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Home My WebLink AboutMINUTES - 05202025 - 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 9:00 AMTuesday, May 20, 2025 1.CALL TO ORDER; ROLL CALL District I Supervisor John Gioia, District II Supervisor Candace Andersen, District III Supervisor Diane Burgis, District IV Supervisor Ken Carlson, and District V Supervisor Shanelle Scales-Preston Present: 2.PLEDGE OF ALLEGIANCE 3.CLOSED SESSION A.CONFERENCE WITH LABOR NEGOTIATORS (Gov. Code § 54957.6) 1.Agency Negotiators: Monica Nino. Employee Organizations: Public Employees Union, Local 1; AFSCME Locals 512 and 2700; California Nurses Assn.; SEIU Locals 1021 and 2015; District Attorney Investigators’ Assn.; Deputy Sheriffs Assn.; United Prof. Firefighters I.A.F.F., Local 1230; Physicians’ & Dentists’ Org. of Contra Costa; Western Council of Engineers; United Chief Officers Assn.; Contra Costa County Defenders Assn.; Contra Costa County Deputy District Attorneys’ Assn.; Prof. & Tech. Engineers IFPTE, Local 21; and Teamsters Local 856. 2.Agency Negotiators: Monica Nino. Unrepresented Employees: All unrepresented employees. B.CONFERENCE WITH LEGAL COUNSEL--EXISTING LITIGATION (Gov. Code § 54956.9(d) (1)) 1.Myhoang Nguyen v. Contra Costa County, WCAB No. ADJ16740719 Page 1 of 21 BOARD OF SUPERVISORS Meeting Minutes May 20, 2025 There were no announcements from closed session . 4.Inspirational Thought- "Knowledge is power, community is strength and positive attitude is everything." ~Lance Armstrong Adjournment in memory of former Supervisor Federal D. Glover.25-2050 5. Motion:Burgis GioiaSecond: District I Supervisor Gioia, District II Supervisor Andersen, District III Supervisor Burgis, District IV Supervisor Carlson, and District V Supervisor Scales-Preston Aye: Result:Passed 6.PRESENTATIONS PR.1 PR.2 PRESENTATION recognizing Youth Homes on their 60th anniversary. (Supervisor Carlson) PR.3 PRESENTATION proclaiming May 2025 as Affordable Housing Month. (Supervisor Gioia) 7.DISCUSSION ITEMS D.1.CONSIDER waiving the 180-day period for Jaspreet Benepal, Chief Nursing Officer-Exempt, in the Health Services Department; FIND that the appointment of Jaspreet Benepal is necessary to fill a critically needed position in the Health Services Department; and. APPROVE and AUTHORIZE the hiring of retiree Jaspreet Benepal as a temporary County employee for the period of May 16, 2025 through May 15, 2026. (David Culberson, Contra Costa Regional Medical Center Chief Executive Officer) 25-2008 Attachments:PAR-26444.pdf Signed PAR 26444 Motion:Gioia BurgisSecond: District I Supervisor Gioia, District II Supervisor Andersen, District III Supervisor Burgis, District IV Supervisor Carlson, and District V Supervisor Scales-Preston Aye: Result:Passed D.2.CONSIDER report of the Interdepartmental Climate Action Task Force, as recommended by the Directors of the Departments of Conservation and 25-2009 Page 2 of 21 BOARD OF SUPERVISORS Meeting Minutes May 20, 2025 Development and Public Works. (Warren Lai, Public Works Director and John Kopchik, Conservation and Development Director) Attachments:2025-05-20 Climate Action Task Force Presentation to Board v5.pdf Climate Action Task Force Presentation to Board Motion:Scales-Preston BurgisSecond: District I Supervisor Gioia, District II Supervisor Andersen, District III Supervisor Burgis, District IV Supervisor Carlson, and District V Supervisor Scales-Preston Aye: Result:Passed D.3.CONSIDER accepting the monthly update on the activities and oversight of the County's Head Start Program, and provide guidance. (Marla Stuart, Employment and Human Services Director) 25-2010 Attachments:May 2025 BOS Head Start Update.pdf 1. ACF-OHS-IM-25-04 Expanding Educational Freedom and Opportunities for Families in Head Start Programs .pdf 2. MB-25-03 Serving Two-Year-Old Children in CSPP.pdf 3. New HSPPS Compliance Timeline and Analysis.pdf It was noted that the majority of reportable incidents occurred at partner sites caring for Head Start children. County Counsel is currently reviewing the possibility of requiring camera coverage at those locations . The Board expressed it's support for such a policy. The Board received the report regarding deficiency and provided guidance to the Executive Director to implement improvements . Motion:Scales-Preston GioiaSecond: District I Supervisor Gioia, District II Supervisor Andersen, District III Supervisor Burgis, District IV Supervisor Carlson, and District V Supervisor Scales-Preston Aye: Result:Passed D.4.CONSIDER accepting a report on Pretrial Services from the Probation Department. (Esa Ehmen-Krause, Chief Probation Officer) 25-2015 Attachments:Pretrial Presentation - FINAL.pdf Motion:Gioia Scales-PrestonSecond: District I Supervisor Gioia, District II Supervisor Andersen, District III Supervisor Burgis, District IV Supervisor Carlson, and District V Supervisor Scales-Preston Aye: Result:Passed D.5.CONSIDER adoption of the Fiscal Year 2025-2026 Recommended Budget, including approving Resolution No. 2025-172 to authorize the modification, addition, and deletion of certain positions in affected Page 3 of 21 BOARD OF SUPERVISORS Meeting Minutes May 20, 2025 departments. (Monica Nino, County Administrator; Adam Nguyen, County Finance Director; Tim Ewell, Chief Assistant County Administrator) Attachments:Attachment A - FY25-26 Recommended Budget Attachment B - FY25-26 Budget Adoption Presentation Attachment C - FY25-26 Position Modifications Resolution Attachment D - FY25-26 Line Item Changes Resolution 2025-172 Attachment C- REVISED FY25-26_Position Modifications Res Position Modifications Summary_FY25-26_ADOPTED_5.20.25 Correspondence-East Bay Leadership Council Adopted Motion:Gioia CarlsonSecond: District I Supervisor Gioia, District II Supervisor Andersen, District III Supervisor Burgis, District IV Supervisor Carlson, and District V Supervisor Scales-Preston Aye: Result:Passed D.6 CONSIDER consent item previously removed. There were no consent items removed for discussion . D.7 PUBLIC COMMENT (2 Minutes/Speaker) Page 4 of 21 BOARD OF SUPERVISORS Meeting Minutes May 20, 2025 Josh Anijar, Contra Costa Labor Council Alliance, expressed his condolences on the passing of Supervisor Glover and noted the great loss felt by the Labor Council. He acknowledged the leadership of the Board and said the Council stands by ready to help in preserving county services to the public . Written commentary on Animal Services relations with animal foster organizations provided by Lisa Kirk (attached). Public Comment 25-2067 Attachments:2025-05-20 D.7 Corres-Kirk.pdf D.8 CONSIDER reports of Board members. There were no items reported today. 8.ADJOURN Adjourned in memory of former District V Supervisor Federal D . Glover. Flags will be flown at half staff for 30 days. The Board will be announcing a gathering in his memory in the near future . Adjourned todays meeting at 2:44 p.m. 9.CONSENT CALENDAR Board of Supervisors CONSIDER CONSENT ITEMS A motion was made by District III Supervisor Burgis, seconded by District I Supervisor Gioia, to approve the Consent Agenda . The motion carried by the following vote: District I Supervisor Gioia, District II Supervisor Andersen, District III Supervisor Burgis, District IV Supervisor Carlson, and District V Supervisor Scales-Preston Aye: Result:Passed C.1.ACCEPT Board members meeting report for April 2025.25-1948 Attachments:District III Revised April 2025 AB 1234_.pdf District IV April 2025 report.pdf approved Clerk of the Board C.2.ADOPT Resolution No. 2025-159 proclaiming May 2025 as Affordable Housing Month, as recommended by Supervisor Gioia. RES 2025-159 Attachments:Resolution 2025-159 adopted C.3.ADOPT Resolution No. 2025-160 recognizing Youth Homes on their 60th Anniversary, as recommended by Supervisor Carlson. RES 2025-160 Attachments:Resolution 2025-160 Page 5 of 21 BOARD OF SUPERVISORS Meeting Minutes May 20, 2025 adopted C.4.ADOPT Resolution No.2025-161 proclaiming May 18-24, 2025 as National Public Works Week in Contra Costa County, as recommended by the Public Works Director. RES 2025-161 Attachments:Resolution 2025-161 Speaker: Dr. Ori Tzvieli. adopted C.5.ADOPT Resolution No. 2025-162 designating the week of May 18-24, 2025 as National Emergency Medical Services Week, with the theme of “We Care. For Everyone.”, as recommended by the Interim Health Services Director. RES 2025-162 Attachments:Resolution 2025-162 adopted C.6.ADOPT Resolution No. 2025-163 designating May 21, 2025 as Emergency Medical Services for Children Day, as recommended by the Interim Health Services Director. RES 2025-163 Attachments:Resolution 2025-163 adopted C.7.ADOPT Resolution No. 2025-164 honoring and recognizing Lorna Padia Markus for 30 years of service to the Boys and Girls Clubs of Contra Costa County, as recommended by Supervisor Gioia. RES 2025-164 Attachments:Resolution 2025-164 adopted C.8.ADOPT Resolution No. 2025-165 recognizing Orinda's 40th Anniversary, as recommended by Supervisor Andersen. RES 2025-165 Attachments:Resolution 2025-165 adopted C.9.ADOPT Resolution No. 2025-166 recognizing the Grand Opening of the John Muir Health Center of San Ramon, as recommended by Supervisor Andersen. Attachments:Resolution 2025-166 adopted C.10 . APPROVE Board meeting minutes for April 2025.25-1949 approved C.11 . APPOINT Kiara Pereira to the Sustainability Commission representative seat on the Integrated Pest Management Advisory Committee with a term ending March 31, 2027, as recommended by the Integrated 25-1950 Page 6 of 21 BOARD OF SUPERVISORS Meeting Minutes May 20, 2025 Pest Management Advisory Committee and the Interim Health Services Director. approved C.12 . ACCEPT the resignation of Dean Hickman-Smith, DECLARE a vacancy in the Byron Neighbor Seat on the Aviation Advisory Committee for a term ending February 28, 2027, and DIRECT the Clerk of the Board to post the vacancy. 25-1951 Attachments:Vacancy Notice approved C.13 . DECLARE a vacancy in the Contra Costa County Alternate seat on the Contra Costa Transportation Authority's Countywide Bicycle and Pedestrian Advisory Committee for a term ending December 31, 2025, and DIRECT the Clerk of the Board to post the vacancy, as recommended by the Conservation and Development and Public Works Directors. 25-1952 Attachments:Vacancy Notice approved C.14 . RECEIVE Civil Grand Jury Report No. 2502, titled “County Boards, Commissions, Councils, and Committees: Improving Transparency for the Public”, and REFER the report to the County Administrator and Clerk of the Board for response. 25-1953 Attachments:Grand Jury Report 2502- County Boards, Commissions, Councils and Commitees - Improving Transparency for the Public approved Clerk-Recorder/Elections C.15 . APPROVE and AUTHORIZE the Clerk Recorder, or designee, to execute a contract with Brinks, Incorporated in an amount not to exceed $38,400 to provide armored transit service for the period May 1, 2025, through April 30, 2027. (100% General Fund) 25-1954 approved Conservation & Development C.16 . APPROVE and AUTHORIZE the Chair of the Board of Supervisors to execute a Franchise Agreement with Richmond Sanitary Service, Inc ., a subsidiary of Republic Services, for solid waste, recycling, and organic waste collection services in specified unincorporated areas in the western portion of the County during the period from May 1, 2025, through June 30, 2045. (100% Franchise Fees) 25-1955 Attachments:Exhibit A: County-RSS Franchise Agreement and Exhibits approved Page 7 of 21 BOARD OF SUPERVISORS Meeting Minutes May 20, 2025 C.17 . APPROVE and AUTHORIZE the Conservation and Development Director, and Public Works Director, or designees, to apply for and accept an amount not to exceed $50 million from the California Strategic Growth Council/Housing and Community Development Affordable Housing and Sustainable Communities Program to construct a portion of the Orbisonia Village Project in Bay Point and supporting transportation and transit infrastructure and programs, as recommended by the Transportation, Water, and Infrastructure Committee. (No required County match) 25-1956 approved C.18 . APPROVE the recommended 12.78% solid waste collection rate increase, effective June 20, 2025, for residential and commercial customers served by Crockett Sanitary Service, Inc. under the County's Franchise Agreement, as recommended by the Director of Conservation and Development. (100% Franchise Fees) 25-1957 Attachments:Exhibit A - Crockett Rate Review Report approved C.19 . APPROVE and AUTHORIZE the Conservation and Development Director, or designee, to execute on behalf of the County and the Contra Costa County Water Agency, a contract amendment with Exponent, Inc., to extend the term from June 30, 2025 through June 30, 2026, and increase the payment limit by $50,000 to a new payment limit of $150,000; and a contract amendment with Solano County to increase Solano’s share of Exponent’s costs by $25,000 to a new reimbursement limit of $75,000, for continued water resources consulting connected with the State of California’s Delta Conveyance Project. (100% Water Agency funds) 25-1958 approved County Administration C.20 . ADOPT Resolution No. 2025-167 modifying Management Benefits Resolution No. 2023/554 creating an incentive for certain classifications to perform qualifying clinical work during designated hours. RES 2025-167 adopted C.21 . ADOPT Resolution No. 2025-168 authorizing the issuance and sale of "Martinez Unified School District, General Obligation Bonds, Election of 2024, Series 2025” in an amount not to exceed $30,000,000 by the Martinez Unified School District on its own behalf pursuant to Sections 15140 and 15146 of the Education Code, as permitted by Section 53508.7(c) of the Government Code, as recommended by the County Administrator. RES 2025-168 Attachments:District Resolution Page 8 of 21 BOARD OF SUPERVISORS Meeting Minutes May 20, 2025 adopted County Counsel C.22 . APPROVE and AUTHORIZE the County Counsel, or designee, on behalf of the Office of Communications and Media, to execute a legal services contract with the law firm of Rutan & Tucker, LLP, effective May 1, 2025, and to execute an agreement to waive conflicts of interest in unrelated matters. (100% Franchise Fees) 25-1959 approved C.23 . APPROVE amended Conflict of Interest Code for the Antioch Unified School District, as recommended by County Counsel. 25-1960 Attachments:Exhibit A - Conflict of Interest Code for the Antioch Unified School District Exhibit B - Conflict of Interest Code for the Antioch Unified School District - REDLINED approved C.24 . APPROVE and AUTHORIZE the Purchasing Agent, or designee, to execute on behalf of the County Counsel, a purchase order with Wolters Kluwer in an amount not to exceed $6,000 for online legal subscriptions for the period June 1, 2025, through May 31, 2026. (80% General Fund and 20% General Liability Fund) 25-1961 approved Employment & Human Services C.25 . APPROVE Budget Amendment No. 25-00019 authorizing the transfer of $1,395,632 of Title IV-E funds from the Employment and Human Services Department (EHSD) Children and Family Services Bureau (CFS) to Public Works ISF Fleet Services for acquisition of twenty-five (25) replacement vehicles for Children and Family Services (CFS), as recommended by the Employment and Human Services Director . 25-1962 Attachments:BDA-25-00019.pdf approved C.26 . APPROVE and AUTHORIZE the Purchasing Agent, or designee, to execute on behalf of the Employment and Human Services Director, fifteen (15) purchase orders with Quench USA, Inc., in a total amount not to exceed $69,381 for rental and maintenance of water dispensing machines, subject to Quench’s terms and conditions, for the period January 1, 2025 through December 31, 2027. (54% Federal, 38% State, 8% County General Fund) 25-1963 approved C.27 . APPROVE and AUTHORIZE the Purchasing Agent, or designee, to execute on behalf of the Employment and Human Services Director, a 25-1964 Page 9 of 21 BOARD OF SUPERVISORS Meeting Minutes May 20, 2025 purchase order with Cornerstone onDemand, Inc., in an amount not to exceed $528,000 for the purchase of a learning management system for the period October 1, 2025 through September 30, 2028. (54% Federal, 38% State, 8% County) approved C.28 . APPROVE and AUTHORIZE the Employment and Human Services Director, or designee, to execute a contract amendment with Jewish Family and Community Services East Bay to increase the payment limit by $9,198 to an amount not to exceed $226,955 to provide additional Family Caregiver Support Program services, with no change to the term July 1, 2024 through June 30, 2025. (100% Federal) 25-1965 approved C.29 . APPROVE and AUTHORIZE the Employment and Human Services Director, or designee, to execute a contract with STAND! For Families Free From Violence in an amount not to exceed $400,000 to provide services to prevent and intervene in interpersonal violence, including facilitating the Lethality Assessment Program for the period of July 1, 2025 to June 30, 2027. (100% County) 25-1966 approved C.30 . APPROVE and AUTHORIZE the Employment and Human Services Director, or designee, to execute a contract with Contra Costa Family Justice in an amount not to exceed $775,176 to provide services to prevent and intervene in interpersonal violence in Contra Costa County for the period July 1, 2025 through June 30, 2027. (100% County) 25-1967 approved C.31 . APPROVE and AUTHORIZE the Employment and Human Services Director, or designee, to execute a contract with Bay Area Legal Aid in an amount not to exceed $321,188 to provide free civil legal services to low-income survivors of domestic violence, sexual assault and human trafficking, and to run Domestic Violence Restraining Order Clinics for the period July 1, 2025, to June 30, 2027. (100% County) 25-1968 approved Health Services C.32 . APPROVE and AUTHORIZE the Purchasing Agent, or designee, to execute on behalf of the Interim Health Services Director, a purchase order with Computacenter United States Inc. in an amount not to exceed $1,734,448 for networking hardware and software for Contra Costa Regional Medical Center, health clinics, school sites, and branch offices . (100% Hospital Enterprise Fund I) 25-1969 approved Page 10 of 21 BOARD OF SUPERVISORS Meeting Minutes May 20, 2025 C.33 . APPROVE and AUTHORIZE the Purchasing Agent, or designee, to execute on behalf of the Interim Health Services Director, a purchase order with Cardinal Health 200, LLC in amount not to exceed $532,000 for the purchase of reagents, blood culture bottles, and other products as needed for Contra Costa Regional Medical Center for the period of July 1, 2025 through January 31, 2027. (100% Hospital Enterprise Fund I) 25-1970 approved C.34 . APPROVE and AUTHORIZE the Interim Health Services Director, or designee, to execute a contract with Dajenya S. Kafele, LCSW, in an amount not to exceed $450,000 to provide telehealth behavioral health therapy services for Contra Costa Health Plan members and County recipients for the period June 1, 2025 through May 31, 2028. (100% Contra Costa Health Plan Enterprise Fund II) 25-1971 approved C.35 . APPROVE and AUTHORIZE the Purchasing Agent, or designee, to execute on behalf of the Interim Health Services Director, a purchase order with Remote Satellite Systems International Inc. in an amount not to exceed $8,000 for satellite phones and voice service, and the related agreement for the rental and use of equipment for the period July 1, 2025 through June 30, 2026. (100% Public Health Emergency Planning Unit Funds) 25-1972 Attachments:Remote Satellite Systems International Inc. - Terms and Conditions approved C.36 . APPROVE and AUTHORIZE the Interim Health Services Director, or designee, to execute a contract with Center for Early Intervention on Deafness, in an amount not to exceed $450,000 to provide audiology and hearing aid dispensing services for Contra Costa Health Plan members and County recipients for the period May 1, 2025 through April 30, 2028. (100% Contra Costa Health Plan Enterprise Fund II) 25-1973 approved C.37 . APPROVE and AUTHORIZE the Purchasing Agent, or designee, to execute on behalf of the Interim Health Services Director, a purchase order with Siemens Medical Solutions USA, Inc., in an amount not to exceed $294,163 for the purchase of a mobile C-Arm Imaging system for the Contra Costa Regional Medical Center. (100% Hospital Enterprise Fund I) 25-1974 approved C.38 . APPROVE and AUTHORIZE the Purchasing Agent, or designee, to execute on behalf of the Interim Health Services Director, a purchase order with Hologic Sales and Service, LLC in an amount not to exceed $164,625 and an Equipment Purchase Attachment for the purchase of Hologic Panther Instrument System and Fusion Module upgrade. (100% 25-1975 Page 11 of 21 BOARD OF SUPERVISORS Meeting Minutes May 20, 2025 Future of Public Health Grant) approved C.39 . APPROVE and AUTHORIZE the Health Services Director, or designee, to execute a contract amendment with the State of California Department of Food and Agriculture, to extend the term through December 31, 2025 with no change in the amount payable to the County of $106,819 to continue the County's Healthy Refrigeration Grant Program in Bay Point. (No County match) 25-1976 approved C.40 . APPROVE and AUTHORIZE the Interim Health Services Director, or designee, to execute a contract with Anchor Business Solutions, LLC, in an amount not to exceed $205,500 to provide primary support services for the Contra Costa Health Finance Division’s use of the PeopleSoft General Ledger reporting services for the period March 1, 2025 through February 28, 2026. (100% Hospital Enterprise Fund I) 25-1977 approved C.41 . APPROVE the list of providers recommended by Contra Costa Health Plan's Peer Review Credentialing Committee and the Interim Health Services Director on April 10 and 29, 2025, 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) 25-1978 Attachments:Provider List - April 10, 2025 Provider List - April 29, 2025 approved C.42 . APPROVE and AUTHORIZE the Auditor-Controller, or designee, to pay an amount not to exceed $45,000 to Health Management Associates, Inc., for consultation and technical assistance to the Contra Costa Health Plan by acting as the Interim Chief Operations Officer for the month of December 2024, as recommended by the Interim Health Services Director. (100% Contra Costa Health Plan Enterprise Fund II) 25-2012 approved C.43 . RATIFY execution of a Change Request to the Master Services License Agreement with OptumInsight, Inc., to increase the payment limit by $940,000 to an amount not to exceed $1,499,021 for an Interim Compliance Director for the Contra Costa Health Plan; and APPROVE and AUTHORIZE the Interim Health Services Director, or designee, to execute on behalf of the County an amendment with OptumInsight, Inc., to increase the payment limit by $224,400 to an amount not to exceed $1,723,421 for an Interim Medi-Cal Compliance Senior Director for the Contra Costa Health Plan, through December 31, 2025. (100% Contra Costa Health Plan Enterprise Fund II) 25-2013 Page 12 of 21 BOARD OF SUPERVISORS Meeting Minutes May 20, 2025 approved Human Resources C.44 . ADOPT Position Adjustment Resolution No. 26432 to reclassify one (1) Information System Assistant II (represented) position and its incumbent in the Health Services Department. (100% Hospital Enterprise Fund I) 25-1979 Attachments:PAR 26432.pdf Signed PAR 26432 approved Information and Technology C.45 . APPROVE and AUTHORIZE the Purchasing Agent, on behalf of the