the maintenance treatment and costs both in 2024 and 2030 (2030 based on when this project may actually be constructed) and assumes a 4% inflation rate. 2) The treatments shown are based on the projected 2030 pavement condition index (PCI) with an assumed deterioration of 3 PCI points per year. 3) Total costs include the section of Castro Street which was the former Richmond Parkway and is labeled as part of the Richmond Parkway in the City’s StreetSaver database. The sections of Castro are at the end of the spreadsheet and are separated by a darker line. If you wanted to take out these sections from the 2030 costs would be about $4 million less. APPENDIX F: Priority Strategy Cost Estimates 3) Total costs include the section of Castro Street which was the former Richmond Parkway and is labeled as part of the Richmond Parkway in the City’s StreetSaver database. The sections of Castro are at the end of the spreadsheet and are separated by a darker line. If you wanted to take out these sections from the 2030 costs would be about $4 million less.Appendix F: Priority Strategy Cost Estimates | 159 RICHMOND PARKWAY TRANSPORTATION PLAN Public Works Division Annual Cost Street sweeping Streets Maintenance Division $160,431.84 Weed abatement, removal of illegal dumping, graffiti abatement, encampments (West Ohio to Giant Road)Abatement Division, Parkway $102,831.00 Weed abatement, removal of illegal dumping, encampments (Castro – Hensley to Pt. Richmond, Parkway – Giant Road to HWY I-80, Parkway – West Ohio to Pt. Richmond).Abatement Division, Parkway GRAND TOTAL (2024 Estimate)$483,055.24 STRATEGY M-1 -- MAINTENANCE (GENERAL) Strategy M-1 - General 160 UNIT QUANTITY UNIT COST TOTAL COST RETAINING WALLS LF 250 600$ 150,000$ GRADING CY 370 80$ 29,600$ HOT MIX ASPHALT TON 40 170$ 6,800$ AGGREGATE BASE TON 150 100$ 15,000$ CONCRETE (SIDEWALKS, CURB & GUTTER, CURB RAMPS, MEDIANS/PED ISLANDS, MEDIAN NOSES)SF 2800 40$ 112,000$ 4. Demolition (General) includes work to clear the site and remove roadway material and existing concrete improvements. INSTALLATION LOCKER SPACE 7 375$ 2,625$ General Cost Factors Mobilization, Demobilization, Environmental Protection, Traffic Control 1.20 Engineering, Design, and Construction Management 1.20 Inflation 1.22 TOTAL COST FOR STRATEGY T-1 - TRANSIT STRATEGY STRATEGY T-1 - TRANSIT STRATEGY (Bike lockers) STRATEGY T-1 - TRANSIT STRATEGY (Bus/Walking Improvements) 2024 BIKE LOCKER INSTALLATION COST 1.30Contingency APPENDIX F: Priority Strategy Cost Estimates SF 2800 40$ 112,000$ T-1 - TRANSIT STRATEGY STRATEGY T-1 - TRANSIT STRATEGY (Bike lockers) STRATEGY T-1 - TRANSIT STRATEGY (Bus/Walking Improvements) APPENDIX F: Priority Strategy Cost Estimates 4. Demolition (General) includes work to clear the site and remove roadway material and existing concrete improvements. T-1 - TRANSIT STRATEGY STRATEGY T-1 - TRANSIT STRATEGY (Bike lockers) STRATEGY T-1 - TRANSIT STRATEGY (Bus/Walking Improvements) 2024 BIKE LOCKER INSTALLATION COST APPENDIX F: Priority Strategy Cost Estimates INSTALLATION LOCKER SPACE 7 375$ 2,625$ T-1 - TRANSIT STRATEGY STRATEGY T-1 - TRANSIT STRATEGY (Bike lockers) T-1 - TRANSIT STRATEGY (Bus/Walking Improvements) 2024 BIKE LOCKER INSTALLATION COST APPENDIX F: Priority Strategy Cost Estimates TOTAL COST FOR STRATEGY T-1 - TRANSIT STRATEGY T-1 - TRANSIT STRATEGY (Bike lockers) STRATEGY T-1 - TRANSIT STRATEGY (Bus/Walking Improvements) 2024 BIKE LOCKER INSTALLATION COST APPENDIX F: Priority Strategy Cost Estimates Strategy T-1 Appendix F: Priority Strategy Cost Estimates | 161 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:1RES 2025-18 Name: Status:Type:Consent Resolution Passed File created:In control:1/17/2025 BOARD OF SUPERVISORS On agenda:Final action:1/28/2025 1/28/2025 Title:ADOPT Resolution No. 2025-18 recognizing honoring Leslie Gleason, the Executive Director of Trinity Center, upon her retirement, as recommended by Supervisors Carlson and Andersen. Attachments: Action ByDate Action ResultVer.Tally adoptedBOARD OF SUPERVISORS1/28/2025 1 Pass To:Board of Supervisors From:Ken Carlson, District IV Supervisor Report Title:Adopt resolution recognizing the retirement of Leslie Gleason, Executive Director of Trinity Center ☒Recommendation of the County Administrator ☐ Recommendation of Board Committee RECOMMENDATIONS: ADOPT Resolution honoring Leslie Gleason, the Executive Director of Trinity Center, upon her retirement. FISCAL IMPACT: None BACKGROUND: Honoring Leslie Gleason, the Executive Director of Trinity Center, upon her retirement. CONSEQUENCE OF NEGATIVE ACTION: None CONTRA COSTA COUNTY Printed on 3/31/2025Page 1 of 3 powered by Legistar™ File #:RES 2025-18,Version:1 The Board of Supervisors of Contra Costa County, California IN THE MATTER OF honoring Leslie Gleason, the Executive Director of Trinity Center, upon her retirement WHEREAS, Leslie Gleason has over 30 years of leadership experience and an exceptional track record of delivering consistent and effective homeless service programs for more than 25 years; and WHEREAS, her leadership has been defined by fostering community collaboration and building strong teams across community-based organizations and government agencies in Massachusetts and California; and WHEREAS, Leslie graduated from Yale University, holds a Master of Divinity from Episcopal Divinity School, and has completed graduate-level coursework in public policy at the University of Massachusetts Boston; and WHEREAS, from 2015 to 2019, Leslie served as the Director of Programs at Shelter Inc., a Concord-based nonprofit that provides critical services to unhoused individuals, including case management, eviction protection, and both short and long-term housing solutions; and WHEREAS, Leslie became Executive Director of Trinity Center in 2020, a Walnut Creek nonprofit that opens doorways to opportunity, offering vital safety net services, case management, and housing support for adults experiencing homelessness in Contra Costa County; and WHEREAS, during her tenure, Leslie demonstrated exceptional leadership in navigating the challenges of the COVID-19 pandemic with grace and vision, ensuring uninterrupted support for those in need; and WHEREAS, under Leslie’s guidance, Trinity Center launched innovative new programs, including the Transition Youth Program in 2021, the Workforce Development Program in 2023, and the Wellness Program in 2024; and WHEREAS, in 2022, Leslie represented Trinity Center in forming a partnership to acquire, operate, and provide services at The Post Apartments in Pleasant Hill; and WHEREAS, Leslie has been a steadfast advocate for unhoused individuals, representing Trinity Center on the Contra Costa Council on Homelessness and the Walnut Creek Homeless Task Force; and CONTRA COSTA COUNTY Printed on 3/31/2025Page 2 of 3 powered by Legistar™ File #:RES 2025-18,Version:1 WHEREAS, Leslie’s compassion, dedication, and tireless energy have left an indelible mark on Trinity Center and the larger Contra Costa County community. NOW, THEREFORE, BE IT RESOLVED:that the Contra Costa County Board of Supervisors recognizes Leslie Gleason on the occasion of her retirement and honors her hard work and dedication to the unhoused in our community. CONTRA COSTA COUNTY Printed on 3/31/2025Page 3 of 3 powered by Legistar™ 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:1RES 2025-19 Name: Status:Type:Consent Resolution Passed File created:In control:1/16/2025 BOARD OF SUPERVISORS On agenda:Final action:1/28/2025 1/28/2025 Title:ADOPT Resolution No. 2025-19 calling for an election to fill the #2 General Member, #8 Retired Member, and #8 Retired Member Alternate seats of the Contra Costa County Employees’ Retirement Association (CCCERA) Board of Trustees, as recommended by the County Administrator. (100% CCCERA) Attachments:1. CCCERA Letter to Chair of the BOS RE Notification of expiring terms 2025 Action ByDate Action ResultVer.Tally adoptedBOARD OF SUPERVISORS1/28/2025 1 Pass To: Board of Supervisors From:Monica Nino, County Administrator Report Title:Election of the #2 General Member, and #8 and #8 Alternate Retired Members of the Retirement Board ☒Recommendation of the County Administrator ☐ Recommendation of Board Committee RECOMMENDATIONS: 1.ACKNOWLEDGE that the term of office of the Member 4 seat on the Contra Costa County Employees' Retirement Association Board of Trustees (Retirement Board) held by Scott Gordon will expire on June 30, 2025. 2.ACKNOWLEDGE that there is a standing referral to the Board's Internal Operations Committee to recruit to fill, by Board of Supervisors appointment, any vacancies that occur in seats 4, 5, 6 and 9 of the Retirement Board. 3.ACKNOWLEDGE that the term of office of the Members 2, 8 and 8 Alternate seats on the Retirement Board held by David MacDonald, Louie Kroll, and Mike Sloan, respectively, will also expire on June 30, 2025. 4.ADOPT a Resolution calling for an election to fill the #2 General Member, #8 Retired Member, and #8 Retired Member Alternate seats of the Retirement Board. FISCAL IMPACT: 100% CCCERA. No County fiscal impact. BACKGROUND: The term of office of the following members of the Contra Costa County Employees’ Retirement Association Board will expire on June 30, 2025: David MacDonald (General Member - Number 2), Louie Kroll (Retired CONTRA COSTA COUNTY Printed on 2/3/2025Page 1 of 4 powered by Legistar™ File #:RES 2025-19,Version:1 Member of the Association - Number 8), and Mike Sloan (Retired Member of the Association - Number 8 Alternate). The Retirement Association Chief Executive Officer has requested the County to call an election to fill the vacancies. The general members of the Association may elect the Number 2 member and the retired members of the Association may elect the Number 8 and 8 Alternate members, as provided in the attached Resolution. Government Code section 31520.1 provides in part: “The second and third members of the board shall be members of the association, other than safety members, elected by those members within 30 days after the retirement system becomes operative in a manner determined by the board of supervisors. The eighth member shall be a retired member elected by the retired members of the association in a manner to be determined by the board of supervisors." Government Code section 31520.5 provides in part: "...The alternate retired member shall be elected separately by the retired members of the association in the same manner and at the same time as the eighth member is elected. The term of office of the alternate retired member shall run concurrently with the term of office of the eighth member." The #8 Retired Member Alternate seat represents the retirees' interests and may participate fully in all Retirement Board deliberations and closed sessions. He or she may vote when the #8 Retired Member is absent and holds a regular voting position on Retirement Board committees. If the #8 Retired Member seat becomes vacant, then the #8 Retired Member Alternate automatically becomes the #8 Retired Member. In June 2013, the Board of Supervisors adopted Resolution No. 2013/254 to establish a process for filling the #2 General Member, #8 Retired Member, and #8 Retired Member Alternate seats of the Retirement Board. What prompted this action was an election earlier that month in which no nominations were received for the #8 Retired Member Alternate seat. In response, the Board of Supervisors took action to advance the schedule and leave additional time to extend the nomination period if no nominations are received by the deadline. The 2025 Retirement Board election schedule has been set in accordance with Resolution 2013/254. Nominations shall be on forms provided by the County Clerk starting on Monday, February 3, 2025 (127 days prior to the election) and filed in that office not later than 5 p.m. on March 14, 2025 (88 days prior to the election). Election Day is fixed as Tuesday, June 10, 2025 (at least two weeks prior to seat term expiration). Any Ballot reaching the County Clerk’s Office after 5 p.m. on Tuesday, June 10, 2025 shall be voided and not counted. CONSEQUENCE OF NEGATIVE ACTION: Not adopting the resolution would result in a delay in election of, and lack of representation by the 2nd, 8th, and 8th Alternate members of the Contra Costa County Employees’ Retirement Association Board. CONTRA COSTA COUNTY Printed on 2/3/2025Page 2 of 4 powered by Legistar™ File #:RES 2025-19,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 ELECTION OF RETIREMENT BOARD MEMBERS NO. 2, 8, AND 8 ALTERNATE WHEREAS, the term of office of members 2, 8, and 8 Alternate of the Contra Costa County Employees’ Retirement Association Board will be completed as of June 30, 2025. The members are as follows: Member Number Name 2 David MacDonald, General Member 8 Louie Kroll, Retired Member 8 (Alternate)Mike Sloan, Retired Alternate; and WHEREAS, the appropriate members of the Retirement Association may elect someone to fill these offices for a three-year term beginning July 1, 2025; NOW, THEREFORE, BE IT RESOLVED THAT: 1.Nominations shall be on forms provided by the County Clerk starting on Monday, February 3, 2025 and filed in that office not later than 5 p.m. on March 14, 2025. The Clerk shall have ballots printed with the nominees’ names and with blank spaces for write-in candidates. The Clerk shall have a ballot mailed no later than May 12, 2025 to each member of the appropriate group of the Retirement Association as of April 1, 2025 with a ballot envelope in which to enclose the ballot when voted, imprinted “Retirement Board Ballot” or similar words, together with a postage paid, Business reply envelope addressed to the County Clerk for mailing the ballot envelope to that office, and with instructions that the ballot shall be marked and returned to the County Clerk before 5 p.m. on election day. (See No. 3 below.) 2.Election Day is hereby fixed as Tuesday, June 10, 2025. Any Ballot reaching the County Clerk’s Office after 5 p.m. on Tuesday, June 10, 2025 shall be voided and not counted. 3.Notice of election and nomination procedure shall be given by the Clerk by publishing a copy of this resolution at least once in the Contra Costa Times, West Contra Costa Times, San Ramon Valley Times, and the Ledger Post Dispatch at least ten days before the last day for receiving nominations. (See No 2 above.) 4.On Wednesday, June 11, 2025, the County Clerk shall cause all valid ballots to be publicly opened, counted, and tallied by an Election Board, which shall forthwith certify the return to this Board; and this Board shall declare the winners elected, or arrange for a run-off election in case of a tie. 5.As to #2 General Member, #8 Retired Member, and #8 Retired Member Alternate seats, if the County Clerk receives no valid nominations for any position, she shall so inform the Board of Supervisors, which shall extend the nomination period for that position. If the Clerk receives only one nomination for any of these positions, she shall so notify the Board of Supervisors, which shall declare that person elected to that CONTRA COSTA COUNTY Printed on 2/3/2025Page 3 of 4 powered by Legistar™ File #:RES 2025-19,Version:1 position in accordance with Government Code Section 31523(c). 6.As to the #2 General Member and the #8 Retired Member, if, at the conclusion of the extended nomination period, the County Clerk receives no valid nominations for any position, she shall so inform the Board of Supervisors, which shall call a new election therefor. 7.As to the #8 Retired Member Alternate seat, if, at the conclusion of the extended nomination period, the County Clerk receives no valid nominations for the position, she shall so inform the Board of Supervisors and the Retirement Board. The Retirement Board will appoint a replacement #8 Retired Member Alternate in accordance with Government Code Section 31523(b). CONTRA COSTA COUNTY Printed on 2/3/2025Page 4 of 4 powered by Legistar™ 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:125-303 Name: Status:Type:Consent Item Passed File created:In control:1/14/2025 BOARD OF SUPERVISORS On agenda:Final action:1/28/2025 1/28/2025 Title:APPOINT Melinda Elayda to the B8 Emergency Nurses Association - East Bay Chapter seat on the Emergency Medical Care Committee for a term ending September 30, 2026, as recommended by the Health Services Director. Attachments:1. B8 - Melinda Elayda_Redacted, 2. B8 - Melinda Elayda_Resume_Redacted Action ByDate Action ResultVer.Tally approvedBOARD OF SUPERVISORS1/28/2025 1 Pass To:Board of Supervisors From:Anna Roth, Health Services Director Report Title:Appointment to the Emergency Medical Care Committee ☒Recommendation of the County Administrator ☐ Recommendation of Board Committee RECOMMENDATIONS: APPOINT the following individual to a seat on the Emergency Medical Care Committee (EMCC) for a two- year term with an expiration date of September 30, 2026: B8 Emergency Nurses Association - East Bay Chapter from a Contra Costa County Receiving Hospital, Representative: Melinda (Mindy) Elayda, Walnut Creek, CA 94596. FISCAL IMPACT: There is no fiscal impact for this action. BACKGROUND: The EMCC is a multidisciplinary committee appointed by the County Board of Supervisors, to provide advice and recommendations on EMS-related matters to the Board, Health Services Director, and its EMS Agency. Membership consists of consumer representatives, and representatives of EMS-related organizations and groups. CONSEQUENCE OF NEGATIVE ACTION: If this action is not approved, this position on the EMCC will not be filled. CONTRA COSTA COUNTY Printed on 3/31/2025Page 1 of 1 powered by Legistar™ Please return completed applications to: Clerk of the Board of Supervisors 1025 Escobar Street, 1st Floor Martinez, CA 94553 or email to: ClerkofTheBoard@cob.cccounty.us Contra Costa County Do you work in Contra Costa County? Home Address - Street City Postal Code Primary Phone (best number to reach you)Email Address Resident of Supervisorial District (if out of County, please enter N/A): If Yes, in which District do you work? BOARDS, COMMITTEES, AND COMMISSIONS APPLICATION First Name Middle Initial Last Name Occupational Licenses Completed: G.E.D. Certificate Yes No No Degree Type/Course of Study/Major Degree AwardedColleges or Universities Attended High School Diploma CA High School Proficiency Certificate EDUCATIO N Yes Yes Yes No State Certificate Awarded for Training? Yes No Pl ease check one: Yes No If Yes, how many? No Check appropriate box if you possess one of the following: PAGE 1 of 3 THIS FORM IS A PUBLIC DOCUMENT Current Employer Job Title Length of Employment How long have you lived or worked in Contra Costa County? Board, Committee, or Commission Seat Name Have you ever attended a meeting of the advisory board for which you are applying? Other Trainings Completed: Yes No District Locator Tool Yes NoWould you like to be considered for appointment to other advisory bodies for which you may be qualified? Are you a veteran of the U.S. Armed Forces? Yes No Do you have any obligations that might affect your attendance at scheduled meetings? If Yes, please explain: Yes No Describe your qualifications for this appointment. (NOTE: you may also include a copy of your resume). Please check one: Yes No If Yes, please list the Contra Costa County advisory board(s) on which you are currently serving: Please check one: 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? Do you have a familial relationship with a member of the Board of Supervisors? (Please refer to the relationships listed under the "Important Information" section on page 3 of this application or Resolution No. 2021/234). List any volunteer and community experience, including any boards on which you have served. If Yes, please also list the Contra Costa County advisory board(s) on which you have previously served: Please check one: Yes No If Yes, please identify the nature of the relationship: I am including my resume with this application: Please check one: Yes No Are you currently or have you ever been appointed to a Contra Costa County advisory board? PAGE 2 of 3 THIS FORM IS A PUBLIC DOCUMENT Please explain why you would like to serve on this particular board, committee, or commission. 1025 Escobar Street, 1st Floor Martinez, CA 94553 Submit this application to: ClerkofTheBoard@cob.cccounty.us OR Clerk of the Board 6. Some boards, committees, or commissions may assign members to subcommittees or work groups which may require an additional commitment of time. 5. Meeting dates and times are subject to change and may occur up to two (2) days per month. 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. 