Chief Information Officer, to execute (1) a purchase order with Insight Public Sector, Inc., in an amount not to exceed $4,200,000; and (2) a Microsoft Enterprise Enrollment Agreement for Microsoft enterprise software applications for the period of May 1, 2025, through April 30, 2028. (100% User Departments) 25-1980 approved Library C.46 . APPROVE and AUTHORIZE the County Librarian, or designee, to apply for and accept California State Library grant funding in the amount not to exceed $275,000, for Library Literacy Services for fiscal year 2025-2026. (74% Library Fund, 26% California State Library) 25-1981 Attachments:Application Certification A. McKee (1).pdf approved C.47 . APPROVE and AUTHORIZE the County Librarian, or designee, to execute a contract with The Library Corporation in an amount not to exceed $230,273 to continue to provide an integrated technology solution, support and maintenance for Library inventory management for the period February 1, 2025, through January 31, 2026, and the COGNOS subscription for the period December 1, 2024, through January 31, 2026. (100% Library Fund) 25-1982 approved C.48 . APPROVE and AUTHORIZE the County Librarian, or designee, to execute a contract with Ax 9 Security, Inc. in an amount not to exceed $1,510,000 for as needed unarmed security services for the period July 1, 2025, through June 30, 2028. (100% Library Fund) 25-2017 approved Probation/Reentry and Justice Page 13 of 21 BOARD OF SUPERVISORS Meeting Minutes May 20, 2025 C.49 . APPROVE AND AUTHORIZE the Chief Probation Officer, or designee, to execute a contract amendment with Impact Justice, to extend the term through June 30, 2025, to continue providing services to the youth, with no change to the payment limit of $961,364. (100% State) 25-1983 approved Public Works C.50 . ADOPT Traffic Resolution No.2025/4548 to establish a speed limit of 50 miles per hour on Kirker Pass Road, which extends from the Concord City Limit/County Line and extending northerly to 1000 feet north of North Hess Road, as recommended by the Public Works Director, Concord area. (No fiscal impact) 25-1984 Attachments:TR 2025/4548 Traffic Resolution 2025/4548 approved C.51 . ADOPT Resolution No. 2025-169 approving the submission of a claim to the Metropolitan Transportation Commission (MTC) to seek Fiscal Year 2025/2026 Transportation Development Act funding in the amount of $888,130 for bicycle and pedestrian projects sponsored by the County and the Cities of Brentwood, Clayton, Concord, Lafayette, Moraga, Pleasant Hill, Pittsburg, San Ramon and Walnut Creek, Countywide . (100% Transportation Development Act, Article 3 Funds) RES 2025-169 Attachments:Attachment A - TDA Project List 2025-2026 TDA 25-26 letter 5-7-2025 adopted C.52 . ADOPT Resolution No. 2025-170 approving and authorizing the Public Works Director, or designee, to fully close a portion of Winslow Street between Alhambra Street and Carquinez Scenic Drive, on May 20, 2025, from 7:30 a.m. through 5:30 p.m., for the purpose of a utility pole replacement, Crockett area. (No fiscal impact) adopted C.53 . ADOPT Resolution No. 2025-171 authorizing the Public Works Director, or designee, to execute Right of Way Certifications required for state and federally funded road projects, and DIRECT the Principal Real Property Agent to provide a copy of the Resolution to the appropriate office of the California Department of Transportation, Countywide. (No fiscal impact) RES 2025-171 Attachments:Exhibit 13-A Short Form Right of Way Certification Local Assistance Project Exhibit 13-B Right of Way Certification Local Assistance Project Exhibit 17-EX-10 Design Build Certification Exhibit 17-EX-13 CM & GC Certification Page 14 of 21 BOARD OF SUPERVISORS Meeting Minutes May 20, 2025 Exhibit 17-EX-18 ROW Certification adopted C.54 . ACCEPT the Annual Road Report for Calendar Year 2024, as recommended by the Transportation, Water and Infrastructure Committee, Countywide. (No fiscal impact) 25-1986 Attachments:ANNUAL REPORT -2024 approved C.55 . APPROVE and AUTHORIZE the Public Works Director, or designee, to execute the first amendment to a license agreement with the State of California Highway Patrol (CHP), to allow the CHP to modify equipment at the County’s Nadeen Peak telecommunications facility and increase the fee payable to the County from $219 to $353 per month, Crockett area. (100% General Fund) 25-1987 Attachments:3953-001 Nadeen Peak - CHP - First Amendment - Final approved C.56 . APPROVE and AUTHORIZE the Sheriff-Coroner, or designee, to execute a license agreement with the Navy, to use an approximately 80-acre portion of the former Concord Naval Weapons Station for public safety training purposes during the period from June 1, 2025 through May 31, 2026, Concord area. (No fiscal impact) 25-1988 Attachments:Concord License Agreement 2025-2026 US Navy - Sublicenses approved C.57 . APPROVE and AUTHORIZE the Purchasing Agent, or designee, to execute, on behalf of the Public Works Director, a blanket purchase order with AZCO Supply, Inc., in an amount not to exceed $585,000, for the purchase of 400 aluminum decorative street light poles and 15 custom duel street light poles, during the period of May 20, 2025 through May 1, 2026, Walnut Creek and Danville areas. (100% County Service Area L-100 Funds) 25-1989 approved C.58 . APPROVE and AUTHORIZE the Public Works Director, or designee, to execute a contract with Empower Programs Inc., in an amount not to exceed $433,937 to provide on-call weed abatement services, effective May 20, 2025 through April 30, 2028, Alamo, Concord, Danville, Pleasant Hill, San Ramon, and Walnut Creek areas. (100% Iron Horse Corridor Trust Funds) 25-1990 Attachments:Empower Programs Inc Contract 2025 approved Page 15 of 21 BOARD OF SUPERVISORS Meeting Minutes May 20, 2025 C.59 . APPROVE and AUTHORIZE the Chief Engineer, Contra Costa County Flood Control and Water Conservation district, or designee, to execute, on behalf of the Contra Costa Clean Water Program, a contract with Larry Walker Associates, Inc., in an amount not to exceed $3,600,000, for the period July 1, 2025 through June 30, 2028 to provide technical support services in order to maintain compliance with the Municipal Regional Stormwater Permit, Countywide. (100% Stormwater Utility Assessment Funds) 25-1991 approved C.60 . APPROVE and AUTHORIZE the Chief Engineer, Contra Costa County Flood Control and Water Conservation District, or designee, to execute, on behalf of the Contra Costa Clean Water Program, a contract with Geosyntec Consultants, Inc., in an amount not to exceed $3,600,000, for the period July 1, 2025 through June 30, 2028 to provide technical support services in order to maintain compliance with the Municipal Regional Stormwater Permit, Countywide. (100% Stormwater Utility Assessment Funds) 25-1992 approved C.61 . APPROVE and AUTHORIZE the Public Works Director, or designee, to execute a contract with Dynamic Dzyne Associates, Inc. in an amount not to exceed $350,000 for construction management services for the Wildcat Canyon Road Slope Failure Repair Project, for the period May 20, 2025 through June 30, 2026, Orinda area. (76% Federal Emergency Relief Funds, 24% Local Road Funds) 25-1993 approved C.62 . APPROVE and AUTHORIZE the Public Works Director, or designee, to execute a contract amendment with VistAbility, effective April 1, 2025 to increase the payment limit by $50,000 to a new payment limit of $250,000 and increase the rates with no change to the contract term for janitorial services at various County Libraries, Rodeo, Crockett, Kensington, El Sobrante and Pinole areas. (100% General Fund) 25-1994 approved C.63 . APPROVE and AUTHORIZE the Public Works Director, or designee, to execute a contract amendment with Vanir Construction Management, Inc. to increase the payment limit by $441,072 to a new payment limit of $14,226,022 and change the termination date of the contract to March 31, 2026, for extended construction management services for the West County Reentry, Treatment and Housing project and the Accessible Room Compliance Project, both in Richmond. (100% General Fund) 25-1995 approved C.64 . APPROVE and AUTHORIZE the Purchasing Agent, or designee, to execute, on behalf of the Public Works Director, a participating 25-1996 Page 16 of 21 BOARD OF SUPERVISORS Meeting Minutes May 20, 2025 addendum among the County, Rush Truck Centers of Texas, LP, and Rush Medium-Duty Truck Centers of California, Inc. dba Rush Truck Center, Ceres, in an amount not to exceed $2,000,000, for the purchase of Class 4-8 chassis and cabs, with related equipment, accessories and services, for use by Public Works Fleet Services, during the period from May 20, 2025, through July 9, 2028, under the terms of a cooperative purchasing contract awarded by Sourcewell, a State of Minnesota public agency, Countywide. (100% Fleet Internal Service Fund) Attachments:Rush Trucks Contract 032824 Rush Truck Centers of Texas - FINAL Participating Addendum 5 6 25 approved C.65 . AWARD and AUTHORIZE the Public Works Director, or designee, to execute a construction contract in the amount of $1,960,000 with MVP Construction LLC for the Contra Costa Regional Medical Center Cart Washer Upgrade Project at 2500 Alhambra Avenue, Martinez area. (100% Health Services Enterprise Fund 1) 25-1997 approved C.66 . APPROVE the Iron Horse Corridor New and Emerging Mobility Element of the Iron Horse Corridor Management Program, as recommended by the Transportation, Water and Infrastructure Committee, San Ramon, Danville, Alamo, Walnut Creek, Pleasant Hill, and Concord areas. (100% Iron Horse Corridor Trust Fund) 25-1998 Attachments:Mobility Mode Element v2 approved C.67 . RECOGNIZE the Public Works Department and Flood Control and Water Conservation District for achieving Re-Accreditation from the American Public Works Association (APWA), acknowledging their commitment to continuous improvement in the delivery of Public Works and Flood Control operations and services, Countywide. (No fiscal impact) 25-1999 approved Risk Management C.68 . DENY claims filed by CSAA Insurance, a subrogee of Syed Yazdan; John Muir Medical Center; Eric X. Murillo; Progressive Select Insurance Co., a subrogee of Tamika Jones; Espiridion Puga; Joe Reeder; Ma Pamela Rosellon; De'Andre T. Sampson and Isaiah N. Madrid; and Leeandre White. DENY amended claim filed by Roger Moscol Montoya (3). 25-2000 approved Sheriff Page 17 of 21 BOARD OF SUPERVISORS Meeting Minutes May 20, 2025 C.69 . APPROVE and AUTHORIZE the Purchasing Agent to execute, on behalf of the Sheriff-Coroner, a purchase order with AT&T, Inc., in an amount not to exceed $29,851, and ACCEPT an End User License Agreement for the purchase of Palo Alto Networks Firewall software, for the period January 1, 2025 through December 31, 2027. (100% General Fund) 25-2001 approved C.70 . APPROVE and AUTHORIZE the Sheriff-Coroner, or designee, to execute a continuous software site license and support agreement with Vigilant Solutions, LLC to increase the payment limit by $150,000 to a new payment limit of $250,000, for license and support of video analytics software, for the term May 1, 2025 through April 30, 2026, and automatic annual renewals until terminated by either party. (100% General Fund) 25-2002 approved C.71 . APPROVE and AUTHORIZE the Purchasing Agent, or designee, to execute on behalf of the Sheriff-Coroner, a purchase order with Intoximeters, Inc., in an amount not to exceed $75,000, and ACCEPT a Terms of Sale and Terms of Use to provide service and repairs for breath alcohol instruments, for the period August 1, 2024 through July 30, 2028. (100% General Fund) 25-2003 approved C.72 . APPROVE and AUTHORIZE the Sheriff-Coroner, or designee, to execute a contract with National Medical Services, Inc . in an amount not to exceed $850,000 to provide forensic toxicology analysis, for the period January 1, 2025 through December 31, 2027. (100% Agency User Fees) 25-2004 approved C.73 . APPROVE and AUTHORIZE the Purchasing Agent, or designee, to execute on behalf of the Sheriff-Coroner, a purchase order with MCM Technology, LLC in an amount not to exceed $90,000, and ACCEPT a Support and Maintenance Agreement with annual renewals, to provide annual support and maintenance to the Office of the Sheriff, for the period January 1, 2025 through December 31, 2029. (100% General Fund) 25-2005 approved Treasurer-Tax Collector C.74 . APPROVE and AUTHORIZE the County Treasurer-Tax Collector or designee, to execute a contract amendment with Wells Fargo Bank to extend the term through June 30, 2029, for a total payment limit not to exceed $1,400,000, for general banking and lockbox services. (100% 25-2006 Page 18 of 21 BOARD OF SUPERVISORS Meeting Minutes May 20, 2025 Interest Earnings) approved Veterans Services C.75 . AUTHORIZE the Chair of the Board of Supervisors to sign County Subvention Program Certificates of Compliance for the County Subvention and Medi-Cal Cost Avoidance Programs as administered by the California Department of Veterans Affairs (CDVA), and as recommended by the Veterans Service Officer. (No fiscal impact) 25-2007 Attachments:Subvention Cert of Compliance FY 25-26 Medi-Cal Cert of Compliance FY 25-26 Signed Subvention Certificate Signed MediCal Cert approved Page 19 of 21 BOARD OF SUPERVISORS Meeting Minutes May 20, 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 20 of 21 BOARD OF SUPERVISORS Meeting Minutes May 20, 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: June 5, 2025 at 10:00 a.m. Economic Development Committee: June 2, 2025 at 10:30 a.m. Equity Committee: June 16, 2025 at 10:30 a.m. Family and Human Services Committee: June 9, 2025 at 10:30 a.m. Finance Committee: June 2, 2025 at 9:30 a.m. Head Start Advisory Committee: July 21, 2025 at 9:00 a.m. Internal Operations Committee: May 27, 2025 at 10:30 a.m. Legislation Committee: June 12, 2025 at 1:30 p.m. Los Medanos Healthcare Operations Committee: June 6, 2025 at 9:30 a.m. Public Protection Committee: June 16th canceled; July 21, 2025 at 1:30 p.m. Resilient Shoreline Committee: June 9, 2025 at 9:00 a.m. Sustainability Committee: July 14, 2025 1:00 p.m. Transportation, Water and Infrastructure Committee : June 23, 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 21 of 21 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:125-2008 Name: Status:Type:Discussion Item Passed File created:In control:4/21/2025 BOARD OF SUPERVISORS On agenda:Final action:5/20/2025 5/20/2025 Title:CONSIDER waiving the 180-day period for Jaspreet Benepal, Chief Nursing Officer-Exempt, in the Health Services Department; FIND that the appointment of Jaspreet Benepal is necessary to fill a critically needed position in the Health Services Department; and. APPROVE and AUTHORIZE the hiring of retiree Jaspreet Benepal as a temporary County employee for the period of May 16, 2025 through May 15, 2026. (David Culberson, Contra Costa Regional Medical Center Chief Executive Officer) Attachments:1. PAR-26444.pdf, 2. Signed PAR 26444 Action ByDate Action ResultVer.Tally approvedBOARD OF SUPERVISORS5/20/2025 1 Pass 5:0 To:Board of Supervisors From:Dr. Ori Tzvieli, Interim Health Services Director Report Title:Temporary Hire of County Retiree Waiver of 180-day Sit-Out Period in the Health Services Department ☒Recommendation of the County Administrator ☐ Recommendation of Board Committee RECOMMENDATIONS: Temporary Hire of County Retiree Waiver of 180-day Sit-Out Period in the Health Services Department: 1.Consider waiving the 180-day sit-out period for Jaspreet Benepal, Chief Nursing Officer Exempt, in the Health Services Department 2.Find that the appointment of Ms. Benepal is necessary to ensure the county and department have adequate representation of historical and operational knowledge during the 2025-2026 contract negotiations between the county and the California Nurses Association (CNA) 3.Approve and authorize the hiring of County retiree, Ms. Benepal, as a temporary County employee effective May 16, 2025, and serving through May 15, 2026. FISCAL IMPACT: This action will incur an annual cost of $148,448.83. (100% Hospital Enterprise Fund I) BACKGROUND: Ms. Benepal has been a part of the Health Services system since 1998. In 2005 she promoted to the ranks in nursing management and served as a Nursing Program Manager, the Director of Inpatient Nursing Operations, and eventually the Chief Nursing Officer until her retirement in March 2025. Ms. Benepal been an extraordinary asset to the department throughout her tenure, but additionally she played an integral role during several rounds of contract negotiations with the California Nurses Association (CAN) CONTRA COSTA COUNTY Printed on 8/8/2025Page 1 of 2 powered by Legistar™ File #:25-2008,Version:1 over the last 10 years. Furthermore, she has participated in impact bargaining and countless meets and confers for labor relations purposes and due process. CNA contact negotiations are scheduled to begin in 2025. As the county and the department organize and prepare for these negotiations, it is essential to include Ms. Benepal in preparations for contract bargaining and to assist the department in adequately representing its operational needs during negotiations. CONSEQUENCE OF NEGATIVE ACTION: Without this approval, the county and department will lack the representation needed to ensure successful negotiations with the California Nurses Association (CNA). CONTRA COSTA COUNTY Printed on 8/8/2025Page 2 of 2 powered by Legistar™ 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:125-2009 Name: Status:Type:Discussion Item Passed File created:In control:3/11/2025 BOARD OF SUPERVISORS On agenda:Final action:5/20/2025 5/20/2025 Title:CONSIDER report of the Interdepartmental Climate Action Task Force, as recommended by the Directors of the Departments of Conservation and Development and Public Works. (Warren Lai, Public Works Director and John Kopchik, Conservation and Development Director) Attachments:1. 2025-05-20 Climate Action Task Force Presentation to Board v5.pdf, 2. Climate Action Task Force Presentation to Board Action ByDate Action ResultVer.Tally approvedBOARD OF SUPERVISORS5/20/2025 1 Pass 5:0 To:Board of Supervisors From:John Kopchik, Director, Conservation and Development Report Title:Report of the Interdepartmental Climate Action Task Force, as recommended by the Directors of the Departments of Conservation and Development and Public Works ☒Recommendation of the County Administrator ☐ Recommendation of Board Committee RECOMMENDATIONS: RECEIVE report of the Interdepartmental Climate Action Task Force, as recommended by the Directors of the Departments of Conservation and Development and Public Works. FISCAL IMPACT: No direct fiscal impact because this is an informational report. Implementation of items in the report would result in both expenditures related to those activities and associated savings. For example, a department that installs LED lighting would incur a cost associated with installing the new lights and, because the lights use less energy, savings would accrue over time. BACKGROUND: The Board of Supervisors adopted a Climate Emergency Resolution (Resolution) on September 22, 2020. Among other things, the Resolution established an Interdepartmental Climate Action Task Force (Task Force) consisting of all department heads, or their senior deputies, to coordinate their efforts focusing on the urgent implementation of the County’s Climate Action Plan. The Task Force was directed to report back to the Board of Supervisors (Board) twice a year as a discussion item on the Board agenda. In late 2020, the Department of Conservation and Development (DCD) in partnership with the Department of Public Works (Public Works) convened the Task Force. The Task Force has reported to the Board of Supervisors every six months, starting in March 2021, with the exception of September 2023. CONTRA COSTA COUNTY Printed on 8/8/2025Page 1 of 3 powered by Legistar™ File #:25-2009,Version:1 In late 2021, the Task Force agreed to support the Green Government Group (G3) Champions, employee volunteers who help their departments adopt best practices that support the County’s climate action goals. The G3 Champions program launched in April 2022. Both the Task Force and the G3 Champions are supported by a steering committee of staff from the departments of Conservation and Development, Public Works, County Administrator, Health, Human Resources, and Library. This steering committee meets regularly to review progress and develop and deliver program content. Interdepartmental Climate Action Task Force The Task Force meets every six months. The February 2025 meeting occurred as part of a quarterly meeting that the County Administrator holds with department heads. The information presented included: ·An overview of the 2024 Climate Action and Adaptation Plan (CAAP), with an emphasis on County operations and strategies County departments can take to meet CAAP goals (see attached). ·An update on the Sustainability Fund managed by Public Works. Public Works continues to focus on installing electric vehicle (EV) chargers to provide reliable, convenient charging locations, so County departments can confidently purchase EVs. Public Works shared a video it developed for County employees that shares the experiences of staff members driving EVs for the first time. An example of how the County is implementing the CAAP is an induction cooktop demonstration that DCD staff organized last fall in Brentwood. The session was conducted in Spanish. DCD worked with the County’s Office of Communications and Media to produce a video of the event, including what program participants learned. The highlight video can be viewed with English <https://youtu.be/E8SsxV5mkPM? si=uIcTT6F6nfrkTq-d> or Spanish subtitles <https://youtu.be/ls1Fd1c3R9s?si=ofNO9463tCNQKlFK> on Contra Costa TV’s YouTube channel. G3 Champions The G3 Champions meet every other month. Below is an overview of meetings since the last report to the Board of Supervisors in October 2024. At the October 9, 2024, G3 Champions meeting, G3 Champions provided feedback on the County’s draft Strategic Energy Management Program and learned about communication strategies to facilitate discussions with colleagues and community members about climate change. On December 11, 2024, the G3 Champions toured the new administration building and plaza at 1026 Escobar Street in Martinez and learned about the project’s waste diversion, reuse, and sustainability achievements. The G3 Champions also met with the co-directors of the Office of Racial Equity and Social Justice to discuss the intersection of the G3 Champions’ work and environmental justice. The February 12, 2025, meeting focused on the 2024 CAAP. G3 Champions received an overview of the CAAP and brainstormed ideas and priorities for implementing the CAAP. A summary is included in the presentation attached to this report. Ideas with the greatest support include: Clean and Efficient Built Environment ·Solar panels on rooftops and in parking lots No Waste Contra Costa ·Using less paper ·Recycling and composting in every building, including leased facilities CONTRA COSTA COUNTY Printed on 8/8/2025Page 2 of 3 powered by Legistar™ File #:25-2009,Version:1 ·Support for procuring and managing reusable plates and utensils that stay at the office and/or can be used at County events Reduce Water Use and Increase Drought Resilience ·Install water efficient fixtures in buildings, for example, automatic sink shutoffs ·Rainfall harvesting Clean Transportation Network ·EV chargers at all County sites ·Bike lanes, walking paths, and identified safe routes ·Shuttles between County buildings and BART Resilient Communities and Natural Infrastructure ·Community gardens and gardens at County buildings ·Outdoor living walls, rooftop gardens Climate Equity ·Marketing information about sustainability resources and County’s climate goals in public facing areas such as libraries or to project applicants ·Sustainability Matters show on Contra Costa Television On April 9, 2025, the G3 Champions discussed resources and strategies for promoting active and sustainable transportation among County employees. They discussed activities for the upcoming Bike to Work Day and employees’ experiences biking to work; Human Resources Department staff gave an overview of the County’s employee Commuter Benefit Program; and a representative from 511 Contra Costa gave an overview of local programs and resources available to support low-emission commutes. CONSEQUENCE OF NEGATIVE ACTION: The report on the County’s work to meet climate action goals would not be received. CONTRA COSTA COUNTY Printed on 8/8/2025Page 3 of 3 powered by Legistar™ Interdepartmental Climate Action Task Force Report Presentation to the Board of Supervisors May 20, 2025 John Kopchik, Director, Department of Conservation and Development Warren Lai, Director, Department of Public Works Jody London, Sustainability Coordinator History •Interdepartmental Climate Action Task Force was directed by the Board in September 2020 Climate Emergency Resolution. •Focuses on actions County departments can take to urgently implement the County’s Climate Action and Adaptation Plan (CAAP). •Consists of department heads or designees. •Recommended creation of Sustainability Fund to support projects in County facilities. •Supports the G3 Champions (Green Government Group) volunteers across County departments who come together every other month to learn and develop strategies to help departments operate more sustainably. May 20, 2025 Interdepartmental Climate Action Task Force: Sustainability Fund •Continued focus on installing electric vehicle (EV) chargers to support transition to zero-emission fleet •Video for County employees that shares experiences of staff members driving EVs for first time •Educational opportunities for staff to become familiar with EV models in County fleet and charging technology May 20, 2025 EV Chargers Supporting County Fleet Transition to Zero-Emission Vehicles Funded by Measure X Employee-focused Event held March 18th, 2025 County Goal: Zero Emission Fleet by 2035 Event Highlights Celebrated success! 127 Level II charging ports installed at 11 county facilities Presented resources for employee empowerment EV Transition Toolkit built for "fleet liaisons" to support their departmental EVs Showcased County EV Fleet 8 unique county EVs were on display, from various depts. (Sheriff, Con Fire, Library, Public Works) Great turn out! 50+ attendees at the event “These EV chargers are more than just infrastructure, they represent Contra Costa County’s leadership in clean energy, sustainability, and responsible investment in our future” - Supervisor Scales-Preston Interdepartmental Climate Action Task Force: CAAP County Operations Actions May 20, 2025 Clean and Efficient Built Environment No Waste Contra Costa Reduce Water Use and Increase Drought Resilience Clean Transportation Network Resilient Communities and Natural Infrastructure Climate Equity Leadership Example of CAAP Implementation May 20, 2025 G3 Champions October •Strategic Energy Management Program •Climate communications December •Tour of TRUE Gold- and LEED Platinum-certified new administration building at 1026 Escobar St., Martinez •Meeting with co-directors of Office of Racial Equity and Social Justice February •2024 CAAP Overview •Ideas and priorities for CAAP implementation brainstorm May 20, 2025 April •Bike to Work Day •Employee experiences biking to work •County employee Commuter Benefit Program •511 Contra Costa programs and resources Thank you! 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:125-2010 Name: Status:Type:Discussion Item Passed File created:In control:1/8/2025 BOARD OF SUPERVISORS On agenda:Final action:5/20/2025 5/20/2025 Title:CONSIDER accepting the monthly update on the activities and oversight of the County's Head Start Program, and provide guidance. (Marla Stuart, Employment and Human Services Director) Attachments:1. May 2025 BOS Head Start Update.pdf, 2. 1. ACF-OHS-IM-25-04 Expanding Educational Freedom and Opportunities for Families in Head Start Programs.pdf, 3. 2. MB-25-03 Serving Two-Year-Old Children in CSPP.pdf, 4. 3. New HSPPS Compliance Timeline and Analysis.pdf Action ByDate Action ResultVer.Tally approvedBOARD OF SUPERVISORS5/20/2025 1 Pass 5:0 To:Board of Supervisors From:Marla Stuart, Employment and Human Services Director Report Title:Update on Head Start Programs and Oversight ☒Recommendation of the County Administrator ☐ Recommendation of Board Committee RECOMMENDATIONS: CONSIDER accepting the monthly update on the activities and oversight of the County's Head Start Program as recommended by the Employment and Human Services Director, and provide guidance. FISCAL IMPACT: There is no fiscal impact. BACKGROUND: Per Board Resolution No. 2023/274, the Board receives monthly updates on and provides guidance related to the activities of the Head Start program. This is the May 2025 update. CONSEQUENCE OF NEGATIVE ACTION: The County will not be in compliance with Head Start program requirements, which may jeopardize funding and successful 2024-2029 grant implementation. CHILDREN’S IMPACT STATEMENT: CONTRA COSTA COUNTY Printed on 8/8/2025Page 1 of 2 powered by Legistar™ File #:25-2010,Version:1 The services provided under this contract support all five of Contra Costa County's community outcomes: (1)"Children Ready for and Succeeding in School"; (2) "Children and Youth Healthy and Preparing for Productive Adulthood"; (3) "Families that are Economically Self-Sufficient"; (4) "Families that are Safe, Stable and Nurturing"; and (5) "Communities that are Safe and Provide a High Quality of Life for Children and Families". CONTRA COSTA COUNTY Printed on 8/8/2025Page 2 of 2 powered by Legistar™ 1 May 20, 2025 Marla Stuart, MSW, PhD, EHSD Director and Head Start Executive Director Sarah Reich, Community Services Bureau Division Manager info@ehsd.cccounty.us | (925) 608-4800 Early Childhood Education Program Update 2 Outline CCC EHSD ECE Program Update 5/20/25 Topic Federal Head Start State Child Care Prior Meeting Updates Federal Environment Updates To date Child Care Center Services Mar-Apr 2025 Mar-Apr 2025 Policy Council Actions Apr 2025 Budget Mar 2025 Mar 2025 Monitoring Mar-Apr 2025 Mar-Apr 2025 Official Funder Communication Apr 2025 Apr 2025 Recommendation ✓ Appendices For Information 33 •Federal Environment Updates •Child Care Center Services •Policy Council Actions •Budget •Monitoring •Official Funder Communication •Recommendation •Appendices 4 Federal Environment Updates Sources of Information 1.Project 2025 2.Executive Orders 3.Federal Department Actions 4.Congressional Actions CCC EHSD ECE Program Update 5/20/25 Categories of Impact 1.Potential Funding Reduction 2.Potential Funding Increase 3.Changes to Program Regulations 4.Change that may Impact Customers 5.Change that may Impact Contracts with Partners 555 •Federal Environment Updates •Child Care Center Services •Policy Council Actions •Budget •Monitoring •Official Funder Communication •Recommendation •Appendices 6 Center Enrollment Rates CCC EHSD ECE Program Update 5/20/25 Current Slot Allotments: •Federal Slots (Head Start) = 1,201 (1,217 filled slots as of Apr 2025) •State Slots (CDE and CDSS) = 764 (724 filled slots as of Apr 2025) •Total Unique Slots = 1,345 (1,335 filled slots as of Apr 2025) Current Enrollment Requirements: •Federally Funded = 97% slots filled •State Funded = Currently “hold harmless” meaning no penalties for not filling all slots. When “hold harmless” ends in June 2025, we will no longer be funded for unfilled slots. 7 Center Attendance Rates CCC EHSD ECE Program Update 5/20/25 8 Average Center Meals & Snacks Per Day CCC EHSD ECE Program Update 5/20/25 9 Center Teacher and Site Supervisor Vacancies CCC EHSD ECE Program Update 5/20/25 Lines = Vacancy Rate Teacher vacancies rates declined starting in November 2024 due to elimination of FTEs along with hiring. 10 Child Care Subsidies CCC EHSD ECE Program Update 5/20/25 Covid Began 1111 •Federal Environment Updates •Child Care Center Services •Policy Council Actions •Budget •Monitoring •Official Funder Communication •Recommendation •Appendices 12 April 2025 Policy Council Actions The Head Start Policy Council convened on April 16, 2025. Key actions included: •Received monthly updates on program administration and financials •Received presentations on Parent Resiliency and Contra Costa County Library Program CCC EHSD ECE Program Update 5/20/25 1313 •Federal Environment Updates •Child Care Center Services •Policy Council Actions •Budget •Monitoring •Official Funder Communication •Recommendation •Appendices 14 CCC EHSD ECE Program Update 5/20/25 Head Start Budget Expenditures 15 Head Start Credit Card Expenditures CCC EHSD ECE Program Update 5/20/25 All credit card expenditures are made by authorized staff for budgeted purchases to support reasonable program expenditures. 1616 •Federal Environment Updates •Child Care Center Services •Policy Council Actions •Budget •Monitoring •Official Funder Communication •Recommendation •Appendices 17 Health and Safety Compliance CCC EHSD ECE Program Update 5/20/25 Indicators with non-compliances over 10% in March and April 2025: 1.Safe environments are evident and promote active supervision of all children, including door alarms. (8/21 = 38% non-compliance) 2.Classroom head count white board reflects the number of children and staff currently in room. (4/21 = 19% non-compliance) 3.Classroom schedules are posted and followed. (3/21 = 14% non-compliance) 4.Review of most recent site monitoring tools reflect the findings in today’s observation. (3/21 = 14% non-compliance) 18 Unusual Incidents & Citations CCC EHSD ECE Program Update 5/20/25 Reportable incidents as defined by the Office of Head Start (OHS) OHS considers a “significant incident” to be any incident that results in serious injury or harm to a child, violates Head Start standards of conduct at 45 CFR §1302.90(c), or results in a child being left alone, unsupervised, or released to an unauthorized adult. A program must report all significant incidents affecting the health and safety of children with 7 days. California Department of Social Services Community Care Licensing Citations Type A:An immediate risk to the health, safety or personal rights of children in care. Type B: If not corrected right away, may be a risk to the health, safety, and personal rights of the children in care. 1919 •Federal Environment Updates •Child Care Center Services •Policy Council Actions •Budget •Monitoring •Official Funder Communication •Recommendation •Appendices 20 OHS Information Memorandum Information Memorandum ACF-OHS-IM-25-04 issued:April 29, 2025 Subject: Expanding Educational Freedom and Opportunities for Families in Head Start Programs Information:Outlines Head Start programs’ critical role in promoting parent choice to select the early care and education (ECE) providers that best meet their family’s needs for their children, and recognizes that Head Start programs serve as the foundation for school readiness by preparing young children for academic and social success. Through this work, Head Start programs also help parents understand school choice options, including ECE, and can serve as a valuable resource to prepare families to effectively utilize the options in their communities. Action:No action required. CSB already supports families in enrolling in ECE providers that best meet their needs and has established a program model that uses layered funding and partnerships to expand options for families. CCC EHSD ECE Program Update 5/20/25 1. ACF-OHS-IM-25-04 Expanding Educational Freedom and Opportunities for Families in Head Start Programs 21 CDE Management Bulletin Child Care Bulletin MB-25-03 issued:April 15, 2025 Subject: Serving Two-Year-Old Children in CSPP Information:Notifies and provides guidance to California State Preschool Program (CSPP) contractors of the new law that allows, but does not require, two-year-old children to be enrolled in the CSPP through June 30, 2027. Two-year-old children that are enrolled prior to June 30, 2027, may continue to be served in the program. Action:No action required. CSB is not eligible to lower our age limit to two-years due to federal funding requirements. CCC EHSD ECE Program Update 5/20/25 2. MB-25-03 Serving Two-Year-Old Children in CSPP 2222 •Federal Environment Updates •Child Care Center Services •Policy Council Actions •Budget •Monitoring •Official Funder Communication •Recommendation •Appendices 23 Recommendation CONSIDER accepting the monthly update on the activities and oversight of the County's Head Start Program and provide guidance, as recommended by the Employment and Human Services Director. CCC EHSD ECE Program Update 5/20/25 2424 •Federal Environment Updates •Child Care Center Services •Policy Council Actions •Budget •Monitoring •Official Funder Communication •Recommendation •Appendices 25 Federal Requirement*1/21/25 2/25/25 3/25/25 4/15/25 5/20/25 6/24/25 7/22/25 8/12/25 9/16/25 10/21/25 11/18/25 12/16/25 1. Monthly Program Updates HSA 642(d)(2) HSPPS 1301.2(b)(2) Nov-Dec ’24 Jan ’25 Feb ’25 None Mar-Apr ’25 May ’25 Jun ’25 None Jul ’25 Aug-Sep ’25 None Oct ‘25 2. Monthly Financial Updates HSA 642(d)(2) HSPPS 1301.2(b)(2)Nov ’24 Dec ’24 Jan ’25 Feb ’25 Mar ’25 Apr ’25 May ’25 Jun ’25 Jul ’25 Aug ’25 Sep ’25 Oct ‘25 3. Funder Communications HSA 642(d)(2) HSPPS 1301.2(b)(2)Dec ’24 Jan ’25 Feb ’25 Mar ’25 Apr ’25 May ’25 Jun ’25 Jul ’26 Aug ’25 Sep ’25 Oct ’25 Nov ‘25 4. Annual HS Governance and Eligibility Training HSA 642(d)(3) HSPPS 1301.5, 1302.12(m)Training 5. Annual Goals and Objectives (included in Grant application)HSPPS 1302.102(a)Approval Item 6. Annual Non-Competitive Grant Renewal Application HSA 642(c)(1)(E) HSPSS 1301.2(b)(1) Approval Item 7. Annual Selection Criteria and Recruitment Plan HSPSS 1302.13, 1302.14(a)Approval Item 8. Annual Community Needs Assessment HSA 640(g)(1)(C) HSPPS 1302.11(b), 1302.102(d)(2) Approval Item 9. FY25-26 Planning Calendar HSA 640(g)(1)(D) HSPPS 1302.11(b), 1302.102(d)(2) Approval Item 10. Annual Self-Assessment HSA 642(d)(2) HSPPS 1302.102(b)(2) Approval Item 11. Annual County Single Financial Audit HSA 642(d)(2) HSPPS 1301.2(b)(2) Approval Item 12. Annual Program Information Report 45 CFR Part 75 Share Results 13. CSB Agency Policies & Procedures HSA 642(c)(1)(E)As needed 2025 Head Start Governance Updates Calendar Planned Completed CCC EHSD ECE Program Update 5/20/25 Contra Costa County Resolution 2023/274 includes all of these requirements. 26 Co n d u c t Co n s u l t a n t s ' Li c e n s u r e We l l n e s s Fu n d s Re q u i r e m e n t s He a l t h y B i r t h Ou t c o m e s As s e s s m e n t En r o l l m e n t At t e n d a n c e Op t i o n Ap p r o a c h 40 - F a m i l y 42 - B e n e f i t s 43 - P a y S c a l e 44 - P a y P a r i t y 46 - W a g e s Completed on time Completed late Not due yet N/A El i g i b i l i t y El i g i b i l i t y 4 - E m p l o y e e En g a g e m e n t 5 - T r a i n i n g o n 6 - H o u s i n g Ad j u s t m e n t Du r a t i o n Re c r u i t m e n t Me m b e r s Di s a b i l i t i e s En r o l l m e n t En r o l l m e n t Ex p u l s i o n Co m m In t e g r a t i o n Co n s u l t a n t s Le a d Fa m i l i e s 20 - Q R I S Fa m i l i e s Cu r r i c u l u m HSPPS Compliance Timeline Progress Chart CCC EHSD ECE Program Update 5/20/25 3. New HSPPS Compliance Timeline and Analysis 1 /5 Expanding Educational Freedom and Opportunities for Families in Head Start Programs headstart.gov/policy/im/acf-ohs-im-25-04 Expanding Educational Freedom and Opportunities for Families in Head Start Programs ACF-OHS-IM-25-04 U.S. Department of Health and Human Services ACF Administration for Children and Families 1. Log Number: ACF-OHS-IM-25-04 2. Issuance Date: 04/29/2025 3. Originating Office: Office of Head Start 4. Key Words: School Choice Information Memorandum To: All Head Start Recipients and State Agencies that Receive Head Start Collaboration Office Grants Subject: Expanding Educational Freedom and Opportunities for Families in Head Start Programs Information: This Information Memorandum (IM) outlines Head Start programs’ critical role in promoting parent choice to select the early care and education (ECE) providers that best meet their family’s needs for their children, and recognizes that Head Start programs serve as the foundation for school readiness by preparing young children for academic and social success. Through this work, Head Start programs also help parents understand school choice options, including ECE, and can serve as a valuable resource to prepare families to effectively utilize the options in their communities. With this IM, we strongly encourage Head Start programs to facilitate parent choice in three key ways: 1) actively participating in state and local efforts to coordinate ECE enrollment and services and promote access to a variety of ECE 2 /5 options in the state or local community; 2) engaging families to determine, develop, and improve their program model and consider how their program offerings respond to family needs and promote family choice; and 3) re-examining community partnerships and evaluating how they can be strengthened and expanded in ways that support family choice, including through connections to faith-based settings for families that desire this option. Promoting Family Choice Through Active Participation in State and Local Efforts to Coordinate Early Care and Education Through this IM, we encourage Head Start programs to be active participants in state and local efforts to coordinate ECE enrollment and services to support families’ access to options that best fit their needs. Programs should consider how they can enter or expand their participation in mixed delivery systems that provide families access to a variety of ECE choices. A mixed delivery approach to ECE offers families early learning experiences in a range of settings, including community-based and private child care centers, public schools, charter schools, faith-based settings, and family child care (FCC) homes, many of which operate Head Start programs. Well-integrated ECE services at the state or local level help promote a variety of options — including Head Start programs — to support parent choice and better align with family needs and desires for their children’s education and care. Efforts to better integrate ECE service options within a state or community can help provide families with the choices they need to select the program that is right for their family, allowing more children and families to benefit from access to needed services. Statutory and Regulatory Requirements that Promote Family Choice Through Coordination Several provisions within the Head Start Act (the Act) and the Head Start Program Performance Standards (the Performance Standards) direct Head Start programs and Head Start Collaboration Offices (HSCOs) to engage in state and local efforts that help families access their choice of ECE programs for their children’s early care and education. Section 642(e) of the Act and Section 1302.53(a)(2)(ii) of the Performance Standards lay out expectations for programs to establish collaborative relationships with elementary schools, state preschool and child care providers, and agencies that provide services to children with disabilities. Strong partnerships with state ECE leadership, local educational agencies, and other early childhood programs, including faith- based programs, are critical to foster opportunities for family choice in early childhood settings. The Office of Head Start (OHS) encourages programs and HSCOs to coordinate with other early childhood programs and participate in state and local initiatives. Section 1302.53(b) of the Performance Standards requires programs to actively participate in coordinated systems at the state and local level to better promote a variety of early education services in their local community. More specifically, programs must establish memoranda of understanding with local agencies that manage publicly funded preschool programs (Section 642(e)(5) of the Act and 45 CFR § 1302.53(b)(1)). To the extent practicable, programs should also participate in their state or local quality rating and improvement system (QRIS) (45 CFR § 1302.53(b)(2)). State-based QRIS can help families understand the range of ECE choices available to them and determine the quality of such options. Programs should also participate in state education data systems through the sharing and integration of relevant Head Start data, to the extent practicable (45 CFR § 1302.53(b)(3)). Head Start participation in state efforts designed to communicate and track parent choices for their children help ensure that Head Start programs are an integral part of the state’s ECE landscape and that parents have a full understanding of all choices in a mixed delivery system. Strengthening a System of ECE Mixed Delivery Through Coordinated Enrollment 3 /5 Head Start programs have an opportunity to actively participate in state or local coordinated enrollment systems that streamline access to a diverse array of ECE providers — including Head Start, state-funded preschool, public pre-K, private child care centers, and family child care homes. OHS strongly urges Head Start programs to collaborate with state and local agencies to develop and refine these systems, ensuring they efficiently connect families to ECE options that best meet their needs. Coordinated enrollment, such as through a unified online application or community-based intake process, empowers parents by simplifying access to clear, actionable information — such as program schedules (e.g., full-day or part- day), eligibility rules (e.g., income or age criteria), and available slots — while eliminating wasteful redundancies like multiple applications. This efficient approach maximizes the use of ECE resources across a region or community, and ensures families can choose their preferred setting, including faith- based options, in line with the directive to enhance educational freedom. Head Start programs should take specific steps to support this effort, such as partnering with state and local education departments to integrate Head Start slots into shared enrollment databases and systems, providing real-time updates on openings in Head Start program locations, and joining local planning committees to advocate for family- friendly system designs, thereby aligning their recruitment and enrollment processes with broader state or local efforts to optimize resources and empower parents. Determining, Designing, and Improving Head Start Program Models Based on Family Input Head Start programs are uniquely positioned to engage families to shape program models that enhance parental choice and align with community needs. Under § 1301.3(b) of the Performance Standards, families are required members of the policy council, a critical mechanism through which Head Start programs gather family input to continually improve services. OHS