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. Important Information Questions about this application? Contact the Clerk of the Board at (925) 655-2000 or by email at ClerkofTheBoard@cob.cccounty.us Signed: Date: 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 understand that all information in this application is publicly accessible. I understand and agree that misstatements and/or ommissions of material fact may cause forfeiture of my rights to serve on a board, committee, or commission in Contra Costa County. PAGE 3 of 3 THIS FORM IS A PUBLIC DOCUMENT Melinda S. Elayda MPA, BSN, RN SUMMARY OF QUALIFICATIONS: Registered Nurse with over 24 years of experience in clinical settings providing nursing care to diverse populations. I have over six years of experience as a nurse/team leader experience and am proficient in identifying critical situations and applying prudent decisions. Expert in emergency nursing and critical care. Skilled in adult and pediatric trauma/nursing. I graduated in October 2015 with my Master’s Degree in Public Administration with an Emphasis in Health Care Management with 4.0 G.P.A. 20 Year Kaiser Permanente Service Award March 2022. SKILLS SUMMARY • Strong Clinical Judgment • Experienced in collaborating with healthcare teams to maintain standards for nursing practices and providing the highest level of care. • Trauma Experience at Stanford ER: Adult/ Peds, John Muir ER Walnut Creek and Kaiser San Rafael ER • Experience with hospital and community committees • Stop the Bleed Instructor-teaching with Sutter Roseville Trauma/Injury Prevention Program • Preceptor experience for Paramedic Students and Mentor for Nursing Students • Provides nursing coordination for patients and family members to improve patient focused care and to implement cost saving measures when applicable. • Acute and Critical Care Expertise with current TNCC/ ENPC certifications. • Professional Bedside Manner • Adept at prioritizing/managing deadlines. • Computer Documentation Skills, EPIC, CERNA, • Provision of care consistent with EMTALA, Nurse Practice Act, HIPPA • Expert Adult and Pediatric IV Skills • Experience with Microsoft Office: Excel, Word, Power Point 2 PROFESSIONAL EXPERIENCE: Kaiser Walnut Creek Medical Center June 2024-Present Staff Nurse IV 36-hour 4p-4am evening shift. I returned to this ER a third time and have transitioned well. I have been successful at recognizing the nurses to aim high for the clinical ladder- staff nurse III to help empower themselves and others. I can do all leadership roles, Pivot (triage), Critical Zone area, RN resource and orienting new hires. I am the co-chair of the newly developed ER Wellness Committee that was established in January 2025, Kaiser Sacramento Medical Center October 2023-June 2024 Staff Nurse IV 36 hour 11-11pm evening shift position. Urban emergency department with Critical Decision Annex (CDA) 23-hour observation unit and dedicated adult behavioral health unit. Resource for new graduates, new hires/transfers, and pediatric resource. Kaiser Roseville Medical Center May 2017-October 2023 Staff Nurse IV 36-hour 11a-11pm evening shift-position and promoted to Staff Nurse III July 2019. Large suburban community sixty-five bed ER with twelve bed Observation Unit. Leadership roles in the ER Department are currently held on a weekly rotation; PFF- Patient Flow Facilitator in five bed zoned ER, Stroke and Ambi RN, Back Flow & Front Flow RN, Intake RN (triage). I was on the ER Pediatric Co-Chair Committee and on the ER Education Committee. I taught ER Pediatric Skills to assist on-boarding new hires, Kaiser transfers and travelers 20-year Kaiser Service Award- April 2022. 3 Kaiser Permanente South Sacramento Medical Center- June 2016-May 2017 Staff Nurse II 28hr/8-hour dayshift position at a Level II trauma center. High volume 37 bed suburban emergency department with 8 ER Observation Unit. Team style workflow in several pod/color zones to facilitate ER throughput. Large volume psychiatric population and coordinate care with ER psychiatric team to facilitate inpatient psychiatric hospital transfers. Clinical resources for new graduates and new employees. Monthly participation in ER Cardiac Committee for performance improvement for STEMI alerts and super user for Artic Sun. Kaiser Permanente San Rafael Medical Center February 2015-June 2016 Charge Nurse/Staff Nurse II 32-hour evening shift Charge Nurse in brand new twenty-two bed suburban emergency department. Responsible for making RN and ER tech evening assignments, emergency department throughput with direct rooming and maintaining high quality patient care. Chart audits for stroke, procedural sedation, restraints, and trauma patients. Kaiser Permanente San Francisco Medical Center March 2009-February 2015 Staff Nurse II Previously employed at Kaiser Walnut Creek August 1998-July 2004 Expert in providing emergency nursing care in busy twenty-six bed urban emergency department. Working day/mid shift, 32 hours a week. Delegate and coordinate care in collaborative team and teaching hospital environment. Proficient in emergency responses such as resuscitation of adults/pediatrics. Expert is use of I-Stat point of care. Resources for new graduate nurses and new hires/transfers RNs. Member of Workplace Safety Committee for the emergency department. 10-year service award in 2012. 4 EDUCATION: Grand Canyon University, Phoenix, AZ March 2014-October 2015 Master’s degree in public administration with an emphasis in Healthcare Management Graduation date-October 2015. California State University Sacramento, Sacramento, CA Bachelor’s in science, Nursing -May 1997 Solano Community College, Suisun City, CA Associate Degree in Nursing- May 1995 ALUMNI ASSOCIATIONS: CSU Sacramento Alumni Association Phi Sigma Sigma Sorority-CSU Sacramento, Theta Chi Chapter -Capital City Alumni (Sacramento) -Bay Area Alumni Association -Los Angeles County Alumni Association NURSING AFFILATIONS: • American Nurses' Association (ANA) # 02806379 • ANA/C Editor for online edition Nurses’ Voice • Emergency Nurses' Association (ENA) 217516 • Sigma Theta Tau Nursing Honor Society CERTIFICATIONS: • BLS -Basic Life Support • PALS -Pediatric Advanced Life Support • ACLS -Advanced Cardiac Life Support • TNCC -Trauma Nursing Core Course- expires 2025. • ENPC – Emergency Nursing Pediatric Course -expires 2026. LICENSE: Registered Nurse-California #513738 5 VOLUNTEER EXPERIENCE: Rock Medicine Clinic September 2014-present RN volunteer Volunteer at home 49er games at Candlestick Park. RN volunteer at free clinic working with EMTs, MD, NP, Certified Nurse Assistants, and unlicensed personnel. Provided non-judgmental health care to 49er fans, Candlestick employees, Gold Rush girls during 49er games and concert venues. Used expert clinical judgment to assist medical personnel to decide which patients required transfer to closest hospital/emergency department. Charge RN duties at select events and camping music festivals based on team staffing dynamics. ENA (Emergency Nurses Association) East Bay ENA Chapter President January 2025 – present Sacramento ENA Chapter President January2021- December 2024 Sacramento ENA Chapter Secretary January 2020-December 2020 SF Bay Area ENA Chapter Treasurer January 2015-December 2019 ENA National Wellness Committee Chair January 2023-December 2024 ENA National Committee Member: Quality and Safety 2017-2020 ENA Committee Chair: Institute for Quality and Safety Committee 2019 ENA National Education Planning Committee 2020-2021 ENA Conference Delegate 2015-2019 ENA Residency Program Revision 2024- Medication Mayhem Stroke Module: Author 6 Guest Speaking Engagements CSU Sacramento CSNA Chapter-RN Panel March 6, 2020 EN 20X Conference Presenter 2020 - “Embracing music festivals, the 49ers, & love of live music. Challenging your clinical skills as RockMed Volunteer.” Covid-19 Perspective Panel- EN20X Virtual Conference: September 2020 CSU Sacramento Introduction to Health Science: Health Professional Panel HHS 196B: February 10, 2022 & February 21, 2023 Huntington Drive Elementary School: Los Angeles, CA Career Day April 21, 2023 Art of Emergency Nursing Podcast with Kevin McFarlane: Mentoring for success -ER Nurses and Pediatrics Articles in ENA Connection Magazine 1) ENA Connection - December 2019 - Preventing Injury, Saving Lives’ ENA | Preventing Injury, Saving Lives Video- https://youtu.be/s2tXUX2oYsc?si=3YFUDVJMuGHsGw4r 2) https://images- cdn.dashdigital.com/enaconnection/july_2023/data/imgpages/mobile3/0012_ochuwa.jpg ED Nurses Encourage Kids to Consider Nursing as a Career- Career Day in East Los Angeles 7 3) I made the cover in 2022 with my friend Heather Knapp – St Luke’s Pediatric Trauma Educator: Boise, Idaho. REFERENCES: Available on request 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:125-304 Name: Status:Type:Consent Item Passed File created:In control:1/6/2025 BOARD OF SUPERVISORS On agenda:Final action:1/28/2025 1/28/2025 Title:REAPPOINT Rachel Rosekind to the District I Seat 1 on the Measure X Community Advisory Board for a term ending on March 31, 2027, as recommended by Supervisor Gioia. Attachments: Action ByDate Action ResultVer.Tally approvedBOARD OF SUPERVISORS1/28/2025 1 Pass To:Board of Supervisors From:John Gioia, District I Supervisor Report Title:REAPPOINT Rachel Rosekind to the District I seat the Measure X Community Advisory Board for a term ending on March 31, 2027, as recommended by Supervisor Gioia. ☒Recommendation of the County Administrator ☐ Recommendation of Board Committee RECOMMENDATIONS: REAPPOINT Rachel Rosekind to the District I Seat 1 on the Measure X Community Advisory Board for a term ending on March 31, 2027 FISCAL IMPACT: none BACKGROUND: The Measure X Community Advisory Board was established by the Board of Supervisors on February 2, 2021 to advise the Board of Supervisors on the use of Measure X transactions and use tax funds. CONSEQUENCE OF NEGATIVE ACTION: The appointment would not be made and the District would not have representation on the commission. CONTRA COSTA COUNTY Printed on 3/31/2025Page 1 of 2 powered by Legistar™ File #:25-304,Version:1 CONTRA COSTA COUNTY Printed on 3/31/2025Page 2 of 2 powered by Legistar™ 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:225-305 Name: Status:Type:Consent Item Passed File created:In control:1/10/2025 BOARD OF SUPERVISORS On agenda:Final action:1/28/2025 1/28/2025 Title:REAPPOINT Kim Carone to the Appointee 1 Seat, Maria Jehs to the Appointee 4 Seat, and Linda Matteri to the Appointee 5 Seat on the Knightsen Town Advisory Council for terms ending December 31, 2028, as recommended by Supervisor Burgis. Attachments: Action ByDate Action ResultVer.Tally approvedBOARD OF SUPERVISORS1/28/2025 2 Pass To:Board of Supervisors From:Diane Burgis, District III Supervisor Report Title:REAPPOINTMENTS TO THE KNIGHTSEN TOWN ADVISORY COUNCIL ☒Recommendation of the County Administrator ☐ Recommendation of Board Committee RECOMMENDATIONS: REAPPOINT the following individuals to the Knightsen Town Advisory Council to a term expiring December 31, 2028, as recommended by Supervisor Diane Burgis. Appointee 1 Kim Carone Knightsen, CA 94548 Appointee 2 VACANT Appointee 3 VACANT Appointee 4 Maria Jehs Knightsen, CA 94548 Appointee 5 Linda Matteri Knightsen, CA 94548 CONTRA COSTA COUNTY Printed on 3/31/2025Page 1 of 2 powered by Legistar™ File #:25-305,Version:2 FISCAL IMPACT: None BACKGROUND: The appointee seats expired on December 31, 2024. CONSEQUENCE OF NEGATIVE ACTION: None CONTRA COSTA COUNTY Printed on 3/31/2025Page 2 of 2 powered by Legistar™ 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:225-306 Name: Status:Type:Consent Item Passed File created:In control:1/10/2025 BOARD OF SUPERVISORS On agenda:Final action:1/28/2025 1/28/2025 Title:REAPPOINT Mark Whitlock to the Appointee 1 Seat, Pam Allen to the Appointee 2 Seat, Rob Brunham to the Appointee 3 Seat, Phillip Kammerer to the Appointee 4 Seat, and Belinda Bittner to the Appointee 5 Seat on the Bethel Island Municipal Advisory Council for terms ending December 31, 2028, as recommended by Supervisor Burgis. Attachments: Action ByDate Action ResultVer.Tally approvedBOARD OF SUPERVISORS1/28/2025 2 Pass To:Board of Supervisors From:Diane Burgis, District III Supervisor Report Title:REAPPOINTMENTS TO THE BETHEL ISLAND MUNICIPAL ADVISORY COUNCIL ☒Recommendation of the County Administrator ☐ Recommendation of Board Committee RECOMMENDATIONS: REAPPOINT the following individuals to the Bethel Island Municipal Advisory Council to a term expiring December 31, 2028, as recommended by Supervisor Diane Burgis. Appointee 1 Mark Whitlock Bethel Island, CA 94511 Appointee 2 Pam Allen Bethel Island, CA 94511 Appointee 3 Rob Brunham Bethel Island, CA 94511 Appointee 4 Phillip Kammerer Bethel Island, CA 94511 Appointee 5 Belinda Bittner Bethel Island, CA 94511 CONTRA COSTA COUNTY Printed on 3/31/2025Page 1 of 2 powered by Legistar™ File #:25-306,Version:2 FISCAL IMPACT: None BACKGROUND: The term for these seats expired December 31, 2024. CONSEQUENCE OF NEGATIVE ACTION: None CONTRA COSTA COUNTY Printed on 3/31/2025Page 2 of 2 powered by Legistar™ 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:125-307 Name: Status:Type:Consent Item Passed File created:In control:1/16/2025 BOARD OF SUPERVISORS On agenda:Final action:1/28/2025 1/28/2025 Title:APPROVE and AUTHORIZE the Auditor-Controller, or designee, to issue a refund for overpayment of Documentary Transfer Taxes totaling $3,974.30 to Chicago Title Company, eRecording Partners Network, and Cornerstone Title Company, as recommended by the Clerk-Recorder. (100% General Fund) Attachments: Action ByDate Action ResultVer.Tally approvedBOARD OF SUPERVISORS1/28/2025 1 Pass To:Board of Supervisors From:Kristin Connelly, Clerk-Recorder Report Title:Refund of overpayments of Documentary Transfer Tax totaling $3,974.30 to specified parties. ☒Recommendation of the County Administrator ☐ Recommendation of Board Committee RECOMMENDATIONS: APPROVE and AUTHORIZE the Auditor-Controller to issue a refund for overpayment of Documentary Transfer Tax totaling $3,974.30 to Chicago Title Company, eRecording Partners Network, and Cornerstone Title Company. FISCAL IMPACT: The recommendation will result in a reduction of $3,974.30 to the County General Fund from the 2024-2025 fiscal year. BACKGROUND: The County Clerk-Recorder received Document Transfer Tax Refund Requests due to duplicate payment and/or scrivener/title company errors from the following parties in the amounts listed below: Chicago Title Company, Rapunzel Martinez, Vice President 3825 Hopyard Rd. Ste 285 Pleasanton, CA 94588 Document # 2022-0094678 $2200.00 Chale, Atalya for eRecording Partners Network 11055 Wayzata Blvd. Suite 250, Minnetonka, MN 55305 Document # 2021-0222516 $467.50 Reardon, Paula - Cornerstone Title Company 506 N. Santa Cruz Ave. Los Gatos, CA 95030 Document # 2024-0003939 / 2024-0131282 $693.00 Chale, Atalya for eRecording Partners Network 11055 Wayzata Blvd. Suite 250, Minnetonka, MN 55305 Document # 2024-0121647 / 2024-0136991 $613.80 CONTRA COSTA COUNTY Printed on 3/31/2025Page 1 of 2 powered by Legistar™ File #:25-307,Version:1 Chicago Title Company,Rapunzel Martinez, VicePresident 3825 Hopyard Rd.Ste 285 Pleasanton, CA 94588 Document # 2022-0094678 $2200.00Chale, Atalya for eRecording Partners Network 11055 Wayzata Blvd. Suite 250, Minnetonka, MN 55305 Document # 2021-0222516 $467.50 Reardon, Paula - Cornerstone Title Company 506 N. Santa Cruz Ave. Los Gatos, CA 95030 Document # 2024-0003939 / 2024-0131282 $693.00 Chale, Atalya for eRecording Partners Network 11055 Wayzata Blvd. Suite 250, Minnetonka, MN 55305 Document # 2024-0121647 / 2024-0136991 $613.80 CONSEQUENCE OF NEGATIVE ACTION: Failure to authorize reimbursement would result in the aforementioned parties paying more than legally required for Documentary Transfer Tax. CONTRA COSTA COUNTY Printed on 3/31/2025Page 2 of 2 powered by Legistar™ 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:125-308 Name: Status:Type:Consent Item Passed File created:In control:1/15/2025 BOARD OF SUPERVISORS On agenda:Final action:1/28/2025 1/28/2025 Title:APPROVE and AUTHORIZE the Conservation and Development Director, or designee, to apply for, and accept, if awarded, a Resilience Hubs Grant in an amount not to exceed $25,000 from Pacific Gas and Electric to assess the opportunity to enhance the existing Ambrose Community Center in Bay Point to function as a community resilience center. (No County match) Attachments: Action ByDate Action ResultVer.Tally approvedBOARD OF SUPERVISORS1/28/2025 1 Pass To:Board of Supervisors From:John Kopchik, Director, Conservation and Development Report Title:Pacific Gas and Electric (PG&E) Resilience Hubs Grant Application ☒Recommendation of the County Administrator ☐ Recommendation of Board Committee RECOMMENDATIONS: APPROVE and AUTHORIZE the Conservation and Development Director, or designee, to apply for, and accept, if awarded, a Resilience Hubs Grant in an amount not to exceed $25,000 from Pacific Gas and Electric (PG&E) to assess the opportunity to enhance the existing Ambrose Community Center in Bay Point to function as a community resilience center. FISCAL IMPACT: There is no impact to the General Fund. This one-time grant funding will be used to support the implementation of the Contra Costa County Climate Action and Adaptation Plan. Grant funding will cover all costs for project management and administration by staff from the Department of Conservation and Development. No County match is required. BACKGROUND: PG&E is requesting grant proposals to help communities build a network of local resilience hubs through its Resilience Hubs grant program. PG&E will issue a total of $400,000 in grant awards in 2025 at both the $25,000 and $100,000 level to support feasibility projects and design and build projects respectively. 2025 is the final year of the grant program. Grant applications are due on January 31, 2025. This grant is funded by PG&E Corporation shareholders as part of PG&E’s investments in statewide wildfire resilience and response, in accordance with a mandate from the California Public Utilities Commission. CONTRA COSTA COUNTY Printed on 3/31/2025Page 1 of 2 powered by Legistar™ File #:25-308,Version:1 The PG&E Resilience Hubs Grant would support the County’s Climate Action and Adaptation Plan Strategy NI -3 to “Establish and maintain community resilience hubs” and Local Hazard Mitigation Plan Action Number CCC-49 to “Establish and maintain community resilience hubs with microgrids, education, training opportunities, and other community-focused resources.” The County will work with the Ambrose Recreation and Park District to assess the opportunity to enhance the existing Ambrose Community Center to function as a community resilience center. The Ambrose Community Center operates as a resource hub for the unincorporated community of Bay Point. The grant funding would support a community climate resilience needs assessment and inform a list of priority projects to improve the physical assets of the Ambrose Community Centers to address climate resilience resources identified by community input. Staff recommends the Board approve the submittal of the PG&E Resilience Hubs grant feasibility project application for the Bay Point community. CONSEQUENCE OF NEGATIVE ACTION: If the recommendations are not approved, the County will not apply for a PG&E Resilience Hubs Grant in an amount not to exceed $25,000. CONTRA COSTA COUNTY Printed on 3/31/2025Page 2 of 2 powered by Legistar™ 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:125-338 Name: Status:Type:Consent Item Passed File created:In control:1/9/2025 BOARD OF SUPERVISORS On agenda:Final action:1/28/2025 1/28/2025 Title:AUTHORIZE and APPROVE the County Administrator to reappropriate the unspent balance of $193,613 for the Measure X allocation for San Ramon Valley Fire Protection District (SRVFPD) Behavioral Health Crisis Response and APPROVE Budget Amendment No. BDA-25-00002 authorizing the County Administrator to make all necessary budget adjustments based on Board direction for Measure X revenue allocations. (100% Measure X) Attachments:1. BDA-25-00002.pdf Action ByDate Action ResultVer.Tally approvedBOARD OF SUPERVISORS1/28/2025 1 Pass To:Board of Supervisors From:Monica Nino, County Administrator Report Title:Measure X Allocations ☒Recommendation of the County Administrator ☐ Recommendation of Board Committee RECOMMENDATIONS: 1.AUTHORIZE and APPROVE the County Administrator to reappropriate the unspent balance of $193,613 for the Measure X allocation for San Ramon Valley Fire Protection District (SRVFPD) Behavioral Health Crisis Response. 