encourages programs to leverage the policy council and other engagement structures to ensure program designs reflect family preferences, support parental decision-making, and expand access to an array of ECE options, empowering families to choose the best educational paths for their children. To further this goal, Head Start programs may accept eligible children from outside their designated service areas when slots are available, offering families greater flexibility to enroll in a Head Start program that aligns with their preferred location, schedule, or educational approach — such as a center offering extended hours or a culturally specific curriculum — thereby broadening parental choice beyond geographic boundaries. Section 1302.11(b)(1) of the Performance Standards requires programs to conduct a comprehensive community assessment to inform their program design and to ensure it reflects the needs of the community. The families served by Head Start programs are a central part of the community, and OHS strongly encourages programs to engage families in the community assessment process as programs determine, develop, and improve their program model. Programs can add questions in their parent surveys and self- assessments that explore the variety of parent options and needs in the community. Creating opportunities to gather input from families about their preferences and how they evaluate their ECE choices allows programs to integrate those preferences into their program design. Programs should consider how to ensure their available program options meet family needs and identify ways to promote choices to parents within their community. A strong understanding of families’ needs and preferences, as well as the range of available options in the community, allows Head Start programs to ensure their program options complement the other ECE programs available to families. Head Start programs can use this information to assist families in connecting to other programs that best meet family preferences and values, including services in faith- based organizations, charter schools, and private child care. This includes during transitions for children out of Early Head Start and from Head Start Preschool to kindergarten. Sections 1302.70 and 1302.71 of the Performance Standards require programs to implement strategies to support successful transitions for children and their families at these key milestones. During 4 /5 any transition, Head Start programs must collaborate with families to foster their continued involvement in and advocacy for the education and development of their child. In the transition to kindergarten specifically, programs are required to collaborate with local education agencies to support family engagement under Section 642(b)(13) of the Act, including working to provide training to enable parents to participate in decisions related to the educational choices for their children. As part of transition efforts, programs are also encouraged to help families understand school options in their local community. Strengthening and Expanding Partnerships to Promote Parent Choice Strong community collaborations are a core tenet of Head Start services; many programs have long- standing partnerships with state and community agencies that assist them in providing a wide variety of services for children and families. Section 1302.53(a)(1) of the Performance Standards requires Head Start programs to establish ongoing collaborative relationships and partnerships with community organizations. These partnerships facilitate access to community services that are responsive to child and family needs. As programs conduct their community assessments, programs should re-examine how community partnerships extend and strengthen program services in ways that support family choice. This may involve broadening community partnerships to include partners that fit parents’ preferences, such as their need for full-day services, faith-based instruction, or options to keep siblings together. Head Start programs are also encouraged to explore partnerships with state and local Child Care Resource and Referral agencies to inform working parents of the variety of ECE options in their community. In addition to establishing ongoing partnerships, programs can connect parents directly to local and state organizations that train parents on educational options and parental rights; these may include parent training and resource centers, community parent resource centers, and statewide family engagement centers. Section 1302.11(b)(2)(vii) of the Performance Standards requires that programs collect and use data on gaps in community resources to address the needs of eligible children and families. This data, combined with information on families’ needs and preferences, allows programs to identify partners, including faith- based organizations or family child care options, that could expand programs’ ability to support families in accessing the ECE services that are the best fit for them. Layering Funding to Strengthen Partnerships and Support Family Choice Head Start programs and HSCOs can also collaborate with state and local community agencies as they examine their existing funding sources and consider how those funding streams may be leveraged more effectively within a mixed delivery system. Programs should consider how federal funds, such as those from Head Start, CCDF, and IDEA, can be effectively layered and braided to support broader access to services. Layered funding can be used to expand full-day, full-year services and comprehensive services that best serve families’ needs or to free up resources for other purposes. Coordinating funding streams also allows programs to think more creatively about ways to partner with other programs and services, including partnering with faith-based organizations that offer early childhood opportunities that may be most desired by families in the community.1 Coordinating funding streams fosters innovative partnerships with diverse ECE providers — including charter preschools, family child care homes, and faith-based programs — and ensures families can access settings that reflect their values and needs. OHS urges programs to use this flexibility to participate in state and local mixed-delivery initiatives, reexamine program models based on family input, and build community collaborations that maximize educational freedom. By layering and braiding funding and listening to families, Head Start programs can help reduce or eliminate financial barriers and can empower families with limited resources to make informed ECE choices, e.g., selecting a program with a specific curriculum, quality rating, or convenient location. This can be accomplished by sharing clear information 5 /5 on options and eligibility through a variety of mechanisms such as coordinated enrollment systems and parent workshops. This strategic use of federal funds not only enhances family agency but also optimizes resources, reducing waste and aligning with the goal of making federal programs more effective for American families. Thank you for your dedicated efforts to support children and families in exercising their educational freedom. Sincerely, / Captain Tala Hooban / Captain Tala Hooban Acting Director Office of Head Start 1 Head Start programs may partner with faith-based organizations when any explicitly religious activities (such as activities that involve overt religious content such as worship, religious instruction, or proselytization) are separate and distinct from the Head Start program, and the distinction is completely clear to the beneficiary or prospective beneficiary. See 45 CFR 87.3(d). Historical Document Home / Specialized Programs / Early Education / Contractor Information Management Bulletin 25-03 This Management Bulletin (MB) notifies and provides guidance to California State Preschool Program (CSPP) contractors of the new law that allows, but does not require, two-year-old children to be enrolled in the CSPP. Early Education Division Subject: Serving Two-Year-Old Children in CSPP Number: 25-03 Expires: Until Rescinded Authority: Senate Bill (SB) 163 (Statutes of 2024) and Assembly Bill (AB) 176 (Statutes of 2024); California Education Code (EC) Section 8207.1 Attention: Executive Directors and Program Directors of all California State Preschool Programs Purpose This Management Bulletin (MB) notifies and provides guidance to California State Preschool Program (CSPP) contractors of the new law that allows, but does not require, two-year-old children to be enrolled in the CSPP through June 30, 2027. Two-year-old children that are enrolled prior to June 30, 2027, may continue to be served in the program. This MB supersedes all email directives previously sent by the California Department of Education (CDE) on this topic. Policy Beginning July 2, 2024, and until June 30, 2027, CSPP contractors may enroll two-year-old children in a part-day or full-day CSPP (see definition of two-year-old children in guidance below). Beginning July 1, 2027, two-year-old children shall no longer be enrolled in CSPP but may continue to be served in CSPP if enrolled prior to that date. Contractors are not required to enroll two-year-old children; however, if contractors choose to enroll two-year-old children, all current requirements must be followed for children in the CSPP, including but not limited to: Collecting and verifying the appropriate documentation for enrollment, determining eligibility, and determining a need for CSPP services, as applicable. Ensuring children are enrolled in priority order as required by the EC sections 8210 (for part- day CSPP) and 8211 (for full-day CSPP). Assessing and collecting family fees for families enrolled in full-day CSPP, as applicable. Ensuring all program quality requirements applicable to the CSPP are met. Ensuring that all data is reported as required by the CDE. Ensuring that families are only required to provide diapers and/or disposable training pants (such as pull-ups) as needed for a child, if the contractor has a specific written policy adopted by the governing board that includes a parent advisory committee in the decision-making process. If the contractor has such a policy, one of the two shall apply: Contractors that have developed policies within their program handbook will need to have their entire handbook approved by their governing board. Contractors that do not have this policy developed in their handbook are required to obtain governing board approval on this specific policy. NOTE: Contractors are required to provide all other diapering supplies, including wipes, gloves, and so forth, needed to support diapering or toileting in the program. If families desire to use a specific or different brand of diapering supplies than the contractor provides, including diapers or training pants, then it is the responsibility of the family to provide those supplies. The guidance in this MB applies to all children in the CSPP. The CDE has specified areas of guidance within this MB to highlight areas that may be more relevant for contractors working with two-year-old children; however, it is important to remember that all requirements must be in place for all children served in the CSPP, as applicable. Additionally, although this MB is focused on serving two-year old children in CSPP, it is important to keep in perspective the continuum of development which begins at birth and continues beyond the child’s time in a CSPP; therefore, contractors must adjust program activities and schedules to meet all children’s individual development. Directives for Implementation Definitions “Two-year-old children” means children who have had their second birthday and do not otherwise meet the definition of “three-year-old children.” As a reminder, the definition of “three-year-old children” means children who will have their third birthday on or before December 1 of the fiscal year in which they are enrolled in a CSPP. Children who have their third birthday on or after December 2 of the fiscal year may be enrolled in a CSPP on or after their third birthday. Any child under four years of age who is receiving CSPP services, shall be served in a CSPP facility that is licensed in accordance with Title 22 of the California Code of Regulations. Note: Throughout this MB, anytime the words “two-year-old children” or “three-year-old children” are used, these definitions are operative. If the MB is speaking to children’s chronological age, the MB will specify that explicitly. Examples of Age Categories "Two-year-old children” and “three-year-old children” as defined in the definition section above are not identical to chronological age. The examples below are provided to illustrate the implications of these statutory age definitions. Example Number Child Birthdate When They Can Enroll in CSPP for 2025–26 Program Year Age Category Based on Statutory Age Definitions 1 November 3, 2023 This child can enroll in CSPP on or after their second birthday (November 3, 2025). This child would be considered a two- year-old for the remainder of the 2025– 26 program year and would be considered a statutory three-year-old at the beginning of the 2026–27 program year. 2 February 5, 2023 This child can enroll in CSPP from the beginning of the program year, as they will have had their second birthday (February 5, 2025) before the beginning of the program year. This child would be considered a two- year old child from the beginning of the program year until their third birthday, at which point they would become a statutory three-year-old. 3 November 3, 2022 This child can enroll in CSPP from the beginning of the program year. This child would be considered a statutory three-year-old the entire year, even if they are chronologically two years old when enrolling because their birthday is before December 1 of the year they are being served. Example 1: This child would be considered a “two-year-old" child for the remainder of the 2025–26 program year and would be considered a statutory “three-year-old" child at the beginning of the 2026–27 program year. Example 2: This child would be considered a “two-year-old" from the beginning of the 2025–26 program year until their third birthday on February 5, 2026. This means that during the 2025–26 program year, this child would be considered both a two- and a three-year-old at different points in the program year. Specifically, during the 2025–26 program year, the child would be considered a two-year-old from July 1, 2025, through February 4, 2026, and a three-year-old beginning February 5, 2026, through the remainder of the program year. The child would be considered a “three-year- old" child in the 2026–27 program year as well, and this status would last for the entirety of that program year. Example 3: This child would be considered a “three-year-old" starting at the beginning of the 2025– 26 program year, even though the child may not be chronologically three years of age at the time of enrollment. The child would remain a “three-year-old" child through the end of the program year. Eligibility Two-year-old children, as defined above, must be eligible for CSPP under one of the current eligibility categories to enroll in a CSPP, including if they are being enrolled in the 15 percent above the income eligibility threshold category or the Neighborhood School Eligibility category. Two-year-old children that were enrolled and receiving services before July 1, 2027, will continue to receive CSPP services and shall not be disenrolled. Enrollment Priorities NOTE: This section differs from the email guidance that was released by the CDE on July 8, 2024. Contractors must follow enrollment priorities for CSPP. If the contractor does not choose to serve two-year-old children, then the priorities for two-year-old children listed below shall not apply and contractors shall follow the California Code of Regulations, Title 5 (5 CCR) section 17746 and 17747, as applicable. However, if the contractor chooses to enroll two-year-old children the following priorities must be followed. For ease of seeing where two-year-old children fall in the priorities, the CDE has bolded and italicized references to two-year-old children. 1. First Priority (Part-day and Full-day): The first priority for services shall be given to three- year-old and four-year-old children who are recipients of child protective services or who are at risk of being neglected, abused, or exploited and for whom there is a written referral from a legal, medical, or social service agency. If an agency is unable to enroll a child in this first priority category, the agency shall refer the child’s parent or guardian to local resources and referral services so that services for the child can be located. For contractors that choose to serve two-year-old children, once all three and four-year old children in this priority category have been enrolled, priority for services shall then be given to two-year-old children who are recipients of child protective services or who are at risk of being neglected, abused, or exploited and for whom there is a written referral from a legal, medical, or social service agency. 2. Second Priority (Part-day and Full-day): To the extent that there are additional three-year- old and four-year-old children with exceptional needs interested in enrolling beyond those already enrolled in the percent of funded enrollment set aside pursuant to EC Section 8208, the second priority for services shall be given to children with exceptional needs from families with incomes below the income eligibility threshold, as described in EC Section 8213. Within this priority category, children with exceptional needs from families with the lowest income according to the income ranking on the most recent schedule of income ceiling eligibility table, as published by the CDE at the time of enrollment, shall be enrolled first. 3. Third Priority (Part-day and Full-day): The third priority for services shall be given to eligible three-year-old, and four-year-old children who are not enrolled in a state-funded transitional kindergarten (TK) program. This priority shall not include children eligible pursuant to clause (v) of subparagraph (B) of paragraph (1) of subdivision (a) of EC Section 8208 if they are from families with incomes above the income eligibility threshold, as described in EC Section 8213. Within this priority category, eligible children with the lowest income according to the income ranking on the most recent schedule of income ceiling eligibility table, as published by the CDE at the time of enrollment, shall be enrolled first. If two or more families have the same income ranking according to the most recent schedule of income ceiling eligibility table, a child who is identified as a dual language learner shall be enrolled first. f there are no children who are identified as dual language learners, the child that has been on the waiting list for the longest time shall be admitted first. 4. Fourth Priority (Part-day and Full-day): If a contractor chooses to enroll two-year-old children, the fourth priority for services shall be given to eligible two-year-old children . This priority shall not include children eligible pursuant to clause (v) of subparagraph (B) of paragraph (1) of subdivision (a) of EC Section 8208 if they are from families with incomes above the income eligibility threshold, as described in EC Section 8213. Within this priority category, eligible children with the lowest income according to the income ranking on the most recent schedule of income ceiling eligibility table, as published by the CDE at the time of enrollment, shall be enrolled first. If two or more families have the same income ranking according to the most recent schedule of income ceiling eligibility table, a child who is identified as a dual language learner shall be enrolled first. If there are no children who are identified as dual language learners, the child that has been on the waiting list for the longest time shall be admitted first. 5. Fifth Priority (Part-day and Full-day): The fifth priority, after all otherwise eligible children have been enrolled, shall be children from families whose income is no more than 15 percent above the eligibility income threshold, as described in EC Section 8213. Within this priority category, priority shall be given to three- and four-year-old children with exceptional needs interested in enrolling beyond those already enrolled in the set aside pursuant to EC Section 8208. After the children enrolling pursuant to (a) above are enrolled, three- and four-year- old children without exceptional needs shall be enrolled in income ranking order, with the lowest income according to the income ranking on the most recent schedule of income ceiling eligibility table, as published by the CDE at the time of enrollment, being enrolled first. For purposes of clause (i), if two or more families have the same income ranking according to the most recent schedule of income ceiling eligibility table, the child that has been on the waiting list for the longest time shall be admitted first. 6. Sixth Priority (Part-day only): After all otherwise eligible children have been enrolled in the priority categories listed above, the contractor may enroll the children in the following order: A CSPP site operating within the attendance boundaries of a qualified free and reduced priced meals school, in accordance with EC Section 8217, may enroll any three-, or four- year-old children, followed by two-year-old children, whose families reside within the attendance boundary of the qualified elementary school. These children shall, to the extent possible, be enrolled by lowest to highest income according to the most recent schedule of income ceiling eligibility table. Children enrolling in the CSPP to provide expanded learning and care to TK or kindergarten pupils, pursuant to subdivision (l) of EC Section 48000. Sixth Priority (Full-day only): After all otherwise eligible children have been enrolled in the priority categories listed above, the contractor may enroll the children in the following order: The contractor may enroll two-, three-, and four-year-old children from families that meet eligibility criteria, without regard to the family having a need for full-day CSPP services, pursuant to paragraph (4) of subdivision (d) of Section 8208. Within this priority, contractors shall enroll families in income ranking order, lowest to highest, and within income ranking order, if the contractor has chosen to enroll two-year-old children, three- and four-year-old children must be enrolled before two-year-old children. For CSPP sites operating within the attendance boundaries of a qualified free and reduced priced meals school, in accordance with EC Section 8217, the contractor may enroll any three-, and four-year-old children, followed by two-year-old children, whose families reside within the attendance boundary of the qualified school that has been approved by the CDE, Early Education Division (EED) without establishing eligibility or a need for services pursuant to EC Section 8208(d)(5). These families shall, to the extent possible, be enrolled in income ranking order, by lowest to highest income according to the most recent schedule of income ceiling eligibility table. Non-Prioritized Families in Part-day and Full-day CSPPs Not Serving Two- Year-Old Children After all applicable families have been enrolled through the priorities listed above, contractors must enroll families in the order listed below: 1. Three- and four-year-old children with disabilities from families with income above 15 percent of the income threshold who were not enrolled pursuant to the children with disabilities set aside, pursuant to EC Section 8208. 2. Early enrollment TK children enrolling in a CSPP operated by the school district or charter school, regardless of income, pursuant to EC Section 48000.15(c) for the 2023–24 and 2024– 25 program years. 3. If a contractor chooses to enroll two-year-old children, then two-year-old children who are eligible for services and not listed above in the priorities. Staffing Ratios Contractors that choose to serve two-year-old children must follow one of the two options for ratios listed below: 1. The contractor may operate using a 1:8 adult to child ratio, with a 1:24 teacher to child ratio, if and only if the number of two-year-old children enrolled in the classroom does not exceed eight children or more than 30 percent of all children enrolled in the classroom, whichever is less. 2. If a contractor chooses to enroll more two-year-old children in a classroom than described above in (1), a 1:4 adult to child ratio and 1:16 teacher to child ratio must be followed for two- year-old children. Within this requirement and in alignment with Title 5 Section 17714 on commingling: If the number of two-year-old children exceeds 50 percent of the total number of children in attendance, the ratios for the entire group must meet the ratios required for the two-year-old children. If the number of two-year-old children does not exceed 50 percent of the total number of children in attendance, the teacher-child and adult-child ratios shall be computed separately for each group. NOTE: To ensure contractors are able to meet the required ratios, contractors may limit enrollment of two-year-old children. Although a contractor may limit enrollment of two-year-old children, the contractor must follow eligibility and priority requirements for two-year-old children as defined in EC sections 8208, 8210, and 8211. Reminder: Please reference the definitions of two- and three-year-old children above, as a child may be chronologically two years of age but meet the definition of a three-year-old child. Ratio requirements set above are based on statutory definitions of two-year-old children, not based on chronological age. Diapering and Toilet Training in CSPP Children shall not be denied services or skipped over in priority based on toileting status, as learning to independently use the toilet is not an eligibility requirement for the CSPP. Diapering supplies, including wipes, must be provided by the contractors and diapers or training pants may only be required to be provided by families if the contractor has a written policy adopted by the governing board that includes a parent advisory committee in the decision-making process, pursuant to 5 CCR Section 17736(c). Policies and Plans All children must be supported to make progress towards learning new toileting skills and routines and contractors must have a plan in place to address the needs of all children in care. If the program and family have a written toileting plan for a child, the plan must be followed, and staff shall have ready access to the toilet-training plan for children in their care. As a child’s toilet-training plan changes, the program must notify and update the family of the changes. In order to support successful toilet-training and a shared understanding among program staff and families about developmentally appropriate toileting practices, it is recommended that a program develop toilet- training plans. Contractors must notify all families of diapering and toileting procedures at the time of enrollment, including having extra clothing available, how soiled clothes will be handled, and what a program will do if a child does not have extra clothes or supplies available at any given time. Contractors must post written and visual handwashing procedures in a place that is visible to children and adults. Handwashing procedures must be followed by children and adults. Staff shall aid children as needed in following handwashing procedures. Contractors must post written and visual non-punitive, developmentally appropriate, and age- appropriate toileting procedures that are visible to all children and adults. Toileting procedures must be followed. Contractors must post written and visual non-punitive, developmentally appropriate, and age- appropriate diapering procedures in a place that is visible to children and adults. Diapering procedures must be followed. Contractors must have an identified area for diapering and toilet-training. While diapering or toileting, a teacher must be able to ensure visual supervision of all children in their ratio at all times. Procedures for Diapering & Toileting When changing a child's diapers or changing soiled clothing, the following shall apply: Each child’s clothing and diapers must be changed as often as necessary to ensure that the child is clean and dry at all times, and all children must have sufficient changes of clothing and diapers or training pants, as needed. If a child runs out of extra clothes to change into and needs to be changed, a contractor must have a plan in place to ensure the child can be changed into extra clothes. This plan cannot include having a guardian pick them up early or bring clothes prior to their scheduled pick-up time. When diapering or supporting toileting with a child, staff must wear disposable gloves. These gloves must be changed and disposed of after each use and staff must perform handwashing procedures before assisting another child. Children must be diapered on a changing table, a pad on the floor that can be sanitized and disinfected after each use or using a standing method. No child shall be left unattended while on a changing table and the staff must always keep at least one hand on a child at the changing table. The diaper changing surface, including the changing table, changing pads, and/or floor area, must be disinfected after each use even when disposal covers are used. The diaper changing area must not be located in the kitchen or food-preparation area. When a potty chair is used, it must be placed on the floor and used in accordance with the manufacturer's instructions. After each use, the potty chair must be promptly emptied into a flushing toilet, and all surfaces must be thoroughly cleaned and disinfected. No child shall be left unattended while on a potty chair or seat. Soiled or wet clothing or cloth diapers provided by the child's authorized representative must be placed in an airtight container labeled with the child’s name and returned to the authorized representative at the end of each day. The airtight container shall prevent the escape of fluids and odors and be portable enough to give to the authorized representative. Solid waste must be stored, located and disposed of in a manner that will not transmit communicable diseases or odors, create a nuisance, or provide a breeding place or food source for insects or rodents. All containers used for storage of solid waste, including movable bins, must have a tight-fitting cover that is kept on; be in good repair; and be leakproof and rodent-proof. These containers must be cleaned and sanitized on a daily basis. All diapering supplies, including cleaning and disinfectant supplies, must be inaccessible to children. NOTE ON RATIOS: During the time that an adult program staff is supervising children in the restroom or changing a diaper outside of the classroom, this program staff member counts in ratio for the children in the restroom and does not count in ratio for the classroom until the staff member returns to the classroom with all the children in the restroom. A program staff member must not have their back turned towards any children under their supervision as this staff member must maintain visual supervision while changing diapers and/or assisting in toileting. Universal PreKindergarten Toileting Toolkit: For more information on best practices for toileting, partnering with families and communities, and more, please see the California’s Great Start, Developmentally Appropriate Toileting Practices Toolkit . Licensing Requirements A preschool license may, but does not always, include children ages 24 months through entrance into first grade. CSPP contractors choosing to serve two-year-old children are responsible for confirming that their classroom license allows them to serve children as young as 24 months. Refer to your program’s facility license(s) and/or contact your California Department of Social Services (CDSS) Community Care Licensing (CCL) analyst to determine the ages of children you are licensed to serve. You may access licensing information on the CCL website by clicking on “Regional Office Search”. Questions regarding additional requirements based about your program’s facility license(s) can be directed to your local Regional Office or you may utilize the CDSS Office Locator tool . Desired Results Developmental Profile In accordance with 5 CCR 17702, contractors serving two-year-old children must complete the age- appropriate Desired Results Developmental Profile (DRDP) for each child enrolled in the program for at least 10 hours per week. The DRDP must be completed for each child between 60 and 90 calendar days from the first day of attendance and at least once every six months thereafter. The contractor must use the data from the DRDP to plan and conduct age and developmentally appropriate activities. For children chronologically two years through two years and eight months, contractors must use one of the following DRDP options: 1. DRDP (2015) Infant/Toddler Comprehensive View (rev. 6/27/2019) 2. DRDP (2015) Infant/Toddler Essential View (rev. 6/28/2019) For two-year-old children that are chronologically at least two years and nine months of age and served in a preschool classroom, contractors must use one of the following DRDP options: 1. DRDP (2015) Preschool Comprehensive View (rev. 6/24/2019) 2. DRDP (2015) Preschool Fundamental View (rev. 6/24/2019) 3. DRDP (2015) Preschool Essential View (rev. 6/24/2019) Classroom Assessment Scoring System Observations and CLASS Environment Observations In alignment with MB 23-10, when conducting a Classroom Assessment Scoring System (CLASS) or CLASS Environment Observation in a mixed-age setting or classroom, including in family childcare homes operating as part of a Family Childcare Home Education Network (FCCHEN), contractors must observe using the CLASS Second Edition Pre-K-3rd. Data Submission and Reporting Contractors must report all enrolled two-year-old children in the applicable data systems beginning with the first data reporting period for the 2024–25 fiscal year (FY). California Preschool Data Collection (CASPDAC) System users and Child Development Management Information System (CDMIS) users will submit data for two-year-old children beginning with the first 2024–25 data submission period opening August 1, 2024, for children enrolled in CSPP for the month of July 2024. Preschool Language Information System (PLIS) users will begin to report two-year-old children with the 2024–25 Quarter 1 reporting period opening October 1, 2024, for children enrolled in CSPP for the months of July, August, and September 2024. As a reminder, local educational agencies (LEAs), which include county offices of education, school districts, and charter schools, are required to complete the CAPSDAC Monthly Data Submission in the CAPSDAC System. Community-based organizations including private agencies and businesses as well as public agencies that are not considered LEAs for purposes of CASPDAC such as community college districts, are required to complete the monthly CDD-801A Report in the CDMIS, and the quarterly PLIS Report in the PLIS. The FY 2024–25 Enrollment, Attendance, and Fiscal Reports, found in the California Preschool Accounting Reporting Information System (CPARIS), have been modified to allow contractors to report two-year-old children. The adjustment factors for two-year-olds are identical to the adjustment factors for three-year-olds. Therefore, the Three Years Old lines of the FY 2024–25 Enrollment, Attendance, and Fiscal Reports in CPARIS have been updated to Two Years Old and Three Years Old. Contractors will report on both two-year-old and three-year-old child days of enrollment in this section. Contractors are reminded that reporting child days of enrollment within the Two Years Old and Three Years Old adjustment factor category is based on the statutory age definitions. Please refer to the Examples of Age Categories section of this MB for further information. Background and Authority The Early Education Act (EEA) comprised of EC sections 8200 through 8489.1, governs preschool programs overseen by the CDE’s EED. The CSPP serves three- and four-year old children and provides developmentally appropriate programs designed to facilitate the transition to kindergarten. Part-day, part-year CSPP can also provide extended learning and care for children enrolled in a TK or kindergarten program during the hours that they are not receiving instructional time services in a TK or kindergarten program, not to exceed three hours. While not addressed in the EEA, school districts and charter schools also offer TK to four-year old children, and families eligible for CSPP may choose between CSPP and a TK program classroom. The SB 163, Chapter 73, Statutes of 2024, amended EC 8205, 8207, 8208, 8210, 8211, 8244 and added EC Section 8207.1, until July 1, 2027, when these changes and additions become inoperative. EC Section 8207.1 includes language stating that until July 1, 2027, a California state preschool contractor operating a part-day, full-day, or both part- and full-day CSPP may, but is not required to, enroll interested eligible two-year-old children. Section 8207.1 further provided that the department may implement this section and associated guidance on serving two-year-old children through MBs or similar letters of instruction. On September 30, 2024, AB 176 (Chapter 998, Statutes of 2024) was enacted, further amending section 8207.1 to require that such guidance be implemented in consultation with the CDSS and that the guidance includes information on safe, age-appropriate diaper and toilet training in alignment with Title 22 regulations. The EC Section 8205 contains statutory definitions that are pertinent to contractors operating a CSPP. Until July 1, 2027, this section includes a definition for “two-year-old children”. The EC Section 8207 addresses CSPP program administration requirements. This section has been amended until July 1, 2027, to include two-year-old children as an age group included in the program design for CSPP. Eligibility criteria for CSPP are set forth in EC 8208. This section has been temporarily amended to include eligibility for two-year-old children, along with three- and four-year-old children. Priority criteria for part-day and full-day CSPP are set forth in EC sections 8210 and 8211 respectively. These sections have been temporarily amended to include priority for two-year-old children amongst the enrollment priorities. The SB 75, the Budget Act of 2019, added EC Section 8217 and allowed CSPP contractors to enroll four-year-old children through Neighborhood School Eligibility. AB 185, effective July 1, 2022, modified this section to include three-year-old children in Neighborhood School Eligibility as well. AB 176 modified this section to include two-year-old children until July 1, 2027. The EC Section 8244 contains statutory requirements regarding adjustment factors that reflect the additional expenses for serving children in CSPP that meet specific criteria. This section has been amended to include the adjustment factor for serving two-year-old children which is an adjustment factor of 1.8; the same as for serving a three-year old child. The 5 CCR Section 17702 requires contractors to complete a Desired Results Developmental Profile 2015 (DRDP [2015]) for each child who is enrolled in the program at least ten (10) hours per week, within sixty (60) calendar days of enrollment, and at least once every six (6) months. Resources To further support contractors, the CDE has compiled a frequently asked questions document. A resources page specific to serving two-year-old children in CSPP has been developed on the California Educator ’s Together web page . For modules on supporting early childhood development and professional development opportunities through a virtual learning platform, visit California Early Childhood Online (CECO). To support family education and understanding of developmentally appropriate practices and supporting development, the CDE recommends programs become familiar with resources such as Zero to Three and share this information with families. As programs are looking into supporting two-year-old children, a compendium of resources are available around Office of Head Start, training and technical assistance, job center, and events. For more information on supporting children in developmentally appropriate toileting practices, see the California’s Great Start, Developmentally Appropriate Toileting Practices Toolkit . In order to support best practices, the CDE recommends reviewing the National Health and Safety Performance Standards Guidelines for Early Care and Education Programs which can be found in Caring for Our Children Fourth Edition (PDF). For more information on the Infant/Toddler Learning and Development Foundations, please see the following resource page. For more information on how to support children and families with the transition to elementary school, please see the California’s Great Start Transition to Elementary School page (PDF). If you have programmatic questions related to this MB, please contact your assigned EED, Program Quality Implementation (PQI) office regional consultant. This can be accessed through the EED, PQI regional consultant directory web page. If you have fiscal questions about the information in this email, please contact your assigned CDE Early Education Nutrition and Fiscal Services (EENFS) fiscal analyst by accessing the fiscal analyst directory. Pursuant to the authority provided in SB 163 and AB 176, this MB constitutes guidance for serving two-year-old children in CSPP. Questions: Early Education Division | 916-322-6233 Last Reviewed: Tuesday, April 15, 2025 Contra Costa County Employment and Human Services Updated Head Start Program Performance Standard Requirements No.Performance Standard Summary Compliance Date* Compliance Status Description of Compliance / Recommended Actions 1 1302.12(e) AIAN Income Eligibility. All families in an American Indian and Alaska Native (AIAN) program’s service area with age-eligible children, or pregnant women, are eligible for Head Start services, (MSHS) programs may serve any child who has one family member whose income comes primarily from agricultural employment, 1302.14(a)(2), (3) AIAN and MSHS Selection Criteria. Tribes may prioritize children in families for which a child, a family member, or a member of the same household, is a member of an Indian tribe. MSHS programs may give priority to children whose families can demonstrate they have relocated frequently within the past two years CCC does not operate an AIAN or MSHS 1302.101(a)(2) Employee Engagement. A program must comply with enhanced requirements for employee engagement to promote more responsive management styles designed to identify and resolve Supervisors are training in and exercise Reflective Supervision strategies to support meaningful and effective employee engagement and ongoing staff supervision. Upon hire, managers begin engagement through the onboarding process utilizing an orientation checklist specific to their job classification. Regular individual check-ins are facilitated by managers. Staff are engaged in goal-setting as a component of the annual Background: The office of Head Start published timelines by which grant recipients must comply with the Head Start Program Performance Standards updated in the final rule, Supporting the Head Start Workforce and Consistent Quality Programming. The final rule was published in the Federal Register on August 21, 2024. *eclkc.ohs.acf.hhs.gov/publication/timeline-compliance-updated-performance-standard-requirements Contra Costa County Employment and Human Services Updated Head Start Program Performance Standard Requirements Compliance Compliance Description of Compliance / Recommended 5 1302.101(a)(5), 1302.102(d) Training on Incident Reporting. A program must submit reports, as appropriate, to the responsible HHS official immediately but no later than seven calendar days following a health or safety incident. All staff are required to be trained to In 2023 CSB revised its procedures for reporting incidents, establishing expectations which ensure HHS official notification no later than seven calendar days following a 6 1302.12(i)(1) Housing Adjustment. A program may adjust a family’s income to account for excessive housing costs when determining eligibility.10/21/2024 Compliant Enrollment team screens families over 100% of the Federal Poverty Level (FPL) for housing costs exceeding 30% and has implemented use of a calculation spreadsheet to adjust income accordingly. 1302.12(j) MSHS Eligibility Duration. In MSHS programs, once an infant or toddler and their family are deemed eligible, they are eligible until they turn three years old. This is consistent with the requirement that children participating in the Early Head Start program remain 8 1302.13 Modernizing Recruitment. A program must include modern technologies to encourage and assist families in applying for admission to the program, and to reduce the family’s administrative and paperwork burden in the application and enrollment process.10/21/2024 Compliant The program has an existing process whereby families may submit an online application, call the enrollment hotline / Interactive Voice Response (IVR) system, and submit and/or sign eligibility documents electronically. 