2.APPROVE Budget Amendment No. BDA-25-00002 authorizing the County Administrator to make all necessary budget adjustments based on Board direction for Measure X revenue allocations. FISCAL IMPACT: The Measure X fund balance within the general fund reserve will be reduced by $13,161,479 for new one-time Measure X allocations, as previously approved by the Board on October 22, 2024 and November 12, 2024. BACKGROUND: On November 3, 2020, voters in Contra Costa County approved Measure X, a Countywide, 20-year, half-cent sales tax. The ballot measure language stated the intent of Measure X as “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.” Between Fiscal Years 2021-2024, $353.2M in total revenues was budgeted for Measure X, and with the CONTRA COSTA COUNTY Printed on 3/31/2025Page 1 of 3 powered by Legistar™ File #:25-338,Version:1 anticipation of revenue surplus, a total of $356.8M was appropriated for project allocations. The total actual revenues received through FY23-24 were $389.1M, yielding an actual surplus of $32.2M compared to budgeted total allocations. The total audited, actual expenditures for Measure X allocations through June 30, 2024 was $134.7M. During the FY24-25 budget hearings, the Board of Supervisors budgeted the use of the anticipated fund balance and appropriated an additional $17.5M for various Measure X projects, leaving $14.7M in unallocated Measure X surplus. At their October 22, 2024 meeting, the Board allocated another $5.75M total for the Employment and Human Services Department to create a $2.5M three-year pilot to increase participation in safety net services by developing an “Empowering Enrollment Program,” and $3.25M for a Guaranteed Income Program to be developed 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. During the November 12, 2024 special meeting of the Board of Supervisors, the Board directed the following: Reallocated balances: 1.$16.8M Health Services for Oak Grove completion, and for alternate destinations/behavioral health facilities 2.$10.6M Employment and Human Services Department, for youth centers capital budgets 3.$616,404 for Public Defender for legal services and equipment for Stand Together Contra Costa 4.$105,762 from Library early literacy program to Library facility deferred maintenance projects. New one-time allocations totaling approximately $7.4M use of Measure X fund balance from the General Fund Reserve: 1.$3.75M Public Works one-time for Veterans’ Halls deferred maintenance 2.$411,479 Library one-time for increased facilities maintenance costs (in addition to the $105,762 reallocated funds noted above) 3.$500K for The County Administrator’s Office to support an organizational study of the County’s Emergency Management System 4.$800K Fire Protection District aerial firefighting capital improvements and equipment 5.$750K for community health clinics (via Health Services) 6.$1.2M for repair of the Schroder Bridge over the Iron Horse Trail (via Public Works) The attached Budget Amendment summarizes the proposed changes above, including the reappropriation of the unspent balance of $193,613 for the San Ramon Valley Fire Protection District (SRVFPD) for Behavioral Health Crisis Response. At the November 12, 2024 meeting of the Board of Supervisors, the remaining balance for the SRVFPD was identified for return to the Measure X unallocated pool and approved by the Board. At that time, all eligible expenses had been invoiced and paid, leaving the balance. In subsequent discussions, SRVFPD requested modifications to the MOU’s budget and submitted additional expenses for consideration and reimbursement. The claimed expenses supported staffing and operations for the Mental Health Initiative Measure X project and were incurred during the original MOU funding period. If approved by the Board, the MOU budget would be modified, the $193,613 balance would be reappropriated for the project, and the final CONTRA COSTA COUNTY Printed on 3/31/2025Page 2 of 3 powered by Legistar™ File #:25-338,Version:1 billing would be processed, fully expending the allocation. As a result, the Measure X remaining actual revenue surplus available for allocation by the Board of Supervisors would total $1,571,662. CONSEQUENCE OF NEGATIVE ACTION: The departmental budgets would not reflect the allocations directed by the Board. CONTRA COSTA COUNTY Printed on 3/31/2025Page 3 of 3 powered by Legistar™ View Budget Amendment: Budget Amendment: FY 2024-25 - Operating Budget on 01/15/2025 : BDA-25-00002 03:02 PM 01/22/2025 Page 1 of 3 Company Contra Costa County Budget Template Operating Budget : FY 2024-25 Operating Budget Budget FY 2024-25 Operating Budget Organizing Dimension Type Amendment ID BDA-25-00002 Amendment Date 01/15/2025 Description One-time Measure X Budget Amendments as approved by Board. Amendment Type Appropriation / Estimated Revenue Adjustment Balanced Amendment Yes Entry Type Mid-Year Adjustments Status In Progress Budget Amendment Entries Period *Ledger Account/Summary Home Organization *Cost Center *Fund Debit Amount Credit Amount Memo Exceptions FY 2024-25 Year (FY 2024-25 Operating Budget) 9990:APPROPRIATED FUND BAL 1200 GENERAL ADMINISTRATION (Home Org) 0005 REVENUE - GENERAL COUNTY 100300 GENERAL $0.00 $13,161,479.00 Pull Measure X from general funds reserves Warning : - Home Org on Budget Line Not Equal Initiator's Home Org FY 2024-25 Year (FY 2024-25 Operating Budget) 4470:UNDESIGNATED CAP PROJECTS 1200 GENERAL ADMINISTRATION (Home Org) 4110 FLIP 100300 GENERAL $4,950,000.00 $0.00 New allocations for Schroder Bridge repairs and Veterans Halls Deferred Maintenance Warning : - Home Org on Budget Line Not Equal Initiator's Home Org FY 2024-25 Year (FY 2024-25 Operating Budget) 8330:OTHER EXTERNAL PLAN REV 1200 GENERAL ADMINISTRATION (Home Org) 6291 CONTRA COSTA CARES 146100 HMO ENTERPRISE-COMM PLAN $0.00 $750,000.00 Increase revenue Warning : - Home Org on Budget Line Not Equal Initiator's Home Org FY 2024-25 Year (FY 2024-25 Operating Budget) 3570:CONTRIB TO ENTERPRISE FND 1200 GENERAL ADMINISTRATION (Home Org) 0013 MEAS X GEN PURPOSE ALLOC 100300 GENERAL $750,000.00 $0.00 Revenue transfer out Warning : - Home Org on Budget Line Not Equal Initiator's Home Org FY 2024-25 Year (FY 2024-25 Operating Budget) 2802:REGISTRY 1200 GENERAL ADMINISTRATION (Home Org) 6291 CONTRA COSTA CARES 146100 HMO ENTERPRISE-COMM PLAN $750,000.00 $0.00 New allocation for Primary Care Community Clinics Warning : - Home Org on Budget Line Not Equal Initiator's Home Org View Budget Amendment: Budget Amendment: FY 2024-25 - Operating Budget on 01/15/2025 : BDA-25-00002 03:02 PM 01/22/2025 Page 2 of 3 Period *Ledger Account/Summary Home Organization *Cost Center *Fund Debit Amount Credit Amount Memo Exceptions FY 2024-25 Year (FY 2024-25 Operating Budget) 2479:OTHER SPECIAL DPMTAL EXP 1200 GENERAL ADMINISTRATION (Home Org) 7300 CCC FIRE PROTECTION 202000 C C C FIRE PROTECTION $800,000.00 $0.00 Expenditure authority add Warning : - Home Org on Budget Line Not Equal Initiator's Home Org FY 2024-25 Year (FY 2024-25 Operating Budget) 9956:TRANSFERS - GOV/GOVERNMENT 1200 GENERAL ADMINISTRATION (Home Org) 7300 CCC FIRE PROTECTION 202000 C C C FIRE PROTECTION $0.00 $800,000.00 Revenue transfer in Warning : - Home Org on Budget Line Not Equal Initiator's Home Org FY 2024-25 Year (FY 2024-25 Operating Budget) 2310:NON CNTY PROF SPCLZD SVCS 1200 GENERAL ADMINISTRATION (Home Org) 5459 WKFCE SVCS GA ELIG 100300 GENERAL $5,750,000.00 $0.00 New allocations for Empowering Enrollment Program and Guaranteed Income Pilot Warning : - Home Org on Budget Line Not Equal Initiator's Home Org FY 2024-25 Year (FY 2024-25 Operating Budget) 2310:NON CNTY PROF SPCLZD SVCS 1200 GENERAL ADMINISTRATION (Home Org) 5422 WFRC DEV REFUGEE ASSIST 100300 GENERAL $0.00 $20,201.00 Reallocated to County Youth Centers Warning : - Home Org on Budget Line Not Equal Initiator's Home Org FY 2024-25 Year (FY 2024-25 Operating Budget) 1011:PERMANENT SALARIES 1200 GENERAL ADMINISTRATION (Home Org) 5497 WKFCE SVCS HOLDING 100300 GENERAL $0.00 $825,896.00 Reallocated to County Youth Centers Warning : - Home Org on Budget Line Not Equal Initiator's Home Org FY 2024-25 Year (FY 2024-25 Operating Budget) 2310:NON CNTY PROF SPCLZD SVCS 1200 GENERAL ADMINISTRATION (Home Org) 5610 SLINGSHOT 100300 GENERAL $846,097.00 $0.00 Reallocated from other Measure X programs Warning : - Home Org on Budget Line Not Equal Initiator's Home Org FY 2024-25 Year (FY 2024-25 Operating Budget) 1011:PERMANENT SALARIES 1200 GENERAL ADMINISTRATION (Home Org) 3737 EARLY LITERACY OUTREACH 120600 COUNTY LIBRARY $0.00 $105,762.00 Reallocate funds from Library Literacy to Library Building Improvements Warning : - Home Org on Budget Line Not Equal Initiator's Home Org FY 2024-25 Year (FY 2024-25 Operating Budget) 5016:TRANSFERS - GOV/GOV 1200 GENERAL ADMINISTRATION (Home Org) 0013 MEAS X GEN PURPOSE ALLOC 100300 GENERAL $1,211,479.00 $0.00 Revenue transfer out Warning : - Home Org on Budget Line Not Equal Initiator's Home Org FY 2024-25 Year (FY 2024-25 Operating Budget) 9956:TRANSFERS - GOV/GOVERNMENT 1200 GENERAL ADMINISTRATION (Home Org) 0113 PLANT ACQUIS-LIBRARY FUND 120600 COUNTY LIBRARY $0.00 $411,479.00 Revenue transfer in Warning : - Home Org on Budget Line Not Equal Initiator's Home Org View Budget Amendment: Budget Amendment: FY 2024-25 - Operating Budget on 01/15/2025 : BDA-25-00002 03:02 PM 01/22/2025 Page 3 of 3 Period *Ledger Account/Summary Home Organization *Cost Center *Fund Debit Amount Credit Amount Memo Exceptions FY 2024-25 Year (FY 2024-25 Operating Budget) 4470:UNDESIGNATED CAP PROJECTS 1200 GENERAL ADMINISTRATION (Home Org) 0113 PLANT ACQUIS-LIBRARY FUND 120600 COUNTY LIBRARY $517,241.00 $0.00 Expenditure authority add Warning : - Home Org on Budget Line Not Equal Initiator's Home Org FY 2024-25 Year (FY 2024-25 Operating Budget) 2310:NON CNTY PROF SPCLZD SVCS 1200 GENERAL ADMINISTRATION (Home Org) 1200 GENERAL ADMINISTRATION 100300 GENERAL $500,000.00 $0.00 New allocation for Emergency Management System Organizational Study Warning : - Home Org on Budget Line Not Equal Initiator's Home Org Process History Process Step Status Completed On Due Date Person (Up to 5)All Persons Comment Budget Amendment Event Budget Amendment Event Step Completed 01/15/2025 10:15:46 AM 01/16/2025 Jessica Shepard 1 Budget Amendment Event Review Budget Amendment Not Required 01/16/2025 0 Budget Amendment Event Approval by Department Approver – Budget Amendment Sent Back 01/15/2025 10:31:49 AM Emlyn Struthers (Department Approver – Budget Amendment) 1 Send Back Reason from Emlyn Struthers: Add info on allocations to memo line Budget Amendment Event Budget Amendment Event Submitted 01/15/2025 10:38:33 AM 01/16/2025 Jessica Shepard 1 Budget Amendment Event Review Budget Amendment Not Required 01/16/2025 0 Budget Amendment Event Approval by Department Approver – Budget Amendment Approved 01/15/2025 11:00:18 AM Emlyn Struthers (Department Approver – Budget Amendment) 1 Budget Amendment Event Review Budget Amendment Sent Back 01/16/2025 10:37:23 AM 01/16/2025 Yesenia Campos (Budget Specialist (Auditor Office)) 1 Send Back Reason from Yesenia Campos: Send Back Per Jessica S. at CAO email dated 1/16/25. Budget Amendment Event Budget Amendment Event Submitted 01/21/2025 02:45:59 PM 01/16/2025 Jessica Shepard 1 Budget Amendment Event Review Budget Amendment Not Required 01/16/2025 0 Budget Amendment Event Approval by Department Approver – Budget Amendment Approved 01/22/2025 07:12:51 AM Laura Strobel (Department Approver – Budget Amendment) 1 Budget Amendment Event Review Budget Amendment Saved for Later 01/22/2025 02:40:56 PM 01/16/2025 Yesenia Campos (Budget Specialist (Auditor Office)) 1 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:125-339 Name: Status:Type:Consent Item Passed File created:In control:1/14/2025 BOARD OF SUPERVISORS On agenda:Final action:1/28/2025 1/28/2025 Title:AUTHORIZE relief of cash shortage in the Clerk-Recorder's Office in the amount of $490, as recommended by the County Administrator (100% General Fund) Attachments:1. Report of Shortage Action ByDate Action ResultVer.Tally approvedBOARD OF SUPERVISORS1/28/2025 1 Pass To:Board of Supervisors From:Monica Nino, County Administrator Report Title:Request for Relief of Cash Shortage ☒Recommendation of the County Administrator ☐ Recommendation of Board Committee RECOMMENDATIONS: AUTHORIZE relief of cash shortage in the Office of the Clerk-Recorder in the amount of $490.00 FISCAL IMPACT: Cash shortage of $490.00 will be funded with 100% General Fund. BACKGROUND: In accordance with the provisions of Administrative Bulletin 207.7, the Auditor-Controller has verified and concurs with the report of a total cash shortage in the amount of $490.00 in the Office of the Clerk-Recorder. The shortage occurred as a result of payment made to the office by the IRS for recorded liens that was intercepted as part of the Treasury Offset Program due to another County agency owing money to the IRS. CONSEQUENCE OF NEGATIVE ACTION: The shortage will not be relieved, and cash will not be in balance. CONTRA COSTA COUNTY Printed on 3/31/2025Page 1 of 2 powered by Legistar™ File #:25-339,Version:1 CONTRA COSTA COUNTY Printed on 3/31/2025Page 2 of 2 powered by Legistar™ 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:125-340 Name: Status:Type:Consent Item Passed File created:In control:1/15/2025 BOARD OF SUPERVISORS On agenda:Final action:1/28/2025 1/28/2025 Title:AUTHORIZE relief of cash shortage in the Treasurer-Tax Collector's Office in the amount of $271, as recommended by the County Administrator. (100% General Fund) Attachments:1. Report of Shortage Action ByDate Action ResultVer.Tally approvedBOARD OF SUPERVISORS1/28/2025 1 Pass To:Board of Supervisors From:Monica Nino, County Administrator Report Title:Request for Relief of Cash Shortage ☒Recommendation of the County Administrator ☐ Recommendation of Board Committee RECOMMENDATIONS: AUTHORIZE relief of cash shortage in the Treasurer-Tax Collector’s Office in the amount of $270.75. FISCAL IMPACT: Cash shortage in the amount of $270.75 will be funded with 100% General Fund. BACKGROUND: In accordance with the provisions of Administrative Bulletin 207.7, the Auditor-Controller has verified and concurs with the report of a total cash shortage in the amount of $270.75 in the Treasurer-Tax Collector’s Office. The shortage occurred on December 10th in two separate cash drawers in the amounts of $50.00 and $220.75, respectively, because of transactions made on December 9th. December 9, 2024, accounted for the heaviest volume of tax payment transactions for the entire tax season. Four separate individuals completed 740 transactions and processed approximately $2.7 million property tax payments, in which, more than $2.4 million were cash payments. Extensive investigation and review have not discovered which specific transactions caused the cash shortage and has not yielded any instances of fraud. The Office will continue to provide cash handling trainings to cashiers to prevent any recurrence in the future. CONSEQUENCE OF NEGATIVE ACTION: The shortage will not be relieved and cash will not be in balance. CONTRA COSTA COUNTY Printed on 3/31/2025Page 1 of 2 powered by Legistar™ File #:25-340,Version:1 CONTRA COSTA COUNTY Printed on 3/31/2025Page 2 of 2 powered by Legistar™ 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:125-341 Name: Status:Type:Consent Item Passed File created:In control:1/14/2025 BOARD OF SUPERVISORS On agenda:Final action:1/28/2025 1/28/2025 Title:RECEIVE report on the fourth quarter progress of the five grant projects from the first allocation of Innovation Funds, as recommended by the County Administrator. (No fiscal impact) Attachments:1. Tech Exchange Productivity Tables Action ByDate Action ResultVer.Tally approvedBOARD OF SUPERVISORS1/28/2025 1 Pass To:Board of Supervisors From:Monica Nino, County Administrator Report Title:4th Quarter Status Report on Measure X Innovation Fund Projects ☒Recommendation of the County Administrator ☐ Recommendation of Board Committee RECOMMENDATIONS: RECEIVE report on the fourth quarter progress of the five grant projects from the first allocation of Innovation Funds. FISCAL IMPACT: Informational report. No fiscal impact. Of the $2M allocated in the first round of the Innovation Fund, $30,000 was awarded and spent for five planning grants and $1,790,737 was awarded for five project grants, leaving an unallocated balance of $179,263. To date, $1,270,116 has been expended from the project grants, leaving an allocated balance of $520,621. Tech Exchange and White Pony have completed their projects and exhausted their grant awards. The County Administrator extended Lincoln’s grant period through February 28, 2025 and Support4Recovery’s and the Food Bank of Contra Costa and Solano’s grant periods through June 30, 2025 to enable those grantees to complete their projects. BACKGROUND: On October 17, 2023, at the conclusion of a year-long competitive bidding process, the Board of Supervisors awarded Measure X Innovation Fund grants totaling $1,790,737 to five promising projects. Contracts with each grantee were executed by the County Administrator effective December 1, 2023, since which time the projects have been underway. What follows is a short description of each project, the Innovation Funds claimed per project through December 31, 2024, and a summary of progress made towards project goals. Also noted are any challenges or impediments reported by the grantees and any anticipated impacts those impediments may have on the project outcomes or timeline. CONTRA COSTA COUNTY Printed on 3/31/2025Page 1 of 9 powered by Legistar™ File #:25-341,Version:1 The County Administrator’s Office will continue to monitor progress, provide support and guidance to the grantees, and report to the Board quarterly. 4th QUARTER UPDATE Smart Food Lockers Project, Food Bank of Contra Costa and Solano Contract Award: $717,500 Claimed thru December 31, 2024: $270,045 (38%) Grant period extended by CAO through June 30, 2025 Program Summary: Purchase of food lockers to enable eligible individuals to retrieve food anonymously and at their convenience. Like the Amazon Hub Locker model, banks of 20 climate-controlled lockers can be placed either inside or outdoors at locations around the county. Food orders are placed electronically, and user codes are granted for food pick-up. Distributions will begin with a standard set of food staples, with a long-term goal of customizing selections for dietary preferences or restrictions. There is capacity for up to three locker fills daily, so each 20-locker bank can potentially serve 60 families/households daily. 4th Quarter Status Update The project team reports that the branded lockers are installed and ready for operation at three out of four sites, with the fourth one to be installed shortly: Refuge Food Pantry in Concord (Central County); Los Medanos College in Brentwood (East County); and DVC San Ramon (South County). These lockers have just gone into operation. The fourth installation at Contra Costa College in San Pablo (West County) was postponed because the lockers could not fit through the external door of the host building. A contractor has been secured and the removal and replacement of the door is estimated to take place the last week of January. The lockers are set to begin operating soon afterward. At this early stage, six unique individuals have collected food from lockers in five days of operation for a total of 60 lbs. of food distributed. No pick-ups were missed. (At Los Medanos College)(At DVC San Ramon) The County Administrator authorized the installation of a fifth locker bank at DVC Pleasant Hill (Central County). This program expansion was determined to be feasible within the authorized grant allocation. DVC has not yet identified the specific site for the additional locker bank but negotiations are underway. CONTRA COSTA COUNTY Printed on 3/31/2025Page 2 of 9 powered by Legistar™ File #:25-341,Version:1 The following activities are planned through June 30: •Site training planned for DVC San Ramon and LMC Brentwood on use and food safety. Training for Contra Costa College to be scheduled after installation. •The lockers are set to operate on the first day of class 1/21/25 at DVC San Ramon and LMC Brentwood. •Site work at Contra Costa College in San Pablo estimated to take place the last week of January. The lockers are set to begin operating soon after. •The Food Bank will continue to support the sites’ outreach efforts to ensure the community is aware of this new service. •Sites will be issued the budgeted stipends to ensure they have the financial support they need to operate the program. •Once the remaining sites are up and running, the Food Bank will work with each partner to assess bottlenecks that might prevent the program from running optimally or at maximum capacity. •A decision will be made regarding the fifth site at DVC Pleasant Hill. If both parties decide to move forward, the Food Bank will sign an MOU, order the lockers, and begin conducting site prep work. •As the project progresses, the Food Bank will develop a process to collect client and partner feedback on the menu to better meet the dietary needs and preferences of those being served. Impediments. Following the initial project delays that occurred due to sourcing, the project team has made significant progress and project activities have advanced smoothly. Nevertheless, with the delayed start to locker operation, the project team was unable to fully expend the contract award within the approved grant period. Consequently, the County Administrator extended the grant period for this project through June 30, 2025 to enable the Food Bank to complete the project. The fourth quarter was not without additional challenges. The Contra Costa College locker bank installation was delayed due to the unanticipated need to remove the exterior building door to accommodate the installation. There was also a minor information network issue that temporarily interfered with the locker functionality, but this has since been remedied. Lastly, a software configuration setting inadvertently allowed unlimited food ordering by users. This was quickly discovered and corrected to prevent over-ordering. Pittsburg Mobile Family Resources Program, Lincoln Families Contract Award: $330,000 Claimed thru December 31, 2024: $278,205 (84%) Program Summary: The Pittsburg Mobile Family Resources (PMFR) brings resource coordination and direct services together with community engagement. Through a network of service providers, the PMFR promises to provide youth and families with coordinated intake, direct services, resource navigation, and strengthened informal support/community engagement. For the project to succeed, the PMFR requires a strong community champion to lead the project. 