9 1302.14(a)(6) Children of Staff Members. A program may consider the enrollment of eligible children of staff members as part of the selection criteria 10/21/2024 Compliant CCC's Selection Criteria was approved by the PC on 2/21/24 and BOS on 9/10/24 and is effective through 6/30/25. CCC may consider addition of children of staff members to the selection criteria when revising for the 2025- 2026 program year. *eclkc.ohs.acf.hhs.gov/publication/timeline-compliance-updated-performance-standard-requirements Contra Costa County Employment and Human Services Updated Head Start Program Performance Standard Requirements Compliance Compliance Description of Compliance / Recommended 10 1302.14(b)(1) Children with Disabilities Enrollment. A program must for services under the Individuals with Disabilities Education Act when calculating percentage of children with a disability per cumulative enrollment. Our 2024 PIR indicated X% of enrolled children 1302.15(g) Modernizing Enrollment. A program must regularly examine their enrollment processes and implement any identified The enrollment process is analyzed on an ongoing basis in order to identify improvements to streamline enrollment. For the 2024-25 program year on-site enrollment clinics are being facilitated at centralized locations in areas of the county with high 1302.17(a) Suspension and Expulsion. Suspension continues to be a measure of last resort only when there is a serious safety threat. Programs must first engage with a mental health consultant, collaborate with the parents, and use appropriate community resources. Programs must explore and document all steps taken to address the behaviors and supports needed to facilitate the child’s CSB's procedures currently align with this standard. CSB's step plan requires continued program participation are *eclkc.ohs.acf.hhs.gov/publication/timeline-compliance-updated-performance-standard-requirements Contra Costa County Employment and Human Services Updated Head Start Program Performance Standard Requirements Compliance Compliance Description of Compliance / Recommended 13 1302.34(b)(9) Modernizing Communication. A program must ensure it uses accessible communication methods and modalities that meet the needs of the community when engaging with prospective and As an outcome of 2019-2023 program goals, the enrollment process was modernized through use of innovative technologies: Interactive Voice Response (IVR) system, Short Messaging System (SMS), web-based application and resources page. Family meetings and trainings (including parenting curriculum) is offered in a virtual format. A communication survey is completed by families annually to ensure the program is utilizing communication methods that work 14 1302.40(b) Health and Mental Health Services Advisory Committee. Programs must establish and maintain a Health and Mental Health Services Advisory Committee.10/21/2024 Compliant An already established Health and Nutrition Services Advisory committee which meets twice annually. The next meeting, scheduled for 12/5/24, will take place under the new name: Health, Mental Health, and Nutrition Services Advisory Committee. *eclkc.ohs.acf.hhs.gov/publication/timeline-compliance-updated-performance-standard-requirements Contra Costa County Employment and Human Services Updated Head Start Program Performance Standard Requirements Compliance Compliance Description of Compliance / Recommended 15 1302.41, 1302.42(b), 1302.46(b) Mental Health Integration. These program requirements consistently integrate mental health into all aspects of program service delivery.10/21/2024 Compliant The CCC HS program has been operated under a multidisciplinary approach, with high levels of collaboration among the designated Health and Mental Health content area managers. For example, CSB facilitates monthly managers meetings and joint family meetings. CSB's model for comprehensive service delivery positions assistant managers who are generalists and obtain training from specialists in the areas of Health and Mental Health. 1302.45(b) Mental Health Consultants. A program must ensure mental health consultants provide consultation services that build the The County's collaboration with the Early 1302.47(b)(10) Safety Practices – Lead. In facilities where lead may exist, programs must regularly inspect and test for the presence of CCC HS centers follow California Health and Safety Code section 1597.16, which requires that all licensed Child Care Centers constructed before 1/1/2010, test their cold- water outlets used for drinking or cooking for lead by 1/1/23, and subsequent testing must *eclkc.ohs.acf.hhs.gov/publication/timeline-compliance-updated-performance-standard-requirements Contra Costa County Employment and Human Services Updated Head Start Program Performance Standard Requirements Compliance Compliance Description of Compliance / Recommended 18 1302.47(b)(5) Safety Practices. Programs must ensure all staff, consultants, contractors, and volunteers follow appropriate practices with Child Abuse Prevention and Treatment Act (another federal CSB revised its safety practices procedures in 2023, establishing a culture of safety including tools for active supervision and personal rights training. Annual trainings are 1302.50(a) Modernizing Engagement with Families. Programs must communicate with families in a format that meets the needs of each A communication survey is completed by families annually to ensure the program is utilizing communication methods that work Rating and Improvement System (QRIS) to the extent practicable if the state or local area has strategies in place to support their 1302.80(d) Newborn Visit. A newborn visit must, at minimum, include a discussion of the following: maternal mental and physical health, mental and physical health, safe sleep, infant 22 1302.81 Mental Health Information and Services Integration for Expectant Families. Programs must ensure the required prenatal and postpartum information, education, and services are provided to enrolled pregnant women, mothers, fathers, and partners or other family members.10/21/2024 Services to pregnant women include prenatal and postpartum information and education are provided to families enrolled through the County's partnerships with Aspiranet and Mount Diablo Unified School District. 1302.82(a) Maternal Health Curriculum. If a program uses a curriculum in the provision of services to pregnant women and pregnant people, it should be a maternal health curriculum to support The Growing Great Kids® curriculum includes *eclkc.ohs.acf.hhs.gov/publication/timeline-compliance-updated-performance-standard-requirements Contra Costa County Employment and Human Services Updated Head Start Program Performance Standard Requirements Compliance Compliance Description of Compliance / Recommended 24 1302.90(c) Standards of Conduct. Programs must ensure that staff, consultants, contractors, and volunteers do not maltreat or endanger the health or safety of children, and that they report reasonably CSB standards of conduct, signed by all staff, 1302.91(e)(8)(ii) Mental Health Consultants' Licensure. A program must ensure all mental health consultants are licensed or under the supervision of a licensed mental health professionals. Programs also CCC partners with Early Childhood Mental Health Program for mental health consultation services. Licensure is a 26 1302.92(b)(1) Professional Development Plans. Programs must develop professional development plans for full-time staff providing direct services to children, as required in Section 648A(f) of the Head Start Act.10/21/2024 Compliant Professional development plans are incorporated into the annual performance evaluation for staff in classifications providing direct services to children. 27 1302.92(b)(2–3) Annual Training. Programs must ensure staff receive annual training on: (1) Mandatory reporting; (2) Positive strategies to and (3) The knowledge, experience, and competencies to improve child and family outcomes.10/21/2024 Compliant All 3 topics are incorporated into the annual training schedule. *eclkc.ohs.acf.hhs.gov/publication/timeline-compliance-updated-performance-standard-requirements Contra Costa County Employment and Human Services Updated Head Start Program Performance Standard Requirements Compliance Compliance Description of Compliance / Recommended 28 1302.93(d) Culture of Wellness. wide culture of wellness that empowers staff as professionals and supports staff to effectively accomplish their job responsibilities in a A culture of wellness has been established and is maintained through work of CSB's wellness team, SIA, which focuses on Simple, Impactful and Actionable strategies to promote wellness. On 5/8/24, CSB facilitated an all-staff wellness event which included keynote speakers on DEI, training on stress reduction, as well as healthy cooking and painting sessions. CCC promotes wellness through offering a robust Employee 1303.42 Suitable Facilities. Grant recipients are no longer required to The CCC HS program will no longer request such written statements when submitting capital projects requests for applicable major renovation or construction projects utilizing 1303.43 Use of Grant Funds. If a recipient seeks to use federal funds for reasonable fees and costs necessary to submit an application responsible HHS official. Once approval is granted, the funds are allowable regardless of the outcome of the preliminary eligibility CCC will request approval for use of federal funds for reasonable fees and costs necessary to submit a pre-approval application for major renovation or *eclkc.ohs.acf.hhs.gov/publication/timeline-compliance-updated-performance-standard-requirements Contra Costa County Employment and Human Services Updated Head Start Program Performance Standard Requirements Compliance Compliance Description of Compliance / Recommended 31 1303.44 Application Requirements. application requirements, including the facility’s value and additional CCC will comply with the revised 1303 pre- approval requirements when requesting to use federal funds for major renovation / 1305.2 Definitions. "Early Head Start", "Federal interest", "Grant recipient", "Head Start", "Head Start agency", "Head Start Preschool", "Housing costs", "Income", "Major renovations", "Migrant family", "Poverty line", CCC is using new and revised definitions 33 services an enrolled pregnant woman or pregnant person receives, both from the program and through referrals, to help identify specific prenatal care services and resources needed to support a healthy pregnancy.12/19/2024 Compliant CCC currently maintains a record of services accessed by pregnant persons including rereferrals and services utilizing its child and family data system. 1302.80(f) Promoting Healthy Birth Outcomes. Programs must help address disparities in maternal and birth outcomes across racial and CCC will review and analyze its new community assessment to identify disparities in maternal and birth outcomes across racial 1302.11(b) Community Assessment. Programs must collect relevant geographic location, race, ethnicity, etc. Requires programs to conduct annual updates only as needed, such as if there are The program currently utilized a contractor who supplies a comprehensive community assessment with all required components *eclkc.ohs.acf.hhs.gov/publication/timeline-compliance-updated-performance-standard-requirements Contra Costa County Employment and Human Services Updated Head Start Program Performance Standard Requirements Compliance Compliance Description of Compliance / Recommended 36 1302.14(d) Barriers to Enrollment. A program is required to use data from the community assessment to identify potential barriers to enrollment and attendance, including using data to understand by Spring 2025 and data will be used to identify potential barriers to enrollment and barriers to regular attendance, such as access to safe and reliable by Spring 2025 and data will be used to identify potential barriers to enrollment and services must comply with specified child ratios and group sizes for programs. There is no longer reference to the term "assistant provider". All FCC providers who count toward ratios must meet the qualification requirements for FCC providers described CCC does not operate HS within the Family 1302.45(a) Multidisciplinary Approach. Programs must use a multidisciplinary approach to mental health and wellness supports. Mental health consultation services must be available at a frequency of at least once a month; if a mental health consultant is not available to provide services at least once a month, programs must use other licensed mental health professionals or behavioral health support CCC partners with Early Childhood Mental Health Program for mental health consultation services. The program is revising its procedures to ensure oversight structure monitors for monthly availability of mental *eclkc.ohs.acf.hhs.gov/publication/timeline-compliance-updated-performance-standard-requirements Contra Costa County Employment and Human Services Updated Head Start Program Performance Standard Requirements Compliance Compliance Description of Compliance / Recommended 40 1302.52(d) Family Partnership Services. Programs must ensure family service worker assignments do not exceed 40 families per family service worker. Programs may temporarily exceed the maximum during periods of staff absence and in emergency or recovery circumstances. A waiver is required to exceed the ratio of family assignments to family service worker if it will extend beyond a On August 16, 2024, the Administration for Children and Families issued an award for the Head Start grant. On March 19, 2024 (D. 4), the Board of Supervisors approved the submission of the grant application which includes new positions. This budget includes an increase in Comprehensive Services (family service worker) positions to lower 41 1302.93(c) Staff Breaks. A program must provide, for each staff member, regular breaks of adequate length and frequency based on hours worked. During breaks, one teaching staff member may be replaced by one staff member who does not meet the teaching the necessary training and experience to ensure safety of children and minimal disruption to the quality of services.8/1/2027 Compliant CCC complies with State and Federal requirements pertaining to staff breaks including meal breaks. Per the 2022-2026 Local One MOU employees are entitled to a rest break for each 4 hours of work. The new flexibilities of allowing a staff member to provide classroom coverage who does not meet teaching qualifications. *eclkc.ohs.acf.hhs.gov/publication/timeline-compliance-updated-performance-standard-requirements Contra Costa County Employment and Human Services Updated Head Start Program Performance Standard Requirements Compliance Compliance Description of Compliance / Recommended 42 1302.90(f) Benefits. For full-time staff (working 30 or more hours per week) the program must provide or facilitate access to affordable health care coverage, offer paid leave, and offer access to short-term, free or minimal cost behavioral health services. Part-time staff must be connected with health insurance options in the Marketplace. Programs must connect eligible staff with child care subsidy programs and the Public Service Loan Forgiveness Program. Small Head Start agencies with 200 or fewer slots are exempt from most of the benefits requirements, but these agencies must still make measurable Staff scheduled to work at least 20 hours per week, CCC provides affordable health care coverage. Part-time staff are connected with health insurance options. The program is in the process of identifying a process which ensures staff are connected with child care subsidy programs and the Public Service Loan 43 1302.90(e)(1) Pay scale. (i) By August 1, 2031, a program must implement a salary scale, salary schedule, wage ladder, or other similar pay structure for program staff salaries that incorporates the requirements in paragraphs (e)(2) through (4) of this section; reflects salaries or wages for all other staff in the program; promotes salaries that are comparable to similar services in relevant industries in their geographic area; and considers, at a minimum, responsibilities, qualifications, experience relevant to the position, and schedule or hours worked. (ii) After August 1, 2031, a program must review its pay structure at least once every 5 years to assess whether it continues to meet the expectations described in paragraph (e)(1)(i) of this section. (iii) A program must ensure that staff salaries are not in excess of level II of the Executive Schedule, as required in 42 U.S.C. 9848(b)(1).8/1/2031 In-Progress The Program will work with HR on a salary study which compares similar services in relevant industries in Contra Costa County. Salary study will be required every 5 years. *eclkc.ohs.acf.hhs.gov/publication/timeline-compliance-updated-performance-standard-requirements Contra Costa County Employment and Human Services Updated Head Start Program Performance Standard Requirements Compliance CCC Compliance Description of Compliance / Recommended 44 1302.90(e)(2) Progress to pay parity for education staff with elementary school staff. (i) By August 1, 2031, a program must demonstrate it has made progress to parity with kindergarten through third grade teachers by ensuring that each Head Start teacher receives an annual salary that is at least comparable to the annual salary paid to preschool teachers in public school settings in the program’s local school district, adjusted for responsibilities, qualifications, experience, and schedule or hours worked. A program may provide annual salaries comparable to a neighboring school district if the salaries are higher than a program’s local school district, adjusted for role, responsibilities, qualifications, experience, and The Program will work with HR on a salary study which compares CCC teacher salary to school district preschool teachers. The program in is the process of developing a process to ensure it regularly tracks data on how wages paid to their education staff compare to wages paid to preschool through third grade teachers in their local or 1302.90 (3) Salary floor. By August 1, 2031, a program must ensure, at a minimum, the wage or salary structure established or updated under paragraph (e)(1)(i) of this section provides all staff with a wage or salary that is generally sufficient to cover basic needs such as food, housing, utilities, medical costs, transportation, and taxes, or would be sufficient if the worker’s hourly rate were paid according to a full- time, full-year schedule (or over 2,080 hours per year). (4) Wage comparability for all ages served. A program must ensure the wage or salary structure established or updated under paragraph (e)(1)(i) of this section does not differ by age of children served for similar program staff positions with similar qualifications and The Program will work with HR and labor on a salary study which compares salary structure to salary that is generally sufficient to cover basic needs. CCC currently has the same salary schedule for staff providing to instruction to all ages *eclkc.ohs.acf.hhs.gov/publication/timeline-compliance-updated-performance-standard-requirements Contra Costa County Employment and Human Services Updated Head Start Program Performance Standard Requirements Compliance Compliance Description of Compliance / Recommended 46 1302.90(e) Wages. Small Head Start agencies with 200 or fewer slots are exempt from most of the wage requirements, but these agencies must still develop or update a pay scale that promotes competitive wages for all staff, and make measurable progress toward reducing disparities in wages between Head Start educators and public preschool teachers over time. The final rule includes an option for the Secretary of the Department of Health and Human Services (HHS) to establish in 2028 a limited waiver process for most of the wage requirements for eligible programs, if the prior four years of of 1.3%.8/1/2031 n/a CCC HS program serves more than 200 slots. *eclkc.ohs.acf.hhs.gov/publication/timeline-compliance-updated-performance-standard-requirements 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:125-2015 Name: Status:Type:Discussion Item Passed File created:In control:5/7/2025 BOARD OF SUPERVISORS On agenda:Final action:5/20/2025 5/20/2025 Title:CONSIDER accepting a report on Pretrial Services from the Probation Department. (Esa Ehmen- Krause, Chief Probation Officer) Attachments:1. Pretrial Presentation - FINAL.pdf Action ByDate Action ResultVer.Tally approvedBOARD OF SUPERVISORS5/20/2025 1 Pass 5:0 To:Board of Supervisors From:Esa Ehmen-Krause, County Probation Officer Report Title:Overview of Pretrial Services ☒Recommendation of the County Administrator ☐ Recommendation of Board Committee RECOMMENDATIONS: CONSIDER accepting a report on pretrial services from the Probation Department. FISCAL IMPACT: No fiscal impact. BACKGROUND: At the request of the Board Chair and County Administrator, Probation is providing an overview on pretrial services in Contra Costa County. CONSEQUENCE OF NEGATIVE ACTION: The Board would not receive an overview of pretrial services. CONTRA COSTA COUNTY Printed on 8/8/2025Page 1 of 2 powered by Legistar™ File #:25-2015,Version:1 CONTRA COSTA COUNTY Printed on 8/8/2025Page 2 of 2 powered by Legistar™ CONTRA COSTA COUNTY PROBATION DEPARTMENT OVERVIEW OF PRETRIAL SERVICES 2014 Recidivism Reduction Fund 2019 Pretrial Pilot Program (AB 74) 2019 Pretrial Release Risk Assessment Tools (SB 36) 2021 Pretrial Release (SB 129) CALIFORNIA’S PRETRIAL RELEASE PROGRAM 2 WHAT IS PRETRIAL? •A process where information is provided to judicial officers to assist in pretrial release decision making •Due process, presumption of innocence, and equitable release considerations are prioritized •Focus is minimizing pretrial detention, and mitigating the risk of disruption and instability to the client 3 WHAT WE DO Complete Public Safety Assessments Provide Out of Custody Monitoring of Clients Awaiting Trial Submit Status Reports to the Superior Court & County Justice Partners Submit referrals to Community Based Organizations Provide Immediate Services to Address Clients Needs 4 PUBLIC SAFETY ASSESSMENT TOOL •Helps Judges determine risk of: •Failing to Appear in Court (FTA) •Committing New Criminal Activity (NCA) •Committing New Violent Criminal Activity (NVCA) •Balances public safety and maintains the rights of the accused utilizing a standardized, data-informed approach for pretrial release 5 •Strong fidelity with the PSA Assessment •Confidence in accuracy of predicting FTAs KEY FINDINGS •73% did not fail to appear to court •Most defendants avoided new criminal activity OVERALL PERFORMANCE •No significant bias was detectedDEMOGRAPHIC ANALYSIS PUBLIC SAFETY ASSESSMENT (PSA) RISK VALIDATION 6 CONTRA COSTA COUNTY PROBATION DEPARTMENT 7 PSA TRENDS PRETRIAL PROGRAMS & SERVICES 8 CONTRA COSTA COUNTY PROBATION DEPARTMENT ACTIVE CLIENT SNAPSHOT - APRIL 2025 10 CONTRA COSTA COUNTY PROBATION DEPARTMENT 11 CLIENT DEMOGRAPHICS CONTRA COSTA COUNTY PROBATION DEPARTMENT 12 CLIENT DEMOGRAPHICS CONTRA COSTA COUNTY PROBATION DEPARTMENT 13 CRIME TYPE CONTRA COSTA COUNTY PROBATION DEPARTMENT Proposition 36 Drug & Theft Crime Penalties and Treatment-Mandated Felonies Initiative Increases Penalties for Theft Drug Crime Enhancements Treatment Mandated Felonies 14 CONTRA COSTA COUNTY PROBATION DEPARTMENT The Legislative Analyst’s Office (LAO) forecasts the following: •Increased Workload from Proposition 36. •Pretrial Services will likely see a rise in demand for risk assessments and background investigations. •Fiscal Strain and Resource Needs (Estimated in the several tens of millions annually, with pretrial absorbing additional assessments and more clients on PTS monitoring. •LAO notes no dedicated funding is provided for pretrial services under Proposition 36. FUTURE FORECASTS 15 CONTRA COSTA COUNTY PROBATION DEPARTMENT CASELOAD TRENDS Prop 36 enacted on Dec. 18, 2024 16 CONTRA COSTA COUNTY PROBATION DEPARTMENT THANK YOU! Chief Probation Officer Esa Ehmen-Krause Probation Manager Adult Specialty Supervision Services Bart Sloan 17 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:2RES 2025- 172 Name: Status:Type:Discussion and Resolution Passed File created:In control:5/8/2025 BOARD OF SUPERVISORS On agenda:Final action:5/20/2025 5/20/2025 Title:CONSIDER adoption of the Fiscal Year 2025-2026 Recommended Budget, including approving Resolution No. 2025-172 to authorize the modification, addition, and deletion of certain positions in affected departments. (Monica Nino, County Administrator; Adam Nguyen, County Finance Director; Tim Ewell, Chief Assistant County Administrator) Attachments:1. Attachment A - FY25-26 Recommended Budget, 2. Attachment B - FY25-26 Budget Adoption