4th Quarter Status Update In Quarter 4, the project team continued engagement and service coordination with members of the Community Advisory Council. Critical to the direction of the PMFR project is the convening of a network of providers who center mental health and wellness as a core of their work to directly support youth and families is. Further, wellness services and coordination efforts were held for resident/community members. The following three- hour sessions were conducted: CONTRA COSTA COUNTY Printed on 3/31/2025Page 3 of 9 powered by Legistar™ File #:25-341,Version:1 ·Thurs, Sept 12, 2024 - Introductory Meeting ·Thurs, Oct 10, 2024 - Navigating the Emotional Landscape ·Thurs, Oct 17, 2024 - Ancestral Care and Memory ·Thurs, Nov 7, 2024 - Pittsburg Mobile Family Resource Center Next Steps: Supporting Community Emotional, Spiritual, and Mental Health ·Thurs, Nov 14, 2024 - Pittsburg Mobile Family Resource Center Next Steps: Supporting Community Emotional, Spiritual, and Mental Health ·Thurs, Dec 12, 2024 - Community Celebration and Giveaway Lincoln’s HOPE Contra Costa clinicians have been providing school-based family case management services to 30 families. The youth and families selected have high exposure to risk factors and childhood trauma. Families received coordinated intake, resource navigation, and support with basic needs. Impediments.While the Bilingual Case Manager unexpectedly left Lincoln for other employment, Lincoln reports that it has successfully pivoted to having its Pittsburg-serving clinicians provide comprehensive case management services. Nevertheless, the project team was unable to fully expend the contract award within the approved grant period. Consequently, the County Administrator extended the grant period for this project through February 28, 2025 to enable Lincon to complete the project. Hispanic Outreach Manager Project, Support4Recovery (S4R) Contract Award: $143,237 Claimed thru December 31, 2024: $122,045 (85%) Program Summary: The program will facilitate addiction treatment in the Hispanic community. It is modeled off BiBett's Pueblo del Sol program, which offers a residential detoxification program to Spanish speakers. The program goals are to increase awareness that recovery services are available in Spanish and to help individuals overcome barriers to getting substance abuse treatment, such as obtaining U.S. identification. 4th Quarter Status Update In the 12 months elapsed through December 31, S4R recorded 169 placements of individuals in housing, detox services, workshops, treatment programs, and support groups. S4R reports that most temporary housing placements resulted in clients returning to their families. Detox, residential treatment, counseling and support groups, and workshops and training placements have also experienced high rates of success with many placements still in progress. CONTRA COSTA COUNTY Printed on 3/31/2025Page 4 of 9 powered by Legistar™ File #:25-341,Version:1 Impediments.The limited availability of beds for detox and treatment for Hispanics in Contra Costa County continues to be a significant challenge for the project. With only eight beds allocated for detox and 12 beds for treatment, the project team has faced constraints in meeting the growing demand for services within the Hispanic community. Despite ongoing efforts to raise awareness and extend support, the shortage of available beds remains a pressing issue. Digital Inclusion Program, Tech Exchange Contract Award: $500,000 Paid thru December 31, 2024: $500,000 (100%) Program Summary: The program promised to source used computer devices from environmentally responsible businesses and individuals and refurbish and distribute devices to persons who receive public benefits and complete 8 hours of free digital skills training, and to nonprofit organizations that serve disadvantaged groups. Training was to be offered in multiple languages. The program planned to employ STEM (science, technology, engineering and mathematics) interns. 4th Quarter Status Update In Q4, Tech Exchange maintained its strong partnerships and developed new ones. In addition to returning to the Richmond Public Library, Richmond Multicultural Center, and DeJean Middle School, Tech Exchange also began offering adult digital skills courses at Pittsburg High School (pictured below), which hosted two cohorts and trained 46 learners, bringing the total for the quarter to 86 adults receiving essential computer skills training and a free laptop. CONTRA COSTA COUNTY Printed on 3/31/2025Page 5 of 9 powered by Legistar™ File #:25-341,Version:1 Tech Exchange also continued its free device distributions to Contra Costa County nonprofits and schools. The project team distributed devices through programs at Richmond Public Library and DeJean Middle School, as well as through new partnerships with Ford Elementary School (Richmond) and Los Medanos College (Pittsburg). Throughout Q4, 84 of Tech Exchange’s high-quality refurbished laptops were gifted to Contra Costa nonprofits for redistribution to their clients. In Q4, along with outreach through digital skills classes, Tech Exchange also presented three digital inclusion community events and tech resource fairs, at Richmond Multicultural Institute and Ford Elementary School. Both sites were also recipients of Tech Exchange’s refurbished devices, with distributions incorporated into the events. Internet enrollment events at these sites led to 22 enrollments, with another two Contra Costa residents contacting Tech Exchange directly for enrollment support, leading to 24 enrollments in Q4 and 26 overall. The Tech Fair at DeJean Middle School on Dec. 19 was particularly lively. Tech Exchange offered a one-hour workshop tailored for parents and guardians to equip them with the knowledge and tools needed to help keep their children safe online (pictured above). Topics included internet safety tips, recognizing online threats, and how to foster a secure digital environment at home. For DeJean students, Tech Exchange also offered a “Refurbathon,”(pictured below), a fun, interactive opportunity for youth to learn how to take apart a computer and get familiar with its basic components. The students worked together to refurbish old devices while learning valuable skills in electronics and teamwork among peers. To fuel the refurbishment effort and contribute to environmental sustainability, Tech Exchange’s Q4 efforts to divert e-waste in Contra Costa County were greatly advanced by donations from Pittsburg Unified School District and Las Lomas High CONTRA COSTA COUNTY Printed on 3/31/2025Page 6 of 9 powered by Legistar™ File #:25-341,Version:1 School, who donated over 900 devices to be refurbished and redistributed, bringing the total to 1,559 for the year. Detailed data tables are attached to this report. Throughout the grant period, Tech Exchange listened to partners and participants, all of whom confirmed the ongoing need for digital inclusion services in Contra Costa County. The vast geographic size of the county made it challenging to reach all areas. The project team connected with partner organizations, which were eager to assist in bringing services to their clients. Tech Exchange thanked the Board for the Innovation Fund's support in 2024. The County’s grant of $500,000 empowered Tech Exchange to significantly expand its services in the County, including digital skills classes, device distribution, and more. Altogether, this grant directly impacted over 800 unique individuals in need, who received training and devices. Impediments. No impediments reported this quarter. Food Rescue Hero (FRH) Program, White Pony Express (WPE) Contract Award: $100,000 Claimed through December 31, 2024: $100,000 (100%) Program Summary: The FRH application (app) is a pioneering technology solution that connects food producers’ surplus with available volunteer food-runners. It works like Uber, only for free food distribution. FRH provides real-time food delivery, connecting volunteers with smaller food donors like restaurants, caterers, schools, and cafeterias. The app allows food donors to signal when they have excess food. Available volunteers are then pinged via the app and can claim the run, electing to pick up and deliver the food immediately to a matching recipient organization registered in the program. This ground-breaking technology facilitates the dual goals of feeding hungry people and reducing food waste. 4th Quarter Status Update A major factor driving this project is the newly implemented California legislation, Senate Bill (SB) 1383 (Lara, Chapter 395, Statutes of 2016), which requires restaurants and smaller food providers to divert 20% of their edible organics from landfills to food recovery organizations like WPE. As a result, WPE has experienced CONTRA COSTA COUNTY Printed on 3/31/2025Page 7 of 9 powered by Legistar™ File #:25-341,Version:1 an influx of smaller donations. The FRH app mobilizes volunteers to do the pick-ups and deliveries. California has a 2025 goal to redirect to people in need 20% of edible food currently thrown away. WPE is addressing the challenge of engaging new food donors by creating targeted outreach and providing education about the rewards of food donations. Innovation funding allowed WPE to focus on securing more food donors to redirect surplus food to those in need and help with SB 1383 compliance. WPE reports that it has significantly increased their food donor partner numbers, as the data shows. During the fourth quarter and over the course of the project, WPE: 1.Secured a FRH Volunteer Coordinator to manage the schedule and logistics of deliveries and track results. 2.Created and distributed fliers with QR codes for easy access to sign up to donate food. 3.Provided education and training for food providers that explain the benefits of repurposing excess food to feed hungry neighbors. 4.Designed a magnet for restaurant coolers and refrigerators to remind kitchen staff to call WPE for fast, on-demand pick-ups when they have extra food. 5.Created a window sticker that lets patrons know they are part of the movement to end hunger and food waste. 6.Created and circulated fliers to recruit new FRH volunteers to be on-demand food-runners. 7.Educated the community, public officials, and decision makers by raising awareness about food waste, food insecurity, the new law, and how to act. 8.Promoted food donor partners on website and social media. With support from the Measure X Innovation Grant, WPE was able to engage hundreds of community members in the movement to end hunger and protect the planet. To measure output, WPE utilizes software to track the number of food donations and deliveries, and the pounds of food recovered. They also track the number of CONTRA COSTA COUNTY Printed on 3/31/2025Page 8 of 9 powered by Legistar™ File #:25-341,Version:1 volunteers who have been trained and participate in their food recovery program, and the number of food donor and recipient agencies that are part of their network. WPE data shows that WPE exceeded all of its project milestones: 1.Engaged 83 food donation suppliers (goal was 25) 2.Registered 397 volunteer food runners on the app (goal was 200) 3.Made 6,388 rescues and deliveries via the app (goal was 500) 4.Delivered a total of 1,312,918 pounds of recovered food, the equivalent of 1,094,098 meals (goal was 600,000 lbs.) 5.Eliminated an estimated 2,111 metric tons of Co2e (greenhouse gas emissions) from the atmosphere 6.Partnered with 72 nonprofit agencies to serve the county’s most vulnerable neighbors suffering from food insecurity. Impediments.A knowledge gap persists as food producers and restaurants are unclear about reporting, accountability, and compliance with SB 1383. The Innovation Fund Grant was used, in part, to create materials for distribution that educate and train these providers about the benefits of repurposing edible food waste to feed hungry people in our community. CONSEQUENCE OF NEGATIVE ACTION: N/A. This is an informational report. CONTRA COSTA COUNTY Printed on 3/31/2025Page 9 of 9 powered by Legistar™ 3 Digital Skills Trainings 2024 Digital Skills Trainings Course Dates Location/ Partner Learners/ Devices January 23, 30, February 6, 27 DeJean Middle School 12 Total Q1 12 March 25, April 1, 8, 15 First Page New Chapter 13 April 29, May 6, 13, 20 Richmond Public Library - Main Branch 18 May 1, 8, 15, 22 Richmond Public Library - Bayview Branch 8 May 8, 10, 17, 22 DeJean Middle School 5 April 9, 16, 23, 30 DeJean Middle School 20 May 14, 16, 21, 23 Opportunity Junction 19 May 22, 24, 29, 31 Antioch Community Center 18 June 10, 17, 24, July 1 Pittsburg Youth Development Center 19 June 18, 25, 27, July 2 Contra Costa Library - Antioch Branch 21 Total Q2 141 July 1, 3, 8 , 10 Contra Costa Library - Bay Point Library 9 July 1, 8, 15, 22 Richmond Public Library - Main Branch 29 July 9, 11, 16, 18 Richmond Multicultural Institute (English) 13 September 17, 19, 24, 26 Richmond Multicultural Institute (Spanish) 12 Total Q3 63 October 17, 19, 24, 26 Richmond Multicultural Institute 13 October 16, 23, 30, November 6 Pittsburg High School PUSD 22 November 8, 15 (3hr sessions), 22 Richmond Public Library - Main Branch 22 November 12, 14, 19, 21 DeJean Middle School (English) 5 December 4, 6, 11, 13 Pittsburg High School PUSD 24 Total Q4 86 2024 GRAND TOTAL LEARNERS 19 Cohorts, 11 Locations 302 4 Device Distributions Device Distribution Date Recipient Organization Quantity March 13 and 26 DeJean Middle School 25 April 15 El Timpano 20 Total Q1 45 May 15 Contra Costa College Student Services 40 May 17 Hijas del Campo 40 May 20 Pittsburg Youth Development Center 50 May 27 Antioch High School 45 June 11 Richmond High School 21 June 13 Working Wonders 15 June 27 New Destiny Church 40 Total Q2 251 September 17 Pittsburg Youth Development Center 25 September 27 Multicultural Institute 30 August 27 Diablo Valley College 45 October 2 Pittsburg Unified School District 20 Total Q3 120 September 19 & October 3 Multicultural Institute Richmond/ internet events 10 October 31 Los Medanos College 30 November 4 & December 16 DeJean Middle School 22 December 13 & 20 Ford Elementary 22 Total Q4 84 2024 GRAND TOTAL DEVICES 14 Partner Organization Recipients 500 5 Used Computer Equipment Pickups Pickup Date Donor Organization Equipment Type Quantity December 19 WCCUSD Laptops + 1 bin which were processed in 2024 318 February 13 Tilden Preparatory School 20 desktops, 7 monitors, 2 bins misc 29 February 23 MV CodeUp 2 desktops, 1 monitor, 1 box cables 4 March 13 WSP USA, Inc. 14 monitors 14 Total Q1 365 May 7 Head-Royce School 33 laptops, 3 monitors, 2 boxes cables 38 May 17 L.N. Curtis & Sons, Inc. 23 laptops, 13 monitors, 3 boxes cables 40 May 23 AUHSD Tech Department 90 laptops, 18 desktops, 15 monitors, 3 bins 126 May 23 R3 Studios LandscapeArchitect 4 monitors, 1 bin misc equipment 5 June 7 Tilden Preparatory School 31 desktops, 1 monitor, 2 boxes cables 34 June 14 Miramonte HS - AUHSD 15 monitors, 3 bins misc equipment 18 Total Q2 261 July 30 JHS Tax & Consulting 17 laptops, 6 desktops, 1 monitor, 2 bins/boxes of cables & misc electronics 26 Total Q3 26 October 4 Pittsburg Unified School District 53 i5 laptops, 547 dual core laptops, 5 misc bins and misc items 605 November 26 Las Lomas High 300 chromebooks, 2 misc bins 302 Total Q4 907 2024 GRAND TOTAL EQUIPMENT 12 Equipment Donor Organizations 1,559 6 2024 CCC Objectives & Accomplishments CCC 2024 Objectives Jan 1-Dec 31 Goal Q1 J F M Q2 A M J Q3 J A S Q4 O N D 12 mth TOTAL Note CCC CBO partners engaged 5-7 6 10 10 6 22 22 nonduplicated sites, including all library branches and CBOs where computer skills classes were held + all CBOs/ schools receiving devices Affordable internet enrollment 300 ~~ ~~ 2 24 26 Shifted plans due to the end of the ACP. Most enrollments occurred at Ford Elementary and Multicultural Institute in Richmond. Adults receiving 8 hrs digital skills + a laptop 300 12 141 63 86 302 19 cohorts at 11 locations in East and West CCC. Additional learners and devices were supported by other funders inc. Firedoll & Lesher Fndns. Devices distributed to CBO partners 500 45 251 120 84 500 14 vetted partner organization recipients serving low-income residents and opportunity youth in Contra Costa County. CCC orgs donating devices 10 4 6 1 2 13 Major equipment gifts from WCCUSD, AUHSD Tech Dept, and Las Lomas High School (AUHSD). Used devices collected in CCC 5,000 365 261 26 907 1,559 We are deeply grateful to all our CCC donors, whose gifts included high-quality equipment. 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:125-309 Name: Status:Type:Consent Item Passed File created:In control:1/7/2025 BOARD OF SUPERVISORS On agenda:Final action:1/28/2025 1/28/2025 Title:APPROVE amended Conflict of Interest Code for the Contra Costa Children and Families Commission, as recommended by County Counsel. Attachments:1. Exhibit A - Conflict of Interest Code for First 5, 2. Exhibit B - Conflict of Interest Code for First 5 - REDLINE Action ByDate Action ResultVer.Tally approvedBOARD OF SUPERVISORS1/28/2025 1 Pass To:Board of Supervisors From:Thomas L. Geiger, County Counsel Report Title:Conflict of Interest Code for First 5 Contra Costa Children and Families Commission ☒Recommendation of the County Administrator ☐ Recommendation of Board Committee RECOMMENDATIONS: APPROVE amended Conflict of Interest Code for the Contra Costa Children and Families Commission (“First 5”). FISCAL IMPACT: None. BACKGROUND: First 5 has amended its Conflict of Interest Code and submitted the revised Code, attached as Exhibit A, to the Board of Supervisors for approval pursuant to Government Code sections 87306 and 87306.5. The recommended changes include the addition and deletion of positions 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 First 5. A red-lined version of the Conflict of Interest Code is included as Exhibit B. CONSEQUENCE OF NEGATIVE ACTION: None. cc:Monica Nino, Clerk of the Board of Supervisors; Kurtis C. Keller, Deputy County Counsel; Ruth Fernandez, Executive Director, First Five CONTRA COSTA COUNTY Printed on 3/31/2025Page 1 of 2 powered by Legistar™ File #:25-309,Version:1 CONTRA COSTA COUNTY Printed on 3/31/2025Page 2 of 2 powered by Legistar™ 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:125-310 Name: Status:Type:Consent Item Passed File created:In control:1/7/2025 BOARD OF SUPERVISORS On agenda:Final action:1/28/2025 1/28/2025 Title:APPROVE amended Conflict of Interest Code for the Workforce Development Board of Contra Costa County, including the list of designated positions, as recommended by County Counsel. Attachments:1. Exhibit A - Conflict of Interest Code for the Workforce Development Board, 2. Exhibit B - Conflict of Interest Code for the Workforce Development Board - REDLINE Action ByDate Action ResultVer.Tally approvedBOARD OF SUPERVISORS1/28/2025 1 Pass To:Board of Supervisors From:Thomas L. Geiger, County Counsel Report Title:Conflict of Interest Code for the Workforce Development Board ☒Recommendation of the County Administrator ☐ Recommendation of Board Committee RECOMMENDATIONS: APPROVE amended Conflict of Interest Code for the Workforce Development Board of Contra Costa County (“WDB”), including the list of designated positions. FISCAL IMPACT: None. BACKGROUND: The WDB 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 addition of two positions to the list of positions 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 used by the WDB. 