Presentation, 3. Attachment C - FY25-26 Position Modifications Resolution, 4. Attachment D - FY25- 26 Line Item Changes, 5. Resolution 2025-172, 6. Attachment C- REVISED FY25-26_Position Modifications Res, 7. Position Modifications Summary_FY25-26_ADOPTED_5.20.25, 8. Correspondence-East Bay Leadership Council Action ByDate Action ResultVer.Tally adoptedBOARD OF SUPERVISORS5/20/2025 1 Pass 5:0 To: Board of Supervisors From:Monica Nino, County Administrator Report Title:Adoption of the FY25-26 Recommended Budget ☒Recommendation of the County Administrator ☐ Recommendation of Board Committee RECOMMENDATIONS: Acting in its capacity as the governing board of the County of Contra Costa and the Board of Directors of the Contra Costa County Fire Protection District: 1.ACKNOWLEDGE that the Board of Supervisors held a Budget Hearing on April 28-29, 2025 during which public testimony was heard and considered; 2.ACKNOWLEDGE that significant economic issues could continue to challenge the Board of Supervisors in its effort to finance services and programs that County residents need or expect, potentially requiring future adjustments to the FY25-26 budget; 3.ACKNOWLEDGE that the County Administrator was directed to return to the Board of Supervisors with the FY25-26 County and Special Districts budget and staffing modifications necessary to carry out the Board of Supervisors’ actions on the Recommended Budget; 4.ACKNOWLEDGE that the Board requested line-item changes and technical adjustments to the County Administrator's recommendations for the FY25-26 County and Special Districts Budgets as discussed during the Budget Hearing (Attachment D); 5.ADOPT a Resolution authorizing the modification, addition, and deletion of certain positions in affected departments (Attachment C) to effect the Recommended Budget; 6.AUTHORIZE and REQUEST the Auditor-Controller to adjust FY24-25 appropriations and revenues by CONTRA COSTA COUNTY Printed on 8/8/2025Page 1 of 8 powered by Legistar™ File #:RES 2025-172,Version:2 reallocating and balancing budgeted and actual expenditures and revenues as needed for various budget units and special districts, subject to Board approval in September 2025; and 7.AUTHORIZE the Auditor-Controller to make technical adjustments to the FY25-26 Recommended Budget when actual amounts are known and return to the Board in September 2025 for adoption of the Budget as Finally Determined. FISCAL IMPACT: The detailed fiscal impact is described in item D.1 on the Board of Supervisors April 28-29, 2025 agenda under Hearing on the Fiscal Year 2025-2026 Recommended County and Special District Budgets. <https://contra-costa.legistar.com/View.ashx?M=A&ID=1244009&GUID=61A064A7-2C79-49F0-9C4C- 558F5218246F> BACKGROUND: On April 28-29, 2025 the Board of Supervisors adopted the County's Fiscal Year 2025-2026 State Controller's Office Recommended Budget Schedules for Countywide Funds and Special Districts totaling $7.131B. These schedules satisfy State law requiring that local government adopt a FY25-26 Recommended Budget for Countywide funds and Special Districts prior to June 30, 2025 in order to spend monies for the coming fiscal year. State law also requires that the Recommended Budget Schedules be adopted prior to holding Budget Hearings. These schedules serve as a placeholder until the Board approves a Final Budget. The schedules are in a State-required "line item" format and incorporate the same total net County cost level as is presented in the County Administrator's Recommended Budget. Adoption of these schedules ensured that the Board met the requirements of State law and in no way constrained its discretion with respect to the FY25-26 budget. The Board of Supervisors opened the public hearing and the County Administrator provided an overview of the FY25-26 Recommended Budget. The County Administrator advised the Board that the Recommended Budget and the Transmittal Letter contain details on individual department budgets, programs, goals, and recommendations. Eleven departments then presented their recommended budgets, including Animal Services, Clerk-Recorder and Registrar of Voters, Contra Costa County Fire Protection District, District Attorney, Employment & Human Services, Health Services, Library, Probation, Public Defender, Public Works, and Sheriff-Coroner. At the conclusion of the department presentations for each of the days, the Board asked for and received public comment. Conclusion Taking into consideration the testimony it received from staff and the public, the Board of Supervisors DIRECTED the following: 1.Reduce the "COVID-19 FEMA Reserve" Assigned General Fund fund balance from $37,644,395 to $16,673,369, and budget the use of General Fund fund balance totaling $22,542,388 (of which $20,971,026 is the release from FEMA Reserve and $1,571,362 is related to Measure X one-time surplus revenues). 2.Revise the FY25-26 Recommended Budget to appropriate $9,000,211 as listed in the table. More details for the FY25-26 line-item appropriation adjustments are provided in Attachment D. EHSD will also submit additional budget amendments in the current fiscal year (FY24-25) for the $1.3M directed by the CONTRA COSTA COUNTY Printed on 8/8/2025Page 2 of 8 powered by Legistar™ File #:RES 2025-172,Version:2 Board of Supervisors to contribute toward the $5M budget total for the SAFE Center. 3.Increase the FY25-26 Appropriation for Contingency from $21,500,000 to $35,919,248. Appropriate the balance of Measure X one-time surplus revenues totaling $1,471,362 to Measure X unallocated, and return to the Board of Supervisors on June 10, 2025 to discuss new allocations and related public processes for allocations of Measure X one-time balances and available general funds budgeted in Appropriation for Contingency. At the close of the April 28-29, 2025 hearing, the Board, by a unanimous vote, made the line-item changes listed in Attachment D for the FY25-26 Recommended Budget and directed the County Administrator to prepare the budget for Board adoption on May 20, 2025, including the position modifications resolution leading to 11,288.33 total authorized FTE positions. The FY25-26 County and Special District Budgets incorporates the direction from the Board to rebalance the budget at $7,154,038,415 in total revenue and expenditures, and with the related attachments, is prepared for adoption. Summary of Line-Item Changes Directed by the Board (More details provided in Attachment D) Uses FY25-26 Budget Budget Neutral Actions Appropriation Type Department Measure X COLA's 2,348,433 Ongoing Various Refugee Resettlement 400,000 One-time EHSD Health Care Literacy Project 100,000 One-time CAO SAFE Center 3,500,000 One-time EHSD SAFE Center 1,300,000 One-time EHSD SAFE Center 200,000 One-time EHSD Add (5) FTE Positions for Stand Together Contra Costa: 1.0 Deputy Public Defender II Immigration Defense Attorney, 1.0 Community & Media Relations Specialist, 2.0 Legal Assistants, 1.0 Clerk 2,341,158 One-time Public Defender Add (2) Forensic Social Workers 310,620 Ongoing Public Defender Add (2) Information Systems Programmer/Analyst I, (1) Lieutenant, and cancel (1) Sheriff’s Specialist - Ongoing Sheriff 9,000,211 1,500,000 Sources Amount available Allocated Balance Measure X One-time Surplus 1,571,362 100,000 1,471,362 FY25-26 Measure X Ongoing Unallocated 2,348,433 2,348,433 - Appropriations for Contingency 21,500,000 310,620 21,189,380 ARPA/FEMA One-time Fund Balance 20,971,026 6,241,158 14,729,868 46,390,821 9,000,211 37,390,610 CONTRA COSTA COUNTY Printed on 8/8/2025Page 3 of 8 powered by Legistar™ File #:RES 2025-172,Version:2 Position Modifications (Attachment C) The attached Position Adjustment Resolution incorporates those changes directed by the Board as part of the Fiscal Year 2025-2026 Recommended Budget. The Resolution adds and/or eliminates positions and classifications in the following departments: Animal Services, Assessor, Auditor-Controller, Clerk Recorder / Elections, Conservation and Development, Department of Information Technology, District Attorney, Health Services, Human Resources, Library, Probation, Public Defender, Public Works, Risk Management, Sheriff- Coroner, Treasurer-Tax Collector, Veterans Services, and Contra Costa County Fire Protection District. 1.Animal Services Net increase of one 1.0 FTE: Add two (2) Animal Services Clerks in the Finance division to extend shelter operations hours to seven days per week. Add one (1) Animal Shelter Veterinarian-Exempt in the Medical Services division to further ensure medical care and relieve reliance on contracted services. Delete one (1) Officer Manager in the Finance division and delete one (1) Animal Services Officer in the Field Operations division. 2.Assessor Net increase of 5.0 FTE: The Office will add one (1) Supervising Auditor-Appraiser, three (3) Junior Appraisers, and two (2) Computer Aided Drafting (CAD) Operator positions. The appraiser positions are considered critical to the operation and cyclical increase of the Assessor’s Office workload. The Office attempts to group hirings to maximize in-house trainings. The CAD Operator positions will help maintain maps needed to reflect the boundaries and dimensions of properties in the County. One (1) Assessor’s Clerical Staff Manager position is being eliminated to streamline the reporting structure and operation of the Office for efficiency purposes. 3.Auditor-Controller Net increase of one 1.0 FTE: Add one (1) Supervising Accountant - Auditor to support property tax functions and provide staff supervision. 4.Clerk-Recorder Net decrease of 1.0 FTE: Adds one (1) Account Clerk Experienced Level, one (1) Clerk-Recorder Services Technician, and one (1) Clerk-Recorder Services Specialist positions to anticipate increased recording activity; cancels four (4) Clerk Experienced Level positions no longer required; adds two (2) Elections Specialists and cancels two (2) Elections Services Technicians to increase capacity of staff to serve in lead capacity for temporary staff around peak election processing periods. 5.Conservation and Development Net increase of 11.0 FTE: Adds two (2) Structural Engineers and one (1) Principal Structural Engineer to meet increased demand for building permit applications and for succession planning; adds one (1) Sr. Planning Technician and two (2) Planner Is to address housing development on publicly owned land and to address large-scale grant programs; adds one (1) Principal Building Inspector and one (1) Grading Inspector to manage a more complex caseload and duties in Building Inspection; and adds one (1) Accountant III, one (1) Secretary Adv Level, and one (1) Clerk Senior Level to increase fiscal and administrative support across the varied department programs. 6.Department of Information Technology CONTRA COSTA COUNTY Printed on 8/8/2025Page 4 of 8 powered by Legistar™ File #:RES 2025-172,Version:2 Net increase of 6.0 FTE: Add one (1) Departmental Fiscal Officer in the Administration Division for increased financial and operational capacity. Add one (1) Info Systems Manager II in the Information Systems division to provide increased IT security (80% allocation to Health Services). Add one (1) Info Systems Programmer / Analyst IV and add one (1) Business Systems Analyst in the Enterprise Systems division (1065) to focus on new strategic initiatives. Add one (1) Network Technician II in the Information Technology division which will be dedicated to audio visual (AV) technology needs for the Board of Supervisors. Add one (1) Network Analyst Technician II and add one (1) Network Analyst Technician I in the Communications division to reduce reliance on external contracts and ensure internal expertise for ongoing network maintenance. Add one (1) Network Technician I in the Information Technology division as a dedicated resource for the Public Defender's Office. Delete one (1) vacant Network Administrator I and one (1) vacant Info Systems Project Manager as both positions are no longer being funded by the County Library. 7.District Attorney Net increase of 8.0 FTE: Adds one (1) Administrative Services Assistant III position to support the administrative functions within the Human Trafficking Task Force; one (1) Deputy District Attorney II position to the Child Abduction Prosecution Unit, and one (1) Deputy District Attorney II position to the Organized Retail Theft Prosecution Unit to support additional caseloads; one (1) Deputy District Attorney III position to the Sexually Violent Predator (SVP) Unit, one (1) Deputy District Attorney III position to the Mental Health Unit, one (1) Deputy District Attorney III position to the Filing Unit, and one (1) Deputy District Attorney III position to the Law & Motion Unit to support additional caseloads; and one (1) Network Administrator I position to the IT Unit for overall technology support throughout the Department. 8.Health Services Net zero FTE change: Transfers 37.6 FTE of various classifications and incumbents from the Public Health Division to the Hospital Enterprise Fund I Division, which supports the operations of Contra Costa Regional Medical Center (CCRMC) and the Health Centers, plus a transfer of four (4) existing positions from the Emergency Medical Services department within CCRMC to the Emergency Medical Services Special District. 9.Human Resources Net increase of 2.0 FTE: Add two (2) HR Analysts to support recruitment and classification and compensation study functions within the Talent & Development Unit (formerly the Personnel division). 10.Library Net increase of 1.6 FTE: Adds one (1) Library Services Manager and one (1) Information Systems Programmer Analyst II to oversee and support the Virtual Library and Circulation teams and ensure website compliance with applicable laws and regulations; increases one part time Sr. Library Literacy Asst to full- time at the San Pablo branch; adds one (1) Librarian II position at the Pittsburg branch; adds one (1) Librarian II and one (1) Library Assistant Journey Level to the San Ramon Library to reinstate extra hours above the base; cancels two (2) permanent intermittent Library Assistant-Journey Level positions no longer required; cancels one (1) Librarian II and one (1) Clerk Senior Level positions that were replaced in FY 24/25 by full time positions. 11.Probation Net zero FTE change: Adds one (1) Community & Media Relations Specialist position and one (1) Personnel Technician position to provide critical administrative staffing support throughout the program areas within the Department; and deletes one (1) Clerk-Specialist Level and one (1) Planner/Evaluator- Level A position. CONTRA COSTA COUNTY Printed on 8/8/2025Page 5 of 8 powered by Legistar™ File #:RES 2025-172,Version:2 12.Public Defender Net increase of 8.0 FTE: Adds one (1) Manager of Law Offices position to support the Department with managerial capacity and necessary oversight, and deletes one (1) Clerk-Senior Level position; adds one (1) Deputy Public Defender II position to the LPS/Conservatorship for additional counsel and support in conservatorship proceedings; adds one (1) Case Preparation Assistant position to provide additional administrative and legal preparation support to the Department's Mental Health Diversion (MHD) Program; adds one (1) Administrative Services Assistant II-Project position to provide data analysis, review, and filing support with Racial Justic Act (RJA) cases, for the duration of the funding period; Adds two (2) Legal Assistant-project positions, one (1) Intermediate-Clerk-Project position, one (1) Deputy Public Defender II- Project position and one (1) Community & Media Relations Specialist-Project position for additional support within Stand Together Contra Costa, with one-time funding allocation for up to three years. At the FY 2025-26 Recommended Budget Hearing, the Board restored 2.0 FTE Forensic Social Worker- Project positions and repurposed appropriations for contingencies totaling $310,620 to fund the positions ongoing. 13.Public Works Net increase of 5.0 FTE: The Purchasing Division will add one (1) Buyer II position and one (1) Senior Buyer position to support the increasing volume of purchase orders and bid requests from County departments. The Facilities Maintenance Division will add one (1) Administrative Analyst position to support the County’s Energy Manager with implementing projects and initiatives aligned with the County’s Climate Action Plan. The Public Works-Administration Division will add one (1) Administrative Analyst to support contract administration activities and one (1) Information Systems Project Manager position to provide leadership within the Information Technology Programming Team with a focus on transitioning and upgrading technologies. 14.Risk Management Net increase of 2.0 FTE: Add one (1) Deputy Director of Risk Management to replace and delete one (1) Assistant Risk Manager, improving departmental leadership and succession planning. Add one (1) Administrative Aide and delete one (1) Secretary Journey Level for better suited administrative support. Add one (1) Senior Liability Claims Adjuster for elevated claims management. Add one (1) Administrative Services Assistant for improved operations efficiencies. 15.Sheriff-Coroner’s Office Net increase of 2.0 FTE: Adds one (1) Administrative Analyst position to provide technical and administrative support within the Personnel and Finance Division; and deletes one (1) Clerk-Specialist position from in the Administration Unit. At the April 28-29 hearing on the FY25-26 Recommended Budget, the Board of Supervisors added two (2) Information Systems Programmer and Analyst I and one (1) Lieutenant positions to staff the Business Intelligence Unit to collect, analyze, and share data and implement and maintain a public facing data dashboard, and deleted one (1) Sheriff's Specialist position as a partial cost offset. 16.Treasurer-Tax Collector Net increase of 1.0 FTE: Adds one (1) Chief of Admin Services I - Exempt position to oversee the administration and coordination of various office functions and programs, including the upcoming property tax system replacement project. 17.Veterans Service Department CONTRA COSTA COUNTY Printed on 8/8/2025Page 6 of 8 powered by Legistar™ File #:RES 2025-172,Version:2 Net increase of 1.0 FTE: Adds one (1) Veterans’ Service Manager to support ongoing countywide operations, address increased complexity of caseloads, and expand span of control within the department. 18.Contra Costa County Fire Protection District Net increase of 32.0 FTE: The General Operating Fund will add two (2) Fire Inspector I, two (2) Fire Investigator, one (1) Equipment Mechanic, one (1) Accounting Technician, one (1) Materials Technician, and one (1) Program/Projects Coordinator positions to support the increasing demand for services, including some administrative expansion needs. The Rodeo-Hercules Fire District Annexation staffing includes four (4) Fire Captain-Paramedic/56 Hour, two (2) Fire Captain-56 Hour, three (3) Fire Engineer Paramedic/56 Hour, three (3) Fire Engineer/56 Hour, two (2) Firefighter-Paramedic/56 Hour, four (4) Firefighter/56 Hour, one (1) Battalion Chief-56 Hour, and one (1) Administrative Services Assistant III positions. The Emergency Medical Services (EMS) Transport Fund Division will add one (1) Supervising Fire District Dispatcher-40 Hour, and three (3) Supervising Fire District Dispatcher-56 Hour positions to the EMS Transportation Fund to assist with the Emergency Medical Services transport dispatch and communications center operations. FY25-26 Budgeted Positions Summary by Agency Agency FY23-24 Adopted Budget FY24-25 Adopted Budget FY24-25 Revised Budget FY25-26 Recommended Budget FY25-26 Recommended Adopted Change from FY24-25 Revised to FY25-26 Adopted 01 - Board Of Supervisors 32.00 32.00 32.00 32.00 32.00 - 03 - County Administrator 45.00 45.00 46.00 46.00 46.00 - 05 - Human Resources 52.00 52.00 55.00 57.00 57.00 2.00 06 - Information Technology 101.00 109.00 105.00 111.00 111.00 6.00 07 - Risk Management 41.00 41.00 41.00 43.00 43.00 2.00 09 - ORESJ 2.00 5.00 5.00 5.00 - 10 - Auditor-Controller 65.00 65.00 64.00 65.00 65.00 1.00 15 - Treasurer-Tax Collector 30.50 32.50 32.50 33.50 33.50 1.00 16 - Assessor 118.00 118.00 108.00 113.00 113.00 5.00 17 - County Counsel 56.00 56.00 57.00 57.00 57.00 - 18 - Health Services 4,743.20 4,900.80 4,814.03 4,810.03 4,810.03 (4.00) 19 - Employment & Human Services1,937.50 1,937.50 1,924.50 1,924.50 1,924.50 - 24 - Clerk-Recorder Elections 85.50 87.00 83.00 82.00 82.00 (1.00) 25 - Sheriff-Coroner 1,146.50 1,164.50 1,139.50 1,139.50 1,141.50 2.00 30 - Probation 358.00 370.00 347.00 347.00 347.00 - 33 - Agriculture-Weights/Measures 44.70 47.70 47.70 47.70 47.70 - 36 - Animal Services 83.00 89.00 89.00 90.00 90.00 1.00 38 - Conservation & Development 210.00 218.00 209.00 220.00 220.00 11.00 40 - Child Support Services 137.00 137.00 127.00 127.00 127.00 - 42 - District Attorney 236.60 239.10 239.60 247.60 247.60 8.00 43 - Public Defender 190.50 191.50 194.50 195.50 202.50 8.00 65 - Public Works 570.00 575.00 547.00 552.00 552.00 5.00 70 - Fire Protection 601.60 607.00 617.00 649.00 649.00 32.00 74 - Emergency Medical Services 9.00 9.00 10.00 14.00 14.00 4.00 76 - Service Area-Police 8.00 8.00 8.00 8.00 8.00 - 85 - Library 228.00 250.00 247.40 249.00 249.00 1.60 95 - Veterans Service 13.00 13.00 13.00 14.00 14.00 1.00 11,142.60 11,396.60 11,202.73 11,279.33 11,288.33 85.60 CONSEQUENCE OF NEGATIVE ACTION: The County would not have an adopted budget for FY25-26. Changes to any recommended programs will require an equivalent reduction in funds from other County priorities in order to adhere to the Budget Policy to CONTRA COSTA COUNTY Printed on 8/8/2025Page 7 of 8 powered by Legistar™ File #:RES 2025-172,Version:2 adopt a balanced budget. Attachment A - Fiscal Year 2025-26 Recommended Budget Attachment B - May 20, 2025 Budget Adoption Presentation Attachment C - Position Modifications Resolution Attachment D - Line-item appropriations changes THE BOARD OF SUPERVISORS OF CONTRA COSTA COUNTY, CALIFORNIA and for Special Districts, Agencies and Authorities Governed by the Board IN THE MATTER OF authorizing the modification, addition, and deletion of certain positions in affected departments; WHEREAS, the Board has considered the financial impact on departments of the Fiscal Year 2025-2026 Recommended Budget, and has considered the position and staff reduction/retention/augmentation plans submitted by departments; and WHEREAS, budget hearings were conducted by the Board of Supervisors April 28-29, 2025; and WHEREAS, to the extent that the subjects of this Resolution are within the scope of representation pursuant to the Meyers-Milias-Brown Act (Government Code Section 3500 et seq.), this Board has offered to meet with recognized employee organizations upon request concerning this resolution. THE CONTRA COSTA COUNTY BOARD OF SUPERVISORS, acting in its capacity as governing Board of the County of Contra Costa and the Board of Directors of the Contra Costa County Fire Protection District, NOW, THEREFORE, BE IT RESOLVED 1.In order to keep expenditures within available funding, it is necessary to make position adjustments, including to modify, add or abolish the classifications and positions set forth in the lists attached hereto (Attachment C). Said lists are incorporated herein by reference, and said positions are hereby modified, added, or abolished as indicated and effective on the dates indicated. 