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; Tamia Brown, Executive Director, Workforce Development Board CONTRA COSTA COUNTY Printed on 3/31/2025Page 1 of 2 powered by Legistar™ File #:25-310,Version:1 CONTRA COSTA COUNTY Printed on 3/31/2025Page 2 of 2 powered by Legistar™ 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:125-311 Name: Status:Type:Consent Item Passed File created:In control:1/3/2025 BOARD OF SUPERVISORS On agenda:Final action:1/28/2025 1/28/2025 Title:APPROVE and AUTHORIZE the Employment and Human Services Director, or designee, to execute a contract amendment with Empowered Aging to increase the payment limit by $162,689 to a new payment limit of $694,127, for additional Long-Term Care Ombudsman Services pursuant to the Older Americans Act with no change to the term through June 30, 2025. (84% State, 16% Federal) Attachments: Action ByDate Action ResultVer.Tally approvedBOARD OF SUPERVISORS1/28/2025 1 Pass To:Board of Supervisors From:Marla Stuart, Employment and Human Services Director Report Title:Contract Amendment #40-559 Empowered Aging (AAS) ☒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 amendment with Empowered Aging to increase the payment limit by $162,689 to a new payment limit of $694,127, for additional Long-Term Care Ombudsman Services funded via Older Americans Act and State funds with no change to the term. FISCAL IMPACT: $162,689: 84% State, funded by the California Department of Aging, 16% Federal, funded by Federal Older Americans Act (OAA) funds, all of which are budgeted in FY 2024-2025. BACKGROUND: Empowered Aging provides Long-Term Care Ombudsman services to seniors and disabled adults in Long-Term Care facilities. Services include mediation and conciliation services in the resolution of inquiries and complaints from older, long-term care residents and patients, establishment of family councils for support of families of long-term care facility residents, and investigation of reports of physical abuse of all dependent adult and elder residents of long-term care facilities. Contractor also p rovides advocacy services and educational resources to empower residents, their families, and the aging community at large. Contractor was selected through the County procurement process, deriving from Request for Interest 773. On CONTRA COSTA COUNTY Printed on 3/31/2025Page 1 of 2 powered by Legistar™ File #:25-311,Version:1 August 13, 2024, the Board approved item C.32 authorizing a renewal contract with Empowered Aging in an amount not to exceed $531,438 for Long-Term Care Ombudsman Services for the period of July 1, 2024 to June 30, 2025. This amendment will increase the total payment limit by $162,689 for additional services one- time-only (Public Health License & Certification (PHLC)) for the Long-Term Care Ombudsman Program. This amendment is effective September 1, 2024. CONSEQUENCE OF NEGATIVE ACTION: Seniors and disabled adults in Contra Costa County will not receive additional Long-Term Care Ombudsman services. CHILDREN'S IMPACT STATEMENT: This contract supports the fourth of Contra Costa County’s community outcomes of the Children’s Report Card, "Families that are Safe, Stable and Nurturing.” CONTRA COSTA COUNTY Printed on 3/31/2025Page 2 of 2 powered by Legistar™ 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:125-312 Name: Status:Type:Consent Item Passed File created:In control:12/27/2024 BOARD OF SUPERVISORS On agenda:Final action:1/28/2025 1/28/2025 Title:APPROVE and AUTHORIZE the Purchasing Agent, or designee, to execute on behalf of the Health Services Director, a purchase order with Stromasys LLC in an amount not to exceed $48,000 and a Stromasys End User License Agreement for system emulator software and services for the period February 3, 2025 through February 2, 2030. (100% Hospital Enterprise Fund I) Attachments: Action ByDate Action ResultVer.Tally approvedBOARD OF SUPERVISORS1/28/2025 1 Pass To:Board of Supervisors From:Anna Roth, Health Services Director Report Title:Purchase Order with Stromasys 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, (1) a purchase order with Stromasys LLC in an amount not to exceed $48,000 and (2) Stromasys End User License Agreement for system emulator software and services, for the period from February 3, 2025 through February 2, 2030. FISCAL IMPACT: Approval of this action will result in expenditures of up to $48,000 over a five-year period and will be funded by Hospital Enterprise Fund I revenues. BACKGROUND: Contra Costa Health (CCH) IT Department maintains a legacy medical billing application, PSP/InSyst, on a physical server running Stromasys emulator software at the Martinez data center. Approval of this purchase will enable the IT department to upgrade this system from aging hardware to a virtual environment, ensuring its continued functionality. This upgrade will also free up valuable office space and reduce energy consumption by eliminating the need for temperature-controlled conditions required by the current server. This purchase will be made via sole source justification, for product and service continuity. The Stromasys End User Agreement obligates the County to indemnify Stromasys for any third-party claims arising out of County’s use of the software. Stromasys’ liability under this agreement is limited to the amount paid by County in the twelve months preceding the claim. CONSEQUENCE OF NEGATIVE ACTION: CONTRA COSTA COUNTY Printed on 3/31/2025Page 1 of 2 powered by Legistar™ File #:25-312,Version:1 If this action is not approved, CCH will not be able to upgrade the legacy medical billing application from its outdated physical server to a virtual environment. This could result in increased risk of system failure, continued high energy costs due to the need for temperature-controlled conditions, and ongoing consumption of valuable office space. CONTRA COSTA COUNTY Printed on 3/31/2025Page 2 of 2 powered by Legistar™ 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:125-313 Name: Status:Type:Consent Item Passed File created:In control:1/6/2025 BOARD OF SUPERVISORS On agenda:Final action:1/28/2025 1/28/2025 Title:APPROVE and AUTHORIZE the Purchasing Agent, or designee, to execute on behalf of the Health Services Director, a purchase order with U.S. Foods, Inc. dba U.S. Foodservice, Inc. in an amount not to exceed $36,000 to supply and deliver fresh and processed fruit, salads, vegetables and paper products to the Youth Stabilization Unit at the Miller Wellness Center for the period of January 1, 2025 through December 31, 2025. (100% Wellness Child Crisis Stabilization Fund) Attachments: Action ByDate Action ResultVer.Tally approvedBOARD OF SUPERVISORS1/28/2025 1 Pass To:Board of Supervisors From:Anna Roth, Health Services Director Report Title:Purchase Order with U.S. Foods, Inc. dba U.S. Foodservice, 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 U.S. Foods, Inc. dba U.S. Foodservice, Inc. in an amount not to exceed $36,000 to supply and deliver fresh and processed fruit, salads, vegetables and paper products to the Youth Stabilization Unit at the Miller Wellness Center for the period of January 1, 2025 through December 31, 2025. FISCAL IMPACT: Approval of this action will result in expenditures of up to $36,000 over a one-year period and will be funded by Wellness Child Crisis Stabilization funds, cost center 5980. BACKGROUND: The new Youth Stabilization Unit is a 24 hour, 8 bed clinic providing mental health crisis stabilization services for people ages 17 and younger. Children and teens will now receive developmentally appropriate emergency psychiatric care in a dedicated space designed for pediatric patients that is separate from the adult PES. Services will include crisis intervention, mental health assessment, medication assistance, therapy, alcohol and drug screening, case management and peer support. The California Department of Health Care Services (DHCS) specifies that psychiatric health care facilities are required to provide appropriate food services as part of basic care offerings. Therefore, ensuring that food is provided is part of the licensing specifications and requirements. The California Department of General Services - Procurement Division has established Statewide Contract 1- 22-89-15A with U.S. Foods, Inc., which is available for use by other public agencies, such as the county. As a participating agency, the county is required to submit to the same responsibilities as the State as provided in the CONTRA COSTA COUNTY Printed on 3/31/2025Page 1 of 2 powered by Legistar™ File #:25-313,Version:1 contract documents. The Statewide Contract includes limited liability provisions. The Purchasing Agent has determined that obtaining goods pursuant to the Statewide Contract is consistent with county procurement policies and that U.S. Foods, Inc. has the capacity to supply and deliver fresh and processed fruit, salads, vegetables and paper products to the Youth Stabilization Unit. CONSEQUENCE OF NEGATIVE ACTION: Failure to approve this action will result in the Miller Wellness Center not being able to adequately provide food to the Youth Stabilization Unit patients, which would negatively impact client care and cause non- compliance with DHCS license specifications. CHILDREN’S IMPACT STATEMENT: The Youth Stabilization Unit supports all of Contra Costa County’s community outcomes of 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”. Expected program outcomes include immediate mental health stabilization, reduction of emergency room placements, prevention of out-of-home placements, family empowerment and education, de -escalation and skills building, continuity of care, prevention of youth suicide, community systems collaboration, reducing stigma around mental health, economic stability, and cultural and linguistic competence. CONTRA COSTA COUNTY Printed on 3/31/2025Page 2 of 2 powered by Legistar™ 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:125-314 Name: Status:Type:Consent Item Passed File created:In control:1/15/2025 BOARD OF SUPERVISORS On agenda:Final action:1/28/2025 1/28/2025 Title:APPROVE and AUTHORIZE the Purchasing Agent, or designee, to execute on behalf of the Health Services Director, a purchase order amendment with Meridian Leasing Corporation to increase the payment limit by $193,896 to an amount not to exceed $391,896 and extend the term through August 31, 2026, and execute a Supplement to Master Lease for the period from January 1, 2024 through December 31, 2026 for lease and related maintenance of the ScrubEx dispensary machines at Contra Costa Regional Medical Center. (100% Hospital Enterprise Fund I) Attachments: Action ByDate Action ResultVer.Tally approvedBOARD OF SUPERVISORS1/28/2025 1 Pass To:Board of Supervisors From:Anna Roth, Health Services Director Report Title:Purchase Order with Meridian Leasing Corporation ☒Recommendation of the County Administrator ☐ Recommendation of Board Committee RECOMMENDATIONS: RESCIND Board action of September 24, 2024 (C.74), which pertained to a purchase order with Meridian Leasing Corporation; and APPROVE and AUTHORIZE the Purchasing Agent, or designee, to execute on behalf of the Health Services Director, an amendment to purchase order #25782 with Meridian Leasing Corporation to increase the payment limit by $193,896 to a new payment limit of $391,896 and extend the term through August 31, 2026, and execute a Supplement to Master Lease for the period from January 1, 2024 through December 31, 2026 for lease and related maintenance of the ScrubEx dispensary machines at Contra Costa Regional Medical Center (CCRMC). FISCAL IMPACT: Approval of this action will not result in additional expenditures through the purchase order term ending August 31, 2026 due to rescinding the Board action of September 24, 2024, which was funded by Hospital Enterprise Fund I revenues. BACKGROUND: Meridian Leasing Corporation is a company that specializes in providing equipment leasing and financing solutions. They offer a wide range of services, including the leasing of medical, technology, industrial, and transportation equipment. High-tech scrub dispensing systems are a convenient, effective, sanitary way to store scrubs for staff use in the hospital. These systems ensure that the scrubs are packed securely, thus effectively preventing cross- contamination while in storage. The scrub dispensary (ScrubEx) machines at CCRMC are manufactured by CONTRA COSTA COUNTY Printed on 3/31/2025Page 1 of 2 powered by Legistar™ File #:25-314,Version:1 Meridian Leasing Corporation and were leased from Innovation Passion Automation (IPA), a distributor. The original agreement came with one year of preventive maintenance services that ended on September 22, 2023. CCRMC attempted for several months to establish a separate contract for preventative maintenance and service agreements with IPA but was unable to reach an agreement on the contract language. As a result, CCRMC is pivoting to establishing a preventive maintenance services contract with Meridian Leasing Corporation instead. On May 12, 2020, the Board of Supervisors approved item C.64 to execute a master lease agreement and lease supplement with Meridian Leasing Corporation, in an amount not to exceed $3,382,011, for the lease of the Omnicell automated dispensing cabinets at CCRMC and Health Centers for the period from September 1, 2020 through August 31, 2027, subject to approval by the County Administrator and approval as to form by County Counsel. On August 10, 2022, the Purchasing Agent approved the use of Meridian Leasing Corporation and executed purchase order #25782 in an amount not to exceed $198, 000 for the period of August 1, 2022, through July 31, 2025 for the rental of scrubEx scrub dispenser for CCRMC, which included one year coverCare and hosting. On May 22, 2024, the Purchasing Agent approved the continued use of Meridian Leasing Corporation for the rental of scrub dispensers including parts, labor, upgrades and unlimited phone support. On September 24, 2024 the Board of Supervisors approved agenda item C.74 to execute a purchase order amendment with Meridian Leasing Corporation and execute a Supplement to Master Lease for the period from September 1, 2024 through August 31, 2026. However, the vendor did not accept the Supplement provided and issued another Supplement effective January 1, 2024. Approval of this action will rescind the previous staff report and allow the Purchasing Agent to execute the Supplement to Master Lease term for the period of January 1, 2024 through December 31, 2026. The Master Lease Agreement includes agreeing to limitation of liability and to indemnify, defend, and hold harmless Meridian Leasing Corporation. Approval of this request will allow Meridian Leasing Corporation to provide preventive maintenance service for the scrub dispensary. CONSEQUENCE OF NEGATIVE ACTION: If this action is not approved, it may cause significant disruptions to operational workflows, particularly in environments such as operating rooms where preventing cross-contamination is paramount prior to surgical procedures. Healthcare personnel may encounter delays or inefficiencies in preparing for patient care activities, thereby affecting overall operational efficiency. CONTRA COSTA COUNTY Printed on 3/31/2025Page 2 of 2 powered by Legistar™ 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:125-315 Name: Status:Type:Consent Item Passed File created:In control:1/15/2025 BOARD OF SUPERVISORS On agenda:Final action:1/28/2025 1/28/2025 Title:APPROVE and AUTHORIZE the Purchasing Agent, or designee, to execute on behalf of the Health Services Director, a purchase order with WASH Multifamily Laundry Systems, LLC in an amount not to exceed $12,000 and a rental agreement to rent two washers and dryers for the Discovery House for the period from January 3, 2025 through January 2, 2030, which shall automatically renew for successive one month terms until either party provides at least 30 days prior written notice of termination. (100% Substance Use Block Grant funds) Attachments: Action ByDate Action ResultVer.Tally approvedBOARD OF SUPERVISORS1/28/2025 1 Pass To:Board of Supervisors From:Anna Roth, Health Services Director Report Title:Purchase Order with WASH Multifamily Laundry Systems, 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 purchase order with WASH Multifamily Laundry Systems, LLC in an amount not to exceed $12,000 and a rental agreement to rent two washers and dryers for the Discovery House for the period from January 3, 2025 through January 2, 2030, which shall automatically renew for successive one month terms until either party provides at least 30 days prior written notice of termination. FISCAL IMPACT: Approval of this action will result in expenditures of up to $12,000 over a five-year period and will be funded by Substance Use Block Grant (SUBG) Funds. BACKGROUND: Discovery House is a Substance Use Disorder (SUD) residential program within the Behavioral Health Alcohol and Other Drugs Services (AODS) for Medi-Cal eligible men who are residents of Contra Costa County. Discovery House is licensed and certified by the California Department of Health Care Services (DHCS) and serves 40 men over the age of 18. The program provides low and high intensity SUD treatment 24 hours per day, seven days per week to clients who reside in the facility while they receive treatment. During their stay at Discovery House, which can last anywhere from 30 to 90 days depending on medical necessity, residents must launder their clothing, towels and linens. Having large capacity washers and dryers on-site is a necessity. The agreement requires the county to indemnify, defend and hold WASH Multifamily Laundry Systems harmless from any claim arising out of or resulting from the possession, use or operation of the equipment and CONTRA COSTA COUNTY Printed on 3/31/2025Page 1 of 2 powered by Legistar™ File #:25-315,Version:1 all related utilities, except to the extent caused by the sole negligence of WASH, its employees or agents. This includes a liability waiver for WASH and its employees and agent for any claims of loss and damage to the Equipment, exclusive of the sole negligence by WASH, its employees or agents, and WASH is not liable or responsible for any repairs necessitated by negligence or misuse of persons other than WASH, accidental damage to the Equipment, or any act or cause beyond the normal and reasonable operation of the Equipment. The Renter shall, to the fullest extent allowed under applicable law, indemnify, defend, and hold WASH harmless from and against any and all claims, actions, suits, proceedings, costs, expenses, damages, and liabilities, including reasonable attorneys’ fees, arising out of or resulting from the possession, use, or operation of the Equipment and all related utilities. WASH shall be entitled to receive from the Renter reasonable costs and attorneys’ fees incurred by WASH in the retaking of the Equipment or in otherwise enforcing WASH’s rights under the agreement. CONSEQUENCE OF NEGATIVE ACTION: If this action is not approved, Discovery House clients would not be able to do laundry on-site, which could negatively impact client care. CONTRA COSTA COUNTY Printed on 3/31/2025Page 2 of 2 powered by Legistar™ 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:125-316 Name: Status:Type:Consent Item Passed File created:In control:1/9/2025 BOARD OF SUPERVISORS On agenda:Final action:1/28/2025 1/28/2025 Title:APPROVE and AUTHORIZE the Health Services Director, or designee, to sign two 10-year revocable grants and related documents, granting up to $1,450,000 to Shelter, Inc., for the purpose of renovating two Shelter Inc.-owned properties, one at 935 East Street in Pittsburg and one at 1859 Clayton Way in Concord, for use as shared housing for clients referred by Contra Costa Health – Behavioral Health under the Behavioral Health Bridge Housing program, effective upon signature by both parties. (100% California Department of Health Care Services Behavioral Health Bridge Housing Grant funds) Attachments: Action ByDate Action ResultVer.Tally approvedBOARD OF SUPERVISORS1/28/2025 1 Pass To:Board of Supervisors From:Anna Roth, Health Services Director Report Title:Approval of Infrastructure Grant Funding under the Behavioral Health Bridge Housing Program ☒Recommendation of the County Administrator ☐ Recommendation of Board Committee RECOMMENDATIONS: APPROVE and AUTHORIZE the Health Services Director, or designee, to sign two 10-year revocable grants and related documents, subject to approval by the County Administrator and approval as to form by County Counsel, granting up to $1,450,000 to Shelter Inc. for the purpose of renovating two Shelter Inc.-owned properties, one at 935 East Street in Pittsburg and one at 1859 Clayton Way in Concord, for use as shared housing for clients referred by Contra Costa Health - Behavioral Health under the Behavioral Health Bridge Housing program. FISCAL IMPACT: No impact on the General Fund. The funds being granted were awarded to the County for this purpose by the California Behavioral Health Bridge Housing (BHBH) program, with no matching funds requirement. BACKGROUND: On November 7, 2023, the Board of Supervisors approved an agreement with Advocates for Human Potential (AHP) in the amount of $20,488,722 for the BHBH Program. BHBH is designed to address the immediate treatment and housing needs of people experiencing unsheltered homelessness who have serious behavioral health conditions. Up to $2,007,000 of the $20,488,722 awarded to the County under the BHBH program may be applied toward bridge housing start-up infrastructure costs. (The remaining funds awarded to the County under the program are CONTRA COSTA COUNTY Printed on 3/31/2025Page 1 of 2 powered by Legistar™ File #:25-316,Version:1 available for the operation of bridge housing.) The two revocable grants that are the subject of this staff report will be used to fund start-up infrastructure costs at two sites owned by Shelter, Inc., a nonprofit public benefit corporation, to enable the properties to be used as shared housing in the BHBH program. The two sites are: The Landings - 935 East Street, Pittsburg This property is the site of an eight-unit apartment building that was built in 1937. The entire building will be rehabilitated and seven of the units will be dedicated to the BHBH program. The remaining unit will be used as a manager’s unit. This will result in the addition of fourteen beds to the BHBH program. The cost of the renovation will not exceed $1,050,000 and will include upgrades to the interior of the units, including replacing the flooring, repainting the units, and replacing the HVAC systems, and improvements to the exterior of the building, including repaving the driveway, and replacing the gate. A portion of the allocated funds will be used for relocation costs to relocate individuals who are living in five of the building’s units in order for the entire building to be dedicated to the BHBH program. Mary McGovern House - 1859 Clayton Way, Concord The structure at this location is a single-family residence with seven bedrooms and three bathrooms that was built in 1930. The home was formerly used by Shelter Inc. to provide transitional housing for homeless youth or those leaving the foster care system. Due to its poor condition, the home is currently uninhabited. The cost of the rehabilitation will not exceed $400,000. The scope of the work includes replacing the flooring, repainting, replacing the HVAC system, repaving the driveway, replacing the back deck and repairing the roof. The renovation of this location will add twelve beds to the BHBH program. Shelter, Inc. will oversee all the work done to complete the renovations. As a condition of the BHBH program, Shelter Inc. must comply with the terms and conditions of the grant program, including compliance with (i) California Labor Code section 1720, (ii) all Federal, State and local procurement requirements, (iii) the use of licensed contractors, (iv) the use of a construction monitoring plan, and, (v) a deed restriction on each property for not less than the term of the BHBH program (i.e., through at least June 30, 2027). To comply with the BHBH program requirements, the infrastructure renovations will need to be completed in accordance with a timeline established by AHP. CONSEQUENCE OF NEGATIVE ACTION: Not granting BHBH program funds to Shelter, Inc. for the renovation of these properties will result in fewer suitable beds being available for the BHBH program. CONTRA COSTA COUNTY Printed on 3/31/2025Page 2 of 2 powered by Legistar™ 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:125-317 Name: Status:Type:Consent Item Passed File created:In control:1/14/2025 BOARD OF SUPERVISORS On agenda:Final action:1/28/2025 1/28/2025 Title:APPROVE and AUTHORIZE the Health Services Director, or designee, to execute a contract amendment with Health Management Systems, Inc., to provide additional professional auditing services for the Contra Costa Health Plan Claims Unit with no change in the payment limit of $2,000,000 or term ending December 31, 2025. (100% Contra Costa Health Plan Enterprise Fund II) Attachments: Action ByDate Action ResultVer.Tally approvedBOARD OF SUPERVISORS1/28/2025 1 Pass To:Board of Supervisors From:Anna Roth, Health Services Director Report Title:Amendment #27-799-15 with Health Management Systems, 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 #27-799-15 with Health Management Systems, Inc., a corporation, effective January 1, 2025, to amend Contract #27-799-13 (as amended by Amendment Agreement #27-799-14), to provide additional professional auditing services for the Contra Costa Health Plan (CCHP) Claims Unit with no change in the payment limit of $2,000,000 or the original term of January 1, 2024 through December 31, 2025. FISCAL IMPACT: Approval of this Amendment will not impact the payment limit of $2,000,000 and is funded 100% by CCHP Enterprise Fund II revenues. (No additional rates) BACKGROUND: CCHP is mandated by State and Federal law to have professional auditing services which includes measures that prevent, detect, and correct noncompliance, insurance billing, provider recoupment, insurance verifications and coordination of benefits with the Centers for Medicare and Medicaid Services (CMS) program requirements. This Contract is mandatory to provide the needed Managed Care Audit Services of Insurance Billing and Provider Recoupment to maintain mandated requirements by the State of California Department of Managed Health Care (DMHC) and Department of Health Care Service (DHCS). Contractor has been fostering a deep understanding of the CCHP organizations mission, values, and long-term objectives since May 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 ensure no conflicts with labor relations. CONTRA COSTA COUNTY Printed on 3/31/2025Page 1 of 2 powered by Legistar™ File #:25-317,Version:1 On February 6, 2024, the Board of Supervisors approved Contract #27-799-13 with Health Management Systems, Inc., in an amount not to exceed $2,000,000, to provide professional auditing services for the Contra Costa Health Plan Claims Unit for the period January 1, 2024 through December 31, 2025. On June 25, 2024, the Board of Supervisors approved Contract Amendment Agreement #27-799-14 with Health Management Systems, Inc., effective July 1, 2024, to modify the Contract provisions to conform to DMHC requirements with no change in the contract payment limit or the original term. Approval of Contract Amendment Agreement #27-799-15 will allow the Contractor to provide additional professional auditing services for the CCHP Claims Unit through December 31, 2025. CONSEQUENCE OF NEGATIVE ACTION: If this Amendment is not approved, County will not be compliant with DMHC requirements. CONTRA COSTA COUNTY Printed on 3/31/2025Page 2 of 2 powered by Legistar™ 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:125-318 Name: Status:Type:Consent Item Passed File created:In control:1/14/2025 BOARD OF SUPERVISORS On agenda:Final action:1/28/2025 1/28/2025 Title:APPROVE and AUTHORIZE the Health Services Director, or designee, to execute a contract with Jones Psychological Services, Inc, in an amount not to exceed $450,000 to provide neuropsychological testing services for 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 SUPERVISORS1/28/2025 1 Pass To:Board of Supervisors From:Anna Roth, Health Services Director Report Title:Contract #77-508-1 with Jones Psychological 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 #77-508-1 with Jones Psychological Services, Inc, a corporation, in an amount not to exceed $450,000, to provide neuropsychological testing services 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 $450,000 over a two-year period and will be funded 100% by CCHP Enterprise Fund II revenues. BACKGROUND: CCHP has an obligation to provide certain neuropsychological testing for its 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 these services and fostering a deep understanding of the CCHP organizations mission, values, and long-term objectives since December 1, 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. 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. Per Administrative Bulletin 600.3 CCHP physician services are exempt from solicitation requirements. CONTRA COSTA COUNTY Printed on 3/31/2025Page 1 of 2 powered by Legistar™ File #:25-318,Version:1 In November 2022, the County Administrator approved and the Purchasing Services manager executed Contract #77-508 with Jones Psychological Services, Inc, in an amount not to exceed $150,000, for the provision of neuropsychological testing services for CCHP members and County recipients, for the period December 1, 2022 through November 30, 2024. Approval of Contract #77-508-1 will allow the Contractor to continue providing neuropsychological testing services for CCHP members and County recipients through November 30, 2026. This Contract was delayed due to required documents not being received from Contractor until December 23, 2024. CONSEQUENCE OF NEGATIVE ACTION: If this Contract is not approved, certain neuropsychological testing 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 3/31/2025Page 2 of 2 powered by Legistar™ 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:125-319 Name: Status:Type:Consent Item Passed File created:In control:1/14/2025 BOARD OF SUPERVISORS On agenda:Final action:1/28/2025 1/28/2025 Title:APPROVE and AUTHORIZE the Health Services Director, or designee, to execute a contract with Matthew J. Tafoya, M.D., in an amount not to exceed $250,000 to provide emergency medicine services at Contra Costa Regional Medical Center and Health Centers for the period February 1, 2025 through January 31, 2026. (100% Hospital Enterprise Fund I) Attachments: Action ByDate Action ResultVer.Tally approvedBOARD OF SUPERVISORS1/28/2025 1 Pass To:Board of Supervisors From:Anna Roth, Health Services Director Report Title:Contract #76-747-4 with Matthew J. Tafoya, 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 #76-747-4 with Matthew J. Tafoya, M.D., an individual, in an amount not to exceed $250,000, to provide emergency medicine services at Contra Costa Regional Medical Center (CCRMC) and Contra Costa Health Centers for the period February 1, 2025 through January 31, 2026. FISCAL IMPACT: Approval of this Contract will result in annual expenditures of up to $250,000 will be funded as budgeted 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 emergency medicine health services including clinic coverage, consultation, medical and/or surgical procedures to its patients. CCRMC has contracted with Dr. Tafoya for emergency medicine services since August 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. Per Administrative Bulletin 600.3 CCRMC Physician services are exempt from Solicitation requirements. On January 10, 2023, the Board of Supervisors approved (1) Cancellation Agreement #76-747-2 with Matthew J. Tafoya, M.D., an individual, effective at the end of business on January 31, 2023; and (2) Contract #76-747-3 with Matthew J. Tafoya, M.D., an individual, in an amount not to exceed $400,000, to provide emergency medicine services for CCRMC and Health Centers patients, for the period February 1, 2023 through January CONTRA COSTA COUNTY Printed on 3/31/2025Page 1 of 2 powered by Legistar™ File #:25-319,Version:1 31, 2025. Approval of Contract #76-747-4 will allow the Contractor to continue providing emergency medicine services at CCRMC and Contra Costa Health Centers through January 31, 2026. CONSEQUENCE OF NEGATIVE ACTION: If this Contract is not approved, the necessary emergency medicine 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 3/31/2025Page 2 of 2 powered by Legistar™ 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:125-320 Name: Status:Type:Consent Item Passed File created:In control:1/15/2025 BOARD OF SUPERVISORS On agenda:Final action:1/28/2025 1/28/2025 Title:APPROVE and AUTHORIZE The Health Services Director, or designee, to execute a contract with Solventum Health Information Systems, Inc., to increase the payment limit by $36,798 to a new payment limit of $333,075 to continue providing hosted patient classification and claims software system and support services with no change in the term through May 1, 2025. (100% Hospital Enterprise Fund I) Attachments: Action ByDate Action ResultVer.Tally approvedBOARD OF SUPERVISORS1/28/2025 1 Pass To:Board of Supervisors From:Anna Roth, Health Services Director Report Title: Payment Limit increase for Contract #23-625-3 with Solventum Health Information Systems, 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 a payment limit increase in Master Software and Services Agreement (#23-625-3) with Solventum Health Information Systems, Inc., a Maryland corporation, effective January 28, 2025, to increase the payment limit of (Contract #23-625-3) by $36,798, from $296,277 to a new payment limit of $333,075, for a hosted patient classification and claims software system and support services, for Contra Costa Health (CCH) with no change in the term of October 5, 2021 through May 1, 2025. FISCAL IMPACT: Approval of this action will result in additional annual expenditures of up to $36,798 and will be funded as budgeted by the department in FY 2024-25, 100% by Hospital Enterprise Fund I). (No rate increase) BACKGROUND: This Contract meets the needs of the County’s patient population by providing a health information system that includes annuity software for performing claims reviews and provider comparisons.3M’s Grouper Plus Content Services (GPCS)system includes GPCS All Patient Refined -Diagnosis Related Groups (APR DRG)Grouper &Reimbursement California (CA)Medicaid a classification system,which will assist the Contra Costa Health Plan (CCHP)to assign patients into meaningful groups necessary for claims reimbursement.3M APR DRGs classify patients based on clinical similarities and their use of hospital resources.3M’s Grouper Plus Content Services provides access to comprehensive grouping,editing,and reimbursement content,utilizing a modern cloud-based service that leverages web services and cloud technology to provide this content securely.The standardized implementation of this system allows for a solution for an increasingly complex and dynamic CONTRA COSTA COUNTY Printed on 3/31/2025Page 1 of 2 powered by Legistar™ File #:25-320,Version:1 standardized implementation of this system allows for a solution for an increasingly complex and dynamic regulatory and payment environment.3M Transaction software has afforded CCHP the ability to calculate accurate claim pricing and CCH the capability to improve productivity and compliance measures for its Contra Costa Regional Medical Center and Health Clinics.Service deliverables include optimization of clinical documentation workflows,increased speed of revenue cycle,HIPPA,and Regulatory Compliance,and meeting meaningful use and electronic health records requirements. This Contract obligates the County to indemnify 3M Health Information Systems,Inc.,from any claims or damages arising out of County's use of the deliverables produced by the software and systems.This contract limits the direct damages the County can recover from 3M to the amount paid by the County in the 12 months preceding any claim.The County may terminate the contract for an uncured breach by 3M and if the County fails to appropriate funds for an electronic patient classification and claims software system.This contract was approved by Health Services Personnel to ensure there is no conflict with labor relations.This contract contains mutual indemnification. On October 12,2021,the Board of Supervisors approved Contract #23-625-3 with 3M Health Information Systems,Inc.,in an amount not to exceed $296,277,to implement the hosted patient classification and claims software system for CCH,for the provision of software license and support services for the period October 5, 2021 through October 4, 2024. On May 14,2024,the Board of Supervisors approved (Contract #23-625-4)with 3M Health Information Systems,Inc.,to correct the termination date (to reflect that of the fully executed agreement)ending May 1, 2025.On May 24,2024,3M Health Information Systems,Inc.,issued notice that its name changed to Solventum Health Information Systems, Inc. Approval of (this action)will update the contracting party from 3M Health Information Systems,Inc.,to Solventum Health Information Systems,Inc.,and increase the contract payment limit to allow Contractor to continue to provide its hosted patient classification and claims software system and support services,for Contra Costa Health (CCH) with no change in the term ending May 1, 2025. CONSEQUENCE OF NEGATIVE ACTION: If this action is not approved, the contracting party will not be updated to reflect the corporations name change, the payment limit will not be increased, and the contractor will suspend services; per Section 8.7 (Late Payment/Suspension) of the agreement. CONTRA COSTA COUNTY Printed on 3/31/2025Page 2 of 2 powered by Legistar™ 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:125-321 Name: Status:Type:Consent Item Passed File created:In control:1/15/2025 BOARD OF SUPERVISORS On agenda:Final action:1/28/2025 1/28/2025 Title:APPROVE and AUTHORIZE the Health Services Director, or designee, to execute a contract with Robert Turcios Jr., OD (dba Advanced Eyecare Optometry), in an amount not to exceed $600,000 to provide optometry services for Contra Costa Health Plan members and County recipients for the period January 1, 2025 through December 31, 2027. (100% Contra Costa Health Plan Enterprise Fund II) Attachments: Action ByDate Action ResultVer.Tally approvedBOARD OF SUPERVISORS1/28/2025 1 Pass To:Board of Supervisors From:Anna Roth, Health Services Director Report Title:Contract #27-425-12 with Robert Turcios Jr., OD (dba Advanced Eyecare Optometry) ☒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 #27-425-12 with Robert Turcios Jr.,OD (dba Advanced Eyecare Optometry),an individual,in an amount not to exceed $600,000,to provide optometry services for Contra Costa Health Plan (CCHP)members and County recipients for the period January 1, 2025 through December 31, 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 certain specialized optometry services for its 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 optometry services and fostering a deep understanding of the CCHP organizations mission, values, and long-term objectives since January 1, 2000. 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 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 CONTRA COSTA COUNTY Printed on 3/31/2025Page 1 of 2 powered by Legistar™ File #:25-321,Version:1 by the Public Works Department’s Purchasing Division. In January 2022,County Administrator approved and the Purchasing Services Manager executed Contract #27- 425-11 with Robert Turcios Jr.,OD (dba Advanced Eyecare Optometry),in an amount not to exceed $120,000, for the provision of optometry services for CCHP members and County recipients,for the period January 1, 2022 through December 31, 2024. Approval of Contract #27-425-12 will allow the Contractor to continue providing optometry services for CCHP members and County recipients through December 31, 2027. CONSEQUENCE OF NEGATIVE ACTION: If this Contract is not approved,certain specialized optometry 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 3/31/2025Page 2 of 2 powered by Legistar™ 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:125-322 Name: Status:Type:Consent Item Passed File created:In control:1/15/2025 BOARD OF SUPERVISORS On agenda:Final action:1/28/2025 1/28/2025 Title:APPROVE and AUTHORIZE the Health Services Director, or designee, to execute a contract with Star View Behavioral Health, Inc., in an amount not to exceed $500,000 to provide Medi-Cal specialty mental health services to members in Contra Costa County for the period December 1, 2024 through November 30, 2025. (100% Federal Medi-Cal) Attachments: Action ByDate Action ResultVer.Tally approvedBOARD OF SUPERVISORS1/28/2025 1 Pass To:Board of Supervisors From:Anna Roth, Health Services Director Report Title:Rescind Prior Board Action Pertaining to Star View Children and Family Services, Inc. ☒Recommendation of the County Administrator ☐ Recommendation of Board Committee RECOMMENDATIONS: RESCIND Board action of December 17, 2024 (C.139), which pertained to a Contract with Star View Children and Family Services, Inc. and APPROVE and AUTHORIZE the Health Services Director, or designee, to execute on behalf of the County Contract #74-475-191 with Star View Behavioral Health, Inc., a corporation, in an amount not to exceed $500,000, to provide Medi-Cal specialty mental health services to members in Contra Costa County, for the period December 1, 2024 through November 30, 2025. FISCAL IMPACT: There is no change in the annual budgeted expenditures of up to $500,000 and will be funded 100% by Federal Medi-Cal funds. BACKGROUND: This Contract meets the social needs of County’s population by providing Medi-Cal specialty mental health services for high needs minors who require an increased level of care in an out-of-county residential setting providing acute inpatient psychiatric care, residential care enhanced by intensive mental health services and schooling to California youth with severe emotional and behavioral disorders. Contractor provides a secure and structured multidisciplinary treatment program for youth who cannot live safely in family homes or lower-level group care because of the nature and severity of their emotional and behavioral problems. This Contract is entered into under and subject to the following legal authorities: California Government Code §§ 26227 and 31000; Welfare and Institutions Code § 5775 et seq.; Welfare and Institutions Code §§ 14680- 14685; California Code of Regulations (CCR), Title 9 § 1810.100 et seq. This Contract was approved by Health Services Personnel to ensure there is no conflict with labor relations. Per Administrative Bulletin 600.3 CONTRA COSTA COUNTY Printed on 3/31/2025Page 1 of 2 powered by Legistar™ File #:25-322,Version:1 the Department has posted a continuous Request for Qualifications and maintains a current qualified list of vendors at all times. On December 17, 2024 the Board of Supervisors approved Contract #74-475-191 with Star View Children and Family Services, Inc. to provide Medi-Cal specialty mental health services to members in Contra Costa County for the period December 1, 2024 through November 30, 2025 The purpose of this Board Order is to correct the name of the Contractor from Starview Children and Family Services, Inc. to Star View Behavioral Health, Inc. with no change in Contract amount of $500,000 or term through November 30, 2025. CONSEQUENCE OF NEGATIVE ACTION: If the recommendation is not approved, the prior incorrect Board action will stand and the Board Order would not reflect the correct name of the Contractor. CONTRA COSTA COUNTY Printed on 3/31/2025Page 2 of 2 powered by Legistar™ 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:125-323 Name: Status:Type:Consent Item Passed File created:In control:1/15/2025 BOARD OF SUPERVISORS On agenda:Final action:1/28/2025 1/28/2025 Title:APPROVE and AUTHORIZE the Health Services Director, or designee, to execute a contract with Bellaken Health Group, Inc. (dba Bellaken Skilled Nursing Center), in an amount not to exceed $300,000 to provide skilled nursing facility services for Contra Costa Health Plan members and County recipients for the period February 1, 2025 through January 31, 2028. (100% Contra Costa Health Plan Enterprise Fund II) Attachments: Action ByDate Action ResultVer.Tally approvedBOARD OF SUPERVISORS1/28/2025 1 Pass To:Board of Supervisors From:Anna Roth, Health Services Director Report Title:Contract #77-424-3 with Bellaken Health Group, Inc. (dba Bellaken Skilled Nursing 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 #77-424-3 with Bellaken Health Group, Inc. (dba Bellaken Skilled Nursing Center), a corporation, in an amount not to exceed $300,000, to provide skilled nursing facility (SNF) services for Contra Costa Health Plan (CCHP) members and County recipients, for the period February 1, 2025 through January 31, 2028. FISCAL IMPACT: Approval of this Contract will result in contractual service expenditures of up to $300,000 over a three-year period and will be funded 100% by CCHP Enterprise Fund II revenues. BACKGROUND: CCHP has an obligation to provide certain 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 a 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 and physical and speech therapy services. 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 February 1, 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. 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 CONTRA COSTA COUNTY Printed on 3/31/2025Page 1 of 2 powered by Legistar™ File #:25-323,Version:1 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 February 22, 2022, the Board of Supervisors approved Contract #77-424 with Bellaken Health Group, Inc. (dba Bellaken Skilled Nursing Center), in an amount not to exceed $600,000, for the provision of SNF services for CCHP members and County recipients, for the period February 1, 2022 through January 31, 2025. Approval of Contract #77-424-3 will allow the Contractor to continue providing SNF services for CCHP members and County recipients through January 31, 2028. CONSEQUENCE OF NEGATIVE ACTION: If this Contract is not approved, certain SNF 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 3/31/2025Page 2 of 2 powered by Legistar™ 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:125-324 Name: Status:Type:Consent Item Passed File created:In control:1/15/2025 BOARD OF SUPERVISORS On agenda:Final action:1/28/2025 1/28/2025 Title:APPROVE and AUTHORIZE the Health Services Director, or designee, to execute a contract with Blize Healthcare California Inc., in an amount not to exceed $2,400,000 to provide home health care and hospice services for Contra Costa Health Plan members and County recipients for the period February 1, 2025 through January 31, 2028. (100% Contra Costa Health Plan Enterprise Fund II) Attachments: Action ByDate Action ResultVer.Tally approvedBOARD OF SUPERVISORS1/28/2025 1 Pass To:Board of Supervisors From:Anna Roth, Health Services Director Report Title:Contract #77-279-2 with Blize Healthcare California 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 #77-279-2 with Blize Healthcare California Inc., a corporation, in an amount not to exceed $2,400,000, to provide home health care and hospice services for Contra Costa Health Plan (CCHP) members and County recipients for the period February1, 2025 through January 31, 2028. FISCAL IMPACT: Approval of this Contract will result in contractual service expenditures of up to $2,400,000 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 February 2020. 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 3/31/2025Page 1 of 2 powered by Legistar™ File #:25-324,Version:1 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, 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. On May 24, 2022, the Board of Supervisors approved Contract #77-279-1 with Blize Healthcare California Inc., in an amount not to exceed 600,000, for the provision of home health care and hospice services for CCHP members for the period February 1, 2022 through January 31, 2025. Approval of Contract #77-279-2 will allow the Contractor to continue providing home health care and hospice services for CCHP members and County recipients through January 31, 2028. 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 3/31/2025Page 2 of 2 powered by Legistar™ 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:125-325 Name: Status:Type:Consent Item Passed File created:In control:1/15/2025 BOARD OF SUPERVISORS On agenda:Final action:1/28/2025 1/28/2025 Title:APPROVE and AUTHORIZE the Health Services Director, or designee, to execute a contract with Marina Garden Nursing Center, Inc., in an amount not to exceed $600,000 to provide skilled nursing facility services for Contra Costa Health Plan members and County recipients for the period February 1, 2025 through January 31, 2028. (100% Contra Costa Health Plan Enterprise Fund II) Attachments: Action ByDate Action ResultVer.Tally approvedBOARD OF SUPERVISORS1/28/2025 1 Pass To:Board of Supervisors From:Anna Roth, Health Services Director Report Title:Contract #77-426-3 with Marina Garden Nursing Center, 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 #77-426-3 with Marina Garden Nursing Center, Inc. a corporation, in an amount not to exceed $600,000, to provide skilled nursing facility (SNF) services for Contra Costa Health Plan (CCHP) members and County recipients, for the period February 1, 2025 through January 31, 2028. 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 certain 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 a 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 and physical and speech therapy services. 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 February 1, 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. 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 CONTRA COSTA COUNTY Printed on 3/31/2025Page 1 of 2 powered by Legistar™ File #:25-325,Version:1 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 February 22, 2022, the Board of Supervisors approved Contract #77-426 with Marina Garden Nursing Center, Inc. in an amount not to exceed $600,000, for the provision of SNF services for CCHP members and County recipients, for the period February 1, 2022 through January 31, 2025. Approval of Contract #77-426-3 will allow the Contractor to continue to provide SNF services for CCHP members and County recipients through January 31, 2028. CONSEQUENCE OF NEGATIVE ACTION: If this Contract is not approved, certain SNF 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 3/31/2025Page 2 of 2 powered by Legistar™ 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:125-326 Name: Status:Type:Consent Item Passed File created:In control:1/15/2025 BOARD OF SUPERVISORS On agenda:Final action:1/28/2025 1/28/2025 Title:APPROVE and AUTHORIZE the Health Services Director, or designee, to accept a grant award with the California Department of Public Health, to pay County an amount not to exceed $985,064 for the Sexually Transmitted Disease Management Program and Collaboration Project for the period July 1, 2024 through June 30, 2026. (No County match) Attachments: Action ByDate Action ResultVer.Tally approvedBOARD OF SUPERVISORS1/28/2025 1 Pass To:Board of Supervisors From:Anna Roth, Health Services Director Report Title:Acceptance of Grant Award #78-019-1 with the California Department of Public Health ☒Recommendation of the County Administrator ☐ Recommendation of Board Committee RECOMMENDATIONS: APPROVE and AUTHORIZE the Health Services Director, or designee, to accept on behalf of the County Grant Award #78-019-1 with the California Department of Public Health (CDPH), to pay the County in an amount not to exceed $985,064 for the Sexually Transmitted Disease (STD) Management Program and Collaboration Project, for the period from July 1, 2024 through June 30, 2026. FISCAL IMPACT: Approval of this Award will result in an amount up to $985,064 for two years for the STD Management and Collaboration Project. No County match is required. BACKGROUND: The purpose of this Grant Award is to improve public health activities to monitor, instigate, and prevent STDs, including Syphilis, Gonorrhea, Chlamydia, and HIV, in Contra Costa County. Grant funds will be used to provide additional staff in each of the three STD clinics to ensure Contra Costa residents have access to necessary care and treatment to reduce the transmission of STDs. This program will conduct regular care collaboration and case conferencing with the Department’s Healthcare for the Homeless Program. On February 28, 2023, the Board of Supervisors approved Grant Agreement #78-019, with CDPH, to pay County an amount not to exceed $825,616 for the STD Management Program and Collaboration Project for the period July 1, 2022 through June 30, 2024. Acceptance of Grant Award #78-019-1 will allow the County to continue receiving funds to provide services under the STD Management and Collaboration Project, through June 30, 2026. This Award includes County CONTRA COSTA COUNTY Printed on 4/7/2025Page 1 of 2 powered by Legistar™ File #:25-326,Version:1 agreeing to indemnify and hold harmless the State from any claims arising out of County’s performance under this Award. This Award is late due to an administrative error on the part of the County which is delaying finalizing the Award with CDPH. CONSEQUENCE OF NEGATIVE ACTION: If this Grant Award is not accepted, County will not receive the necessary funding to support the reduction in HIV infection in the community. CONTRA COSTA COUNTY Printed on 4/7/2025Page 2 of 2 powered by Legistar™ 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:125-327 Name: Status:Type:Consent Item Passed File created:In control:1/15/2025 BOARD OF SUPERVISORS On agenda:Final action:1/28/2025 1/28/2025 Title:APPROVE and AUTHORIZE the Health Services Director, or designee, to execute a contract with the California Office of Traffic Safety, to pay County an amount not to exceed $208,475 for the Pedestrian and Bicycle Safety Program for a countywide Vision Zero roadway safety education campaign for the period October 1, 2024 through September 30, 2025. (No County match) Attachments: Action ByDate Action ResultVer.Tally approvedBOARD OF SUPERVISORS1/28/2025 1 Pass To:Board of Supervisors From:Anna Roth, Health Services Director Report Title:Grant Agreement #78-024-2 with the California Department of Office of Traffic Safety ☒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 Standard Agreement #78-024-2 (State #PS25041) from the California Department of Office of Traffic Safety (OTS), to pay County an amount not to exceed $208,475 for the Pedestrian and Bicycle Safety Program for a Countywide Vision Zero roadway safety education campaign, for the period from October 1, 2024 through September 30, 2025. FISCAL IMPACT: Approval of this Agreement will result in funding amount not to exceed $208,475. No County match is required. BACKGROUND: Unlike those traveling in vehicles with seat belts, air bags and other safety features, bicyclists and pedestrians do not have the same level of protection and are more vulnerable every time they are on the road. In California, pedestrian fatalities rose 26% between 2014 and 2018. California’s pedestrian fatality rate is almost 25% higher than the national average. There has been a greater than 60% increase in bicyclists killed per year since 2010. OTS provides grant funding made available to California by National Highway Traffic Safety Administration, for innovative, evidence-based education and enforcement programs and technologies designed to make California’s roadways safer. On February 7, 2023, the Board of Supervisors approved Submission of Application #78-024 to apply for OTS grant funds, for the Pedestrian and Bicycle Safety Program for a countywide Vision Zero roadway safety education campaign, for the period October 1, 2023 through September 30, 2024. CONTRA COSTA COUNTY Printed on 4/7/2025Page 1 of 2 powered by Legistar™ File #:25-327,Version:1 On January 16, 2024, the Board of Supervisors approved Grant Agreement #78-024-1 with OTS, to pay County an amount not to exceed $202,692 for the Pedestrian and Bicycle Safety Program for a countywide Vision Zero roadway safety education campaign, for the period October 1, 2023 through September 30, 2024. Approval of Agreement #78-024-2 will allow the County’s Public Health Division to continue receiving funding for the Pedestrian and Bicycle Safety Program for a Countywide Vision Zero roadway safety education campaign, through September 30, 2025. This Agreement includes County agreeing to indemnify, defend, and save harmless the State for claims arising out of the County’s performance under this Agreement. This Agreement is late due to the Division not receiving the Agreement from the State until November 19, 2024. CONSEQUENCE OF NEGATIVE ACTION: If this Board Order is not approved, the Health Services Department will not receive funding from OTS to provide a Countywide Vision Zero roadway safety education campaign that will result in safer roadway behaviors, reducing risk of serious injuries and deaths. CHILDREN’S IMPACT STATEMENT: If applicable, the recommendation supports the following children's outcome: Communities that are Safe and Provide a High Quality of Life for Children and Families. CONTRA COSTA COUNTY Printed on 4/7/2025Page 2 of 2 powered by Legistar™ 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:125-328 Name: Status:Type:Consent Item Passed File created:In control:1/14/2025 BOARD OF SUPERVISORS On agenda:Final action:1/28/2025 1/28/2025 Title:APPROVE the list of providers recommended by Contra Costa Health Plan's Medical Director and the Health Services Director as required by the State Departments of Health Care Services and Managed Health Care, and the Centers for Medicare and Medicaid Services. (No fiscal impact) Attachments:1. Provider Lists for December 13,16 and 30,2024 Action ByDate Action ResultVer.Tally approvedBOARD OF SUPERVISORS1/28/2025 1 Pass To:Board of Supervisors From:Anna Roth, Health Services Director Report Title:Approve New and Recredentialing Providers and Organizational Providers in Contra Costa Health Plan’s Community Provider Network ☒Recommendation of the County Administrator ☐ Recommendation of Board Committee RECOMMENDATIONS: APPROVE the list of providers recommended by Contra Costa Health Plan's Medical Director and the Health Services Director on December 13, 16 , and 30, 2024 as required by the State Departments of Health Care Services and Managed Health Care, and the Centers for Medicare and Medicaid Services. FISCAL IMPACT: There is no fiscal impact for this action. BACKGROUND: The National Committee on Quality Assurance (NCQA) requires that evidence of Board of Supervisor approval must be contained within each Contra Costa Health Plan (CCHP) provider’s credentials file. Approval of this list of providers as recommended by the CCHP Medical Director will enable the Contra Costa Health Plan to comply with this requirement. CONSEQUENCE OF NEGATIVE ACTION: If this action is not approved, Contra Costa Health Plan’s Providers would not be appropriately credentialed and not be in compliance with the NCQA. CONTRA COSTA COUNTY Printed on 4/7/2025Page 1 of 1 powered by Legistar™ Contra Costa Health Plan Providers Approved by Medical Director December 13, 16, 30, 2024 CREDENTIALING PROVIDERS December 13, 2024 Name Specialty Alexander, Veronica, MD Pediatrics Alvarez-Nutting, Mary, NP Mid-Level Family Medicine Casey, Elizabeth, DO Family Medicine Dela Rima, Maria Angela, NP Mid-Level Internal Medicine Guller, Tarannum, MD Internal Medicine McBride, Dannielle, MD Pediatrics Alexander, Veronica, MD Pediatrics Berger, Aaron, BCBA Qualified Autism Provider Bernhard, Erika, RD Dietitian Blaylock, Amber M., SLP Speech Pathology Brown, Karina, BCBA Qualified Autism Provider Campos, Samantha, SLP Speech Pathology Connors, Alyssa, CNM Midwife Cuen, Ashli, BCBA Qualified Autism Provider DeYoung, Alice, Lac Acupuncture Dunnigan, Keriann, SLP Speech Pathology Franco, Diana, BCBA Qualified Autism Provider Guo, Yanhong, BCBA Qualified Autism Provider Halemano, Ashley, BCBA Qualified Autism Provider Hwang, Bonnie, OD Optometry Kaur, Palwinder, OD Optometry Contra Costa Health Plan Providers Approved by Medical Director Khavari, Ali, DPM Podiatry Kingsmith, Savannah, CNM Midwife Liang, Liang, MD Pulmonary Disease Lowe, Kevin, PA Mid-Level Orthopaedic Surgery Assistant Mathenia, Mary, BCBA Qualified Autism Provider McDougal, Tiffany, BCBA Qualified Autism Provider Monclus, Brittany, BCBA Qualified Autism Provider Morris, Ricky, MFT Mental Health Muniz, Oscar, BCBA Qualified Autism Provider Parks, Jessica, BCBA Qualified Autism Provider Persons, Aubrey, APCC Mental Health Rhone, Terence, DO Urgent Care Ruffalo, Monica, BCBA Qualified Autism Provider Salaveria, Emily, LCSW Mental Health Silkiss, Rona, Z., MD Ophthalmology Tovar, Alexis (Alex), AMFT Mental Health Tran, Jeffrey, PA Surgery - Neurological Tran, Quang, BCBA Qualified Autism Provider Walker, Shakisha B., BCBA Qualified Autism Provider Zoller, Mackenzie, SLP Speech Pathology Golomb, Robert, MD Family Medicine Doughetry, Sean, DPM Podiatry Ley, Ellie, MD Surgery - Plastic/ Surgery - Gender Affirming Wong, Gordon, MD Radiation Oncology Contra Costa Health Plan Providers Approved by Medical Director CREDENTIALING PROVIDERS December 13, 2024 Provider # & Name Specialty Foroutani, Azita, NP Mid-Level Family Medicine RECREDENTIALING PROVIDERS December 13, 2024 Bonnel, Galadriel A., NP Family Medicine Mayen, Vanessa, NP Family Medicine Nishiike, Yui, NP Family Medicine Pakter, David L, MD Family Medicine Stewart, Kelley S., NP Family Medicine Blankenship, LeAnn M., MD Medical Oncology/ Hematology Boatright, Heidi M., MFT Mental Health Bunting, Michelle A., BCBA Qualified Autism Provider Chahal, Resham S., MD Ophthalmology Duplan, Amy, APCC Mental Health Escobar, Elise R., BCBA Qualified Autism Provider Ho, Johanna, PA Mid-Level Surgery - General Hsu, Hsien-Wen, MD Pulmonary Disease Jeiven, Susan, MD Pediatric Gastroenterology Kerenyi, Victor C., DC Chiropractor Lundeen, Tiffany B., CNM Midwife Murray, Michael, MD Otolaryngology/ Pediatric Otolaryngology Nirva, Nicole A., BCBA Qualified Autism Provider Ogorchock, Kendall P., MFT Mental Health Sengstock, Audra R., MFT Mental Health Contra Costa Health Plan Providers Approved by Medical Director Snyder, Jaimie L,, MFT Mental Health Ter-Pogosyan, Manuel, BCBA Qualified Autism Provider Tham, Krystle K., MFT Mental Health Xue, Chulong, L.Ac. Acupuncture Credentialing Organizational Providers Dec 13, 2024 AtHome Healthcare Team - East Bay, LLC Home Health AtHome Hospice Care, LLC Hospice Care Must Hospice Inc. Hospice Home Helpers of Santa Clara Valley Community Supports Roots Food Group Management LLC Community Supports Washington Center Skilled Nursing Facility Recredentialing – Organizational Provider Dec 13, 2024 Name Providing the Following Services Location Comfort Assisting, Inc. Home Health Walnut Creek RAI - Telegraph Piedmont Dialysis Oakland CREDENTIALING PROVIDERS December 16, 2024 Provider # & Name Specialty Foroutani, Azita, NP Mid-Level Family Medicine CREDENTIALING PROVIDERS December 30, 2024 Provider # & Name Specialty Fine, Celina, PA Mid-Level Family Medicine Ahmed, Palwasha, DPM Podiatry Anchondo, Alina, SLP Speech Pathology Bayan, Claire-Audrey, MD Dermatology Contra Costa Health Plan Providers Approved by Medical Director Cardona, Petra, PA Mid-Level Orthopaedic Surgery Assistant Chan, Vanessa, MD OB/GYN Chu, Leslie, NP Mid-Level Orthopaedic Surgery Assistant Fisher, Kimberly, NP Mid-Level Family Planning Fong, Cynthia, LCSW Mental Health Frassetto, Lynda, MD Nephrology Garay, Danahlynn, BCBA Qualified Autism Provider Guptill, Briana, SLP Speech Pathology Harris, Shelialanna, MFT Mental Health Hendersen, Melanie, BCBA Qualified Autism Provider Hernandez, David, BCBA Qualified Autism Provider Herrera, Margarita, LPCC Mental Health Jang, Timothy, MD Infectious Disease Katsarelis, Emmeline, NP Mid-Level Pulmonary Disease Kaul, Rajeev, MD Nephrology Kim, Jee-Hong, MD Otolaryngology Larrabure, Lauren, MD Dermatology Lavian, Melody, Psy.D Mental Health Lowenstein, Stefan, MD Dermatology Munson, Reagan, PA Mid-Level Orthopaedic Surgery Assistant Mutrie, Jimel, BCBA Qualified Autism Provider Naidoff, Emilie, SLP Speech Pathology Newman, Shelli, AUD Audiology Ng, Samuel, MD Rheumatology Contra Costa Health Plan Providers Approved by Medical Director Oberling, Vivian, Psy.D Mental Health Oliquino, Benilda, NP Mid-Level Urgent Care Ombach, Sadie, BCBA Qualified Autism Provider Parnaso, Wilma, NP Mid-Level Urgent Care Rappaport, Robert, HAD Hearing Aid Dispensing Salem, Rachel, SLP Speech Pathology Sencion, Juan, BCBA Qualified Autism Provider Tesfai, Adhanet Y., BCBA, M.Ed. Qualified Autism Provider Vickery, Lucy, BCBA Qualified Autism Provider Credentialing Organizational Providers Dec 30, 2024 Name Providing the Following Services Location Care Must Home Health San Jose 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:125-329 Name: Status:Type:Consent Item Passed File created:In control:1/8/2025 BOARD OF SUPERVISORS On agenda:Final action:1/28/2025 1/28/2025 Title:APPROVE and AUTHORIZE the Purchasing Agent, on behalf of the Chief Information Officer, to execute a purchase order amendment with Graybar Electric Company, Inc. to extend the effective date through January 31, 2026, to purchase radio, telecommunications, and data communication parts and equipment. (100% User Departments) Attachments: Action ByDate Action ResultVer.Tally approvedBOARD OF SUPERVISORS1/28/2025 1 Pass To:Board of Supervisors From:Marc Shorr, Information Technology Director Report Title:Extend Blanket Purchase Order with Graybar Electric Company, 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 amendment with Graybar Electric Company, Inc. to extend the effective date through January 31, 2026, to purchase radio, telecommunications, and data communication parts and equipment. FISCAL IMPACT: The costs for these purchases are charged back to the ordering departments or agencies. 100% User Departments. BACKGROUND: The Department of Information Technology (DoIT) requires the ability to readily purchase parts, supplies, and equipment to fulfill work order requests and address the needs of our internal and external customers efficiently. Graybar Electric Company, a local business with a warehouse in Concord, provides a wide range of radio, telecommunications, and data communication equipment, including cables and other necessary components. These products are critical to ensuring that radio and telecommunications systems remain operational throughout the County. The ability to quickly obtain equipment is essential for DoIT to respond promptly to customer needs and maintain service continuity. Currently, Graybar Electric Company, Inc. operates under the U.C. Communities Contract Master Agreement No. EV-2370, which was solicited by the City of Kansas City, Missouri. This agreement, including its subsequent modifications, extends the contract term from February 1, 2023, through CONTRA COSTA COUNTY Printed on 4/7/2025Page 1 of 2 powered by Legistar™ File #:25-329,Version:1 January 31, 2029. This purchase is being made under a sole source justification to ensure continuity of service and to maintain operational efficiency in the County’s critical infrastructure. CONSEQUENCE OF NEGATIVE ACTION: If this extension is not approved, DolT's ability to complete work requests from internal County departments and from external customers will be negatively impacted and will significantly hinder the ability to meet customers’ needs in a timely manner. CONTRA COSTA COUNTY Printed on 4/7/2025Page 2 of 2 powered by Legistar™ 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:125-330 Name: Status:Type:Consent Item Passed File created:In control:1/14/2025 BOARD OF SUPERVISORS On agenda:Final action:1/28/2025 1/28/2025 Title:APPROVE and AUTHORIZE the County Librarian, or designee to execute a contract amendment with Ventura Business Systems, Inc., to increase the payment limit by $10,000 to a new payment limit of $100,000 for cash handling services and maintenance services on Library cash/coin boxes and printer terminals for the period October 1, 2024 through September 30, 2025. (100% Library Fund) Attachments: Action ByDate Action ResultVer.Tally approvedBOARD OF SUPERVISORS1/28/2025 1 Pass To:Board of Supervisors From:Alison McKee, County Librarian Report Title:Amend Contract with Ventura Business Systems, Inc. to add $10,000. ☒Recommendation of the County Administrator ☐ Recommendation of Board Committee RECOMMENDATIONS: APPROVE and AUTHORIZE the County Librarian, or designee to execute a contract amendment including modified insurance language with Ventura Business Systems, Inc., to increase the payment limit by $10,000 to a new payment limit of $100,000 for cash handling services and maintenance services on Library ITC and PVC for the period October 1, 2024, through September 30, 2025. FISCAL IMPACT: 100% Library Fund. BACKGROUND: The Library Department requires cash handling (pick up, count, and deposit of cash and coin) and maintenance services on the Library’s cash collecting equipment that enables patrons to print and photocopy using the Library’s printers and copiers. This contract will be in effect for one (1) year. The Library respectfully requests and amendment to increase the payment limit by $10,000 due to greater than anticipated need for services, and changes the rates to include half-day for days where contractor provides services for four hours or less. The contract provisions include modified insurance provisions that increase the amount of General Liability coverage, and adds Crime & Theft and Employee Dishonesty Liability coverage, and which were approved by Risk Management. Government Code Section 31000 authorizes the County to contract for services including the services that CONTRA COSTA COUNTY Printed on 4/7/2025Page 1 of 2 powered by Legistar™ File #:25-330,Version:1 Ventura Business Systems, Inc. provides. CONSEQUENCE OF NEGATIVE ACTION: If the contract is not approved, the Library Department will not be able to provide efficient printing or photocopying services to the Public. CONTRA COSTA COUNTY Printed on 4/7/2025Page 2 of 2 powered by Legistar™ 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:125-331 Name: Status:Type:Consent Item Passed File created:In control:1/17/2025 BOARD OF SUPERVISORS On agenda:Final action:1/28/2025 1/28/2025 Title:DENY claims filed by Jason Dodson; Renee Green; Martha Mendoza; and Linda Price. Attachments: Action ByDate Action ResultVer.Tally approvedBOARD OF SUPERVISORS1/28/2025 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 Jason Dodson; Renee Green; Martha Mendoza; and Linda Price. FISCAL IMPACT: None. BACKGROUND: Jason Dodson: Personal injury claim related to electric scooter accident in the amount of $1,000,000. Renee Green: Personal injury claim related to a trip and fall in an undisclosed amount. Martha Mendoza: Personal injury claim related to trip and fall in an amount to exceed $35,000. Linda Price: Personal injury claim related to a trip and fall 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 4/7/2025Page 1 of 2 powered by Legistar™ File #:25-331,Version:1 CONTRA COSTA COUNTY Printed on 4/7/2025Page 2 of 2 powered by Legistar™ 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:1RES 2025-20 Name: Status:Type:Consent Resolution Passed File created:In control:1/15/2025 BOARD OF SUPERVISORS On agenda:Final action:1/28/2025 1/28/2025 Title:ADOPT Resolution No. 2025-20 authorizing the Sheriff-Coroner, or designee, to apply for, accept, and approve grant funding, including amendments and extensions, with the California Office of Traffic Safety, in an initial amount of $210,000 for the Office of the Sheriff Forensic Services Unit to purchase new updated instrumentation for the blood alcohol program, for the initial period of October 1, 2025 through September 30, 2026. (100% State, no County match) Attachments: Action ByDate Action ResultVer.Tally adoptedBOARD OF SUPERVISORS1/28/2025 1 Pass To: Board of Supervisors From:David O. Livingston, Sheriff-Coroner Report Title:State of California Office of Traffic Safety Grant FFY2026 ☒Recommendation of the County Administrator ☐ Recommendation of Board Committee RECOMMENDATIONS: ADOPT a Resolution authorizing the Sheriff-Coroner, or designee, to apply for, accept and approve grant funding, including amendments and extensions, pursuant to the grant guidelines, with the California Office of Traffic Safety, with an initial amount of $210,000 for the Office of the Sheriff Forensic Services Unit to purchase new updated instrumentation for the blood alcohol program, for the initial period of October 1, 2025 to September 30, 2026. FISCAL IMPACT: Approval of this request will result in an initial State revenue of $210,000. There is no County match requirement for this grant. BACKGROUND: The Contra Costa County Office of the Sheriff Forensic Services Division (FSD) operates an ISO 17025 ANAB Accredited Crime Laboratory able to provide County-wide Forensic Toxicological testing services. The FSD’s Alcohol Unit is responsible for the analysis of blood and urine evidence for driving under the influence of alcohol and drugs (DUI) cases. The Office of Traffic Safety (OTS) grant funds are needed to ensure efficient processing and analysis of DUI-related offenses. The OTS Grant funds will be used to purchase new equipment that works with instrumentation used for detection of alcohol and other volatile substances. New updated testing equipment will allow the FSD to meet current accreditation and state (Title 17) guidelines. CONTRA COSTA COUNTY Printed on 4/7/2025Page 1 of 2 powered by Legistar™ File #:RES 2025-20,Version:1 The OTS grant funds will also provide consumable support for the Alcohol and Toxicology units. CONSEQUENCE OF NEGATIVE ACTION: The new equipment is required for continuity of operations. If the Board does not approve, without the new equipment, some requests for analysis will be sent to an accredited outside laboratory. Analysis performed by an outside laboratory creates an increased burden and cost to Contra Costa County law enforcement agencies and the District Attorney’s Office when the case is prosecuted. 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 a grant from the California Office of Traffic Safety WHEREAS, the County of Contra Costa is seeking funds available through the State of California Office of Traffic Safety NOW, THEREFORE, BE IT RESOLVED that the Board of Supervisors: 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 State financial assistance including grant modification and extensions provided by the State of California Office of Traffic Safety Grant. CONTRA COSTA COUNTY Printed on 4/7/2025Page 2 of 2 powered by Legistar™ 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:125-332 Name: Status:Type:Consent Item Passed File created:In control:1/15/2025 BOARD OF SUPERVISORS On agenda:Final action:1/28/2025 1/28/2025 Title:APPROVE and AUTHORIZE the Sheriff-Coroner, or designee, to execute a contract with Thomson Reuters West in an amount not to exceed $11,500 to provide online legal research and reference materials to the Office of the Sheriff Civil Unit, for the period January 1, 2025 through December 31, 2029. (100% General Fund) Attachments: Action ByDate Action ResultVer.Tally approvedBOARD OF SUPERVISORS1/28/2025 1 Pass To:Board of Directors From:David O. Livingston, Sheriff-Coroner Report Title:Thomson Reuters West ☒Recommendation of the County Administrator ☐ Recommendation of Board Committee RECOMMENDATIONS: APPROVE and AUTHORIZE the Sheriff-Coroner, or designee, to execute a contract with Thomson Reuters West in an amount not to exceed $11,500 to provide online legal research and reference materials to the Office of the Sheriff Civil Unit, for the period January 1, 2025 through December 31, 2029. FISCAL IMPACT: Approval of this request will result in up to $11,500 in contractual service expenditures over a 5-year period and will be funded 100% by the General Fund. BACKGROUND: Thomson Reuters West provides reference materials, online subscription services and access to various printed civil and legal publications. These reference and research tools are essential components of effective legal and civil representation. Thomson Reuters West offers its products to government agencies at a 55% discount on the standard pricing. The five-year service contract term further reduces the cost. The Terms and Conditions of Sale include a limitation of liability and indemnification from the County to the contractor. CONSEQUENCE OF NEGATIVE ACTION: If the Board does not approve, the Office of the Sheriff Civil Unit will be unable to access essential printed and CONTRA COSTA COUNTY Printed on 4/7/2025Page 1 of 2 powered by Legistar™ File #:25-332,Version:1 online legal and civil research and reference materials. The Office of the Sheriff Civil Until will need to procure these resources at a much higher cost. CONTRA COSTA COUNTY Printed on 4/7/2025Page 2 of 2 powered by Legistar™ 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:125-333 Name: Status:Type:Consent Item Passed File created:In control:1/15/2025 BOARD OF SUPERVISORS On agenda:Final action:1/28/2025 1/28/2025 Title:APPROVE and AUTHORIZE the Purchasing Agent to execute, on behalf of the Sheriff-Coroner, a purchase order with VWR International, LLC to provide BioHoods and Freezers for forensic evidence processing and storage in an amount not to exceed $48,173, for the period January 1, 2025 through December 31, 2025. (100% State) Attachments: Action ByDate Action ResultVer.Tally approvedBOARD OF SUPERVISORS1/28/2025 1 Pass To:Board of Supervisors From:David O. Livingston, Sheriff-Coroner Report Title:VWR International ☒Recommendation of the County Administrator ☐ Recommendation of Board Committee RECOMMENDATIONS: APPROVE and AUTHORIZE the Purchasing Agent, or designee, to execute, on behalf of the Sheriff-Coroner, a purchase order with VWR International, LLC to provide BioHoods and Freezers used in the processing and storage of evidence for the Office of the Sheriff Forensics Division, in an amount not to exceed $48,173, for the period January 1, 2025 through December 31, 2025. FISCAL IMPACT: Approval of this request will result in up to $48,173 in contractual service expenditures and will be funded 100% by the Department of California Highway Patrol Cannabis Tax Fund Grant Program for FY2024-2026. BACKGROUND: VWR International offers reliable and efficient scientific equipment that is necessary for processing forensic blood and urine samples and storage of reference materials. VWR supplies BioHoods which are used when performing the analysis of blood and urine samples. VWR also supplies Freezers that are used to store reference standards that are used in the analysis of blood and urine samples. The Office of the Sheriff would like to purchase BioHoods and Freezers for its Forensics Division. The Terms and Conditions of Sale include a limitation of liability and indemnification from the County to the contractor. CONTRA COSTA COUNTY Printed on 4/7/2025Page 1 of 2 powered by Legistar™ File #:25-333,Version:1 CONSEQUENCE OF NEGATIVE ACTION: If the Board does not approve, then the Office of the Sheriff Forensics Division laboratory will be unable to replace aged equipment, which will impact the ability to complete the analysis of samples and increase the amount of time to provide Toxicology results. CONTRA COSTA COUNTY Printed on 4/7/2025Page 2 of 2 powered by Legistar™ 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:225-334 Name: Status:Type:Consent Item Passed File created:In control:1/15/2025 BOARD OF SUPERVISORS On agenda:Final action:1/28/2025 1/28/2025 Title:APPROVE and AUTHORIZE the Auditor Controller, or designee, on behalf of the Treasurer Tax Collector, to pay $15,185 to Lexis Nexis Risk Solutions, for access to online applications for research supporting tax collection, from August 1, 2023, to December 31, 2024. (100% General Fund) Attachments: Action ByDate Action ResultVer.Tally approvedBOARD OF SUPERVISORS1/28/2025 2 Pass To:Board of Supervisors From:Dan Mierzwa, Treasurer-Tax Collector Report Title:Payment to Lexis Nexis Risk Solutions. ☒Recommendation of the County Administrator ☐ Recommendation of Board Committee RECOMMENDATIONS: APPROVE and AUTHORIZE the Auditor - Controller, or designee, on behalf of the Treasurer - Tax Collector, to pay $15,185.12 to Lexis Nexis Risk Solutions, for access to online applications for research supporting tax collection, from August 1, 2023, to December 31, 2024, as recommended by the Treasurer - Tax Collector. FISCAL IMPACT: This payment will be funded 100% by General Fund revenues. BACKGROUND: The Treasurer - Tax Collector currently utilizes Lexis Nexis Risk Solutions for access to online investigative tools for tax collection, including but not limited to, people search, property search, business records, death records, social security report, email search report and motor vehicle searches. Beginning August 1, 2015, the Treasurer-Tax Collector had a contract in place with Lexis Nexis Risk Solutions, which automatically renewed until July 31, 2023. Throughout this contractual period, payments were made to Lexis Nexis pursuant to blanket purchase orders. The Treasurer-Tax Collector has been collaborating with Lexis Nexis Risk Solutions to enter into a new contract for access to the above-mentioned online investigative tools. During the process of negotiating a new contract, the prior contract expired due to unanticipated delays in the process. CONTRA COSTA COUNTY Printed on 4/7/2025Page 1 of 2 powered by Legistar™ File #:25-334,Version:2 Despite the expiration of the former contract, the Treasurer-Tax Collector has had uninterrupted access to Lexis Nexis Risk Solutions’ services, and the department has utilized such services. With respect to the services that Lexis Nexis Risk Solutions provided between August 1, 2023 and December 31, 2024, the Auditor-Controller may be authorized to make payments for the reasonable value of Lexis Nexis Risk Solutions’ services under the equitable relief principle of quantum meruit. The equitable relief theory of quantum meruit allows a party to recover reasonable compensation for services rendered or goods provided when no formal contact exists. Lexis Nexis Risk Solutions has submitted invoices in the amount of $15,185.12 for its services for the August 1, 2023 through December 31, 2024 period. This request seeks to resolve these invoices by authorizing payment for the services rendered. CONSEQUENCE OF NEGATIVE ACTION: If not approved, Lexis Nexis Risk Solutions will not be paid, resulting in service interruptions to the Treasurer - Tax Collector’s Department. CONTRA COSTA COUNTY Printed on 4/7/2025Page 2 of 2 powered by Legistar™