2.Recognized employee organizations may submit to the Employee Relations Officer written requests to meet and confer on specific proposals with respect to this Resolution. This authorization and direction is given without prejudice to the Board’s right to reduce or terminate the operations and services of the County and of districts governed by this Board and to eliminate classes of employees or positions, as these decisions involve the merits, necessity, or organization of services or activities of the County and districts governed by the Board and are not subjects within the scope of representation. 3.This action is taken without prejudice to pending consulting, meeting, and meeting and conferring with recognized employee organizations. CONTRA COSTA COUNTY Printed on 8/8/2025Page 8 of 8 powered by Legistar™ Contra Costa County Fiscal Year 2025-2026 Recommended Budget Contra Costa County | FY25-26 Recommended Budget Page 1 TABLE OF CONTENTS Introduction 4 Transmittal Letter / Budget Summary 5 Distinguished Budget Presentation Award 8 County Organization Chart 9 County History 10 Demographics 11 Budget Process 17 Budget Overview 19 Strategic Plan and Long-term Financial Planning 20 Budget Totals by Agency / District 22 General Purpose Revenue Distribution 23 State and Federal Overview 24 Position Changes Summary 26 Departments 29 General Government 30 Agriculture / Weights and Measures 31 Assessor 41 Auditor - Controller 48 Board of Supervisors 55 Clerk - Recorder 64 Conservation and Development 88 County Counsel 115 County Administrator 127 Department of Information Technology (DoIT)135 General County 146 Human Resources 154 Library System 165 Public Works 181 Office of Racial Equity and Social Justice 196 Risk Management 201 Treasurer - Tax Collector 211 Health and Human Services 220 Child Support Services 221 Employment and Human Services 231 Health Services 247 Veterans Services 264 Law and Justice 272 Animal Services 273 District Attorney 285 Probation 299 Public Defender 317 Sheriff-Coroner 331 Justice Programs 345 Contra Costa County | FY25-26 Recommended Budget Page 2 Special Districts 357 Contra Costa County Fire Protection District 358 Crockett-Carquinez Fire Protection District 369 Emergency Medical Services 377 Library Special Districts 381 Police Special Districts 383 Municipal Special Districts 390 West Contra Costa Healthcare District 395 Capital Improvements 398 Annual Budget and Major Projects 399 FY25-26 Capital Projects 403 FY26-27 Capital Projects (Tentative)405 Capital Facilities Master Plan (CFMP)406 Capital Asset Policy 407 Debt 408 Government-wide Debt 409 Debt by Type Overview 414 Funding Sources 419 Funding Sources 420 Fund Summaries 427 All Funds Summary 428 General Fund 432 Special Revenue 435 Enterprise Funds 440 Internal Services Fund 442 Addendum 444 Basis of Budgeting 445 Financial Policies 446 Fund Structure Overview 449 Table of Funds 450 Budgeted Positions by Agency and Job Class 458 Mandatory / Discretionary Programs 490 FY23-24 Payments to Non-profits 511 Appendix 513 Glossary 514 Contra Costa County | FY25-26 Recommended Budget Page 3 INTRODUCTION Contra Costa County | FY25-26 Recommended Budget Page 4 April 18, 2025 Board of Supervisors Contra Costa County Martinez, CA Dear Board Members: We’re pleased to present the Fiscal Year 2025-2026 Recommended Budget totaling $7.131 billion. Contra Costa County continues to benet from its decades of prudent scal management. Our strong nancial reserves, excellent credit ratings, signicant investments to fund future liabilities, and low debt have positioned the County to gain from the elevated interest rate environment and counterbalance rising costs and the economic forces slowing property tax revenue growth. The Recommended Budget is balanced, maintains current service levels, and reects sound nancial practices. However, the coming scal year presents extraordinary external policy and budgetary uncertainty due to potential federal and state changes. On March 14, 2025, the United States Congress passed a Continuing Resolution generally maintaining stable funding levels for federally funded programs through September 2025. Unlike a traditional appropriations bill, which includes line-by-line specicity for federal spending, H.R. 1968 appropriates funds across large categories, potentially leaving more discretion for the federal administration to choose how funds are used in the near term, including how its funding streams and programs are structured for state and local governments. The new federal administration is quickly reshaping government services and the economy: restructuring agencies, ending programs, shifting policies, and downsizing staff - some of which is being challenged in courts and may take time to fully resolve. Larger potential impacts loom for the County during the next scal year, as the federal administration and Congress have signaled their intent to make deep cuts to social safety net programs, and the state adjusts for its own current year Medi-Cal related decits in the FY25-26 May Revision to the Governor's Budget. Budget overview The County’s long-term strategic goal continues to be the provision of public services that improve the quality of life of our residents and the economic viability of our businesses. The Recommended Budget represents a work plan to achieve our mission, priorities and goals while minimizing adverse impacts. More details about the County’s strategic plan, long-term nancial planning, General Purpose Revenue allocations, budgeted positions, and key budget issues are provided in the Budget Overview (https://county-contra-costa-ca-budget-book.cleargov.com/19609/budget-overview/strategic-plan) section of the budget book. Each County department was asked to submit a budget that balanced its requirements to provide services with the County’s goals of adopting a budget that balances annual expenses and revenues, addresses revenue constraints and salary cost increases, capital planning, information technology investments, and debt service payments. The resultant FY25-26 Recommended Budget for the County and Special Districts balances $7.131 billion in revenues and expenditures, an increase of 16% over the current year budget almost entirely due to a $1.007 billion increase for the Health Services Department to appropriate anticipated state pass-through payments and mandated programs. Over half ($4.105 billion) of the County’s budget is funded by State and Federal sources. For many of the programs funded, a program cut would also result in a loss of the revenue associated with the program, and vice versa. Contra Costa County | FY25-26 Recommended Budget Page 5 General purpose revenue totals $822.4 million for FY25-26, an increase of 5.0% over the prior year. Of the major revenue sources, property taxes are the largest category and total $553.0 million. 78% of the County’s discretionary budget goes to just eight departments, most of which is for public health and safety. The Health Services Department, for instance, has general purpose revenue budgeted at $247.7 million (including Measure X) for ongoing operations, which accounts for 30.1% of the discretionary funds available for allocation countywide. The next largest sources are Measure X sales tax at $122.5 million, interest income at $65 million, and sales and use taxes at $22.0 million. Measure X allocations are technically funded through general purpose revenues, and the expenditure appropriations were previously approved by the Board of Supervisors, with no cost-of-living adjustment, and a remaining ongoing unallocated balance of $2.34 million. A detailed table of the FY25-26 Measure X allocations is provided in the General County department section (https://county-contra- costa-ca-budget-book.cleargov.com/19609/departments/general-county). The following chart and table depict the County’s actual spending trends for the last ve years along with the current year revised budget and FY25-26 Recommended Budget. Salary and Benet costs are broken out to show the growth and comprise approximately 33% of the County budget. The Recommended Budget includes 11,279.33 full-time equivalent positions (FTE), increasing 76.60 FTE from current levels, and growing the salaries and benets budget by $168.6 million to $2.36 billion total. The FY25-26 budget marks the fourth consecutive year of negotiated 5% annual cost-of-living wage adjustments for a cumulative 21.6% salary increase for 89% of the county’s workforce, and the next round of labor negotiations commencing with the new scal year. During the position cost forecasting for the Recommended Budget, there were 1,561.52 FTE positions vacant, representing 13.9% of the workforce and $259.3 million in salaries and benets. Compared to last year's vacancy rate of 17.8%, progress has been made through increased hiring and the deletion of old, unlled positions. Due to the continued large number of vacancies across departments, position growth during this budget cycle was generally limited to new external revenue sources and mandated functions. Departments were otherwise instructed to restructure existing vacant positions to meet changing operational needs. To structurally balance the budget, vacancy factors were also built into recommended departmental budget allocations. A vacancy factor accounts for anticipated cost savings from positions remaining unlled during the scal year. Due to challenges in recruitments, retention, and normal turnover, the following 7 departments reduced their personnel budgets through vacancy factors totaling $92.4 million: Health Services ($81.4M), Employment and Human Services ($6.2M), Library ($1.4M), Child Support Services ($1.6M), Department of Information Technology ($879k), Clerk- Recorder / Elections ($541k), and Animal Services ($428k). Budgetary risks The County's recommended budget is structurally balanced. However, the following items are potential pressures to the recommended spending plan. Contra Costa County | FY25-26 Recommended Budget Page 6 Tariff-related impacts on the economy and federal and state revenues Unanticipated impacts of other federal and state policy and budgetary changes, Slower local revenue growth, and Increasing operating costs arising from ination, labor negotiations, insurance, etc. On April 2, the federal administration announced sweeping new tariffs restructuring world trade and the domestic economy, which could have signicant impacts on the state's and county's funding streams. The federal government has also been contemplating numerous reductions to health, housing, and safety net programs, including Medicaid (called Medi-Cal in California), Temporary Assistance for Needy Families (TANF, or CalWORKS in California), and the Supplemental Nutrition Assistance Program (SNAP, or CalFresh in California), and others. The Board of Supervisors has maintained and annually re-afrmed a policy prohibiting the use of County General Purpose Revenue to backll state and federal revenue cuts. At the state level, in mid-March 2025, Medi-Cal costs exceeded estimates, requiring the state to borrow more than $6 billion to cover current year expenses and signaling that the program’s budget is structurally out of balance. Even if the federal government does not make reductions to Medicaid, the state will be forced to contend with its own structural decit in Medi-Cal, making counties susceptible to program reductions. The uncertainty of federal and state funding will continue even after the County’s budget process is completed in May. In anticipation of these and other potential local revenue and service impacts, the County’s FY25-26 Recommended Budget increases appropriations for contingencies from $20M to $21.5M. Faced with this uncertain federal and state policy and economic landscape, the United States Federal Reserve ("Fed") is taking a cautious approach to scal policy, which affects the County in two important ways: real estate activity and interest income. During the pandemic, the Fed raised interest rates at an unprecedented pace and maintained them at comparatively higher levels in order to combat high ination. The average 30-year xed mortgage rates have increased from a low of approximately 2.75% during the pandemic to current rates hovering between 6-7%. The elevated mortgage rates have signicantly decreased local housing market sales, lowering overall transaction volumes, slowing the growth of the County’s assessed values for property taxes, and thus leading to lower General Purpose Revenue growth. The upside to the higher interest rates has been higher returns on the County’s treasury reserves, leading to an eight-fold increase in interest income from $8M in prior years to the $65M budgeted for the next scal year. This revenue source is uncertain; the Federal Reserve was eventually expected to taper down interest rates over the coming years as ination rates stabilize closer to their targeted 2%, but the federal administration’s recent tariff policies may increase ination, potentially leading to sustained or higher interest rates. Actual interest earnings will be monitored during the new scal year to determine if current and future budgeted revenues from interest income need to be adjusted down, which would ultimately require commensurate budget cuts in general purpose revenue-supported departments and programs. Summary The FY25-26 Recommended Budget continues to reect years of careful, comprehensive, and continuing review and renement of County operations to cope with economic challenges. In our assessment of County operations – and at every opportunity – we continue to make changes to deliver services in ways that are more efcient and less costly. These changes, which could not have been accomplished without signicant effort from our employees and the Board of Supervisors, have allowed us to deliver the services that residents need and expect from County government in a structurally balanced budget. Each year produces new challenges and changing circumstances that are not always known. The County has and will continue to adapt to these changes. Our strategy over the last several years has served us well. We have continued to depend upon our organizational discipline and innovation to control our spending. Our success depends upon a dedicated workforce, sound nancial foundation, and the continuation of that strategy. The County Board, Department Heads, and employees have all worked together to address the budget issues facing the County. I particularly want to thank Department Heads, their budget support staff, and the County Administrator’s Ofce staff for their dedication, as well as their valuable and thoughtful input throughout this process. The following Fiscal Year 2025-2026 Recommended Budget is proposed to the Contra Costa County Board of Supervisors. Sincerely, MONICA NINO County Administrator Contra Costa County | FY25-26 Recommended Budget Page 7 Contra Costa County | FY25-26 Recommended Budget Page 8 Contra Costa County | FY25-26 Recommended Budget Page 9 County History As one of the original 27 counties created by the California Legislature in 1850, Contra Costa County is nestled in the northern portion of the San Francisco Bay Area’s East Bay region. The City of Martinez is the county seat. The county’s name, which means “opposite coast,” refers to its position on the other side of the bay, and reects its Spanish heritage dating back to the Mexican land grant days of the 1830s. That inuence can still be found today in community names such as Acalanes, Los Medanos, Las Juntas, Pacheco, and Mt. Diablo, which dominates the county landscape at 3,849 feet above sea level. Many notable gures came from the area, including conservationist John Muir and legendary baseball great Joe DiMaggio. California's rst doctor, John Marsh, settled in 1837 on a large land grant that is now called Marsh Creek. Contra Costa County’s coal boom from the 1860s until the early 1900s paved the way for thriving settlements such as New York Landing, which is now Pittsburg. As cleaner and greener energy was produced, coal was phased out by oil and steam fuel. At the present time, all of the county coal mines are closed, lled with water and will likely never be operational again. Major industries in the county today include petroleum rening, healthcare, education, telecommunications, nancial and retail services, steel manufacturing, prefabricated metals, chemicals, electronic equipment, paper products and food processing. Owing to its extensive waterfront on the San Francisco, San Pablo, and Suisun bays, the county’s north-western and northern segments have long been sites for heavy industry, including a number of still active oil reneries and chemical plants. East Contra Costa County remains an economically diverse agricultural hub, supplying grocers and farmers markets and hosting the popular U-Pick season. Sweet corn, tomatoes, grapes, and dozens of other crops, including cannabis (approved by voters in 2016), grow in fertile soils and a moderate climate. Today, Contra Costa County encompasses 716 square miles and is home to 19 cities and numerous unincorporated communities. The county’s approximate 400,000 residences house a diverse population of more than 1.16 million residents, making it California’s ninth most populous county. The county, with its mild Mediterranean climate, remains an outdoor enthusiast’s delight; it is home to more than 1,200 miles of hiking trails within dozens of parks spread across the county. To control urban sprawl and preserve agriculture and open space, in 1990 county voters approved the Urban Limit Line, which limits urban development to no more than 35% of the land in the county through 2026, and four Contra Costa cities likewise passed ordinances to limit urban sprawl. To preserve a high quality of life and wellbeing for residents and visitors, County government continues to study, plan, and adopt policies that express the community’s long-term vision for its future development. Contra Costa County | FY25-26 Recommended Budget Page 10 Population Overview T O TA L P O P U L AT I O N 1,161,458 .1% vs. 2022 G R O W T H R A N K 32 out of 58 Counties in California D AY T I M E P O P U L A T I O N 1,044 ,581 Daytime population represents the effect of persons coming into or leaving a community for work, entertainment, shopping, etc. during the typical workday. An increased daytime population puts greater demand on host community services which directly impacts operational costs. * Data Source: American Community Survey 5-year estimates P O P U L A T I O N BY A G E G R O U P Aging affects the needs and lifestyle choices of residents. Municipalities must adjust and plan services accordingly. * Data Source: American Community Survey 5-year estimates * Data Source: U.S. Census Bureau American Community Survey 5-year Data and the 2020, 2010, 2000, and 1990 Decennial Censuses 1990 1992 1994 1996 1998 2000 2002 2004 2006 2008 2010 2012 2014 2016 2018 2020 2022 2024 800k 900k 1,000k 1,100k 1,200k <5 5-9 10-14 15-19 20-24 25-34 35-44 45-54 55-59 60-64 65-74 75-84 >85 Contra Costa County | FY25-26 Recommended Budget Page 11 Household Analysis T O TA L H O U S E H O L D S 411,662 Municipalities must consider the dynamics of household types to plan for and provide services effectively. Household type also has a general correlation to income levels which affect the municipal tax base. * Data Source: American Community Survey 5-year estimates 11% higher than state average Family Households 54% 10% higher than state average Married Couples 55% 8% lower than state average Singles 22% 3% lower than state average Senior Living Alone 13% Contra Costa County | FY25-26 Recommended Budget Page 12 Economic Analysis Household income is a key data point in evaluating a community’s wealth and spending power. Pay levels and earnings typically vary by geographic regions and should be looked at in context of the overall cost of living. H O U S E H O L D I N CO M E Above $200,000 29% 47% higher than state average Median Income 125,727 31% higher than state average Below $25,000 9% 30% lower than state average * Data Source: American Community Survey 5-year estimates O v e r $2 0 0 ,0 0 0 $1 5 0 ,0 0 0 t o $2 0 0 ,0 0 0 $1 2 5 ,0 0 0 t o $1 5 0 ,0 0 0 $1 0 0 ,0 0 0 t o $1 2 5 ,0 0 0 $7 5 ,0 0 0 t o $1 0 0 ,0 0 0 $5 0 ,0 0 0 t o $7 5 ,0 0 0 $2 5 ,0 0 0 t o $5 0 ,0 0 0 B e l o w $2 5 ,0 0 0 Contra Costa County | FY25-26 Recommended Budget Page 13 Housing Overview 2 0 2 3 M E D I A N H O M E VA L U E 830,800 * Data Source: 2023 US Census Bureau (http://www.census.gov/data/developers/data- sets.html), American Community Survey. Home value data includes all types of owner-occupied housing. H O M E V A L U E D I S T R I B U T I O N * Data Source: 2023 US Census Bureau (http://www.census.gov/data/developers/data- sets.html), American Community Survey. Home value data includes all types of owner-occupied housing. H O M E O W N E R S V S R E N T E R S Contra Costa 32% Rent 68% Own State Avg . 44% Rent 56% Own * Data Source: 2023 US Census Bureau (http://www.census.gov/data/developers/data- sets.html), American Community Survey. Home value data includes all types of owner-occupied housing. 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 2023 4 0 0 k 6 0 0 k 8 0 0 k 2 0 0 k 1 ,0 0 0 k > $1,0 0 0,00 0 $750,000 to $999,9… $500,000 to $749,9… $400,000 to $49 9,… $300,000 to $399,9… $250,000 to $299,9… $200,000 to $249,9… $15 0,000 to $19 9,999 $100,000 to $149,9… $5 0,000 to $9 9,999 < $49,999 Contra Costa County | FY25-26 Recommended Budget Page 14 Local Economy The County’s employment economy is very diverse. Its major industries include: health care, petroleum rening, telecommunications, nancial and retail services, steel manufacturing, prefabricated metals, chemicals, electronic equipment, paper products and food processing. Most of the County’s heavy manufacturing is located along the County’s northern boundary fronting the Suisun Bay and San Pablo Bay leading to San Francisco Bay and the Pacic Ocean. The following tables highlight the principal industries and employers in the County. Employment by Industry 2019 2020 2021 2022 2023 Percent Educational and Health Services 72,400 69,500 73,400 77,100 80,700 21.4% Trade, Transportation and Utilities 61,900 58,900 61,900 65,000 64,300 17.1% Professional and Business Services 56,600 55,900 56,400 57,100 54,500 14.5% Government 50,700 47,400 46,600 48,200 49,400 13.1% Goods Producing 42,100 39,300 39,800 40,900 42,200 11.2% Leisure and Hospitality 43,000 31,700 34,600 40,200 41,000 10.9% Financial Activities 27,000 25,600 24,900 24,600 23,500 6.2% Other Services 13,700 10,700 11,800 12,600 14,100 3.7% Information 7,100 5,900 5,900 5,900 5,600 1.5% Total Farm 800 700 700 1,100 1,100 0.3% Source: California Employment Development Department, Labor Market Information Division United States Census Bureau QuickFacts - Contra Costa County In civilian labor force, total, percent of population age 16 years+, 2019-2023 65.0% In civilian labor force, female, percent of population age 16 years+, 2019-2023 59.7% Total accommodation and food services sales, 2022 ($1,000)$3,068,139 Total health care and social assistance receipts/revenue, 2022 ($1,000)$12,693,730 Total transportation and warehousing receipts/revenue, 2022 ($1,000)$1,978,003 Total retail sales, 2022 ($1,000)$18,788,321 Total retail sales per capita, 2022 $16,239 Total employer establishments, 2022 25,646 Total employment, 2022 339,920 Total annual payroll, 2022 ($1,000)$26,996,445 Total employment, percent change, 2021-2022 4.2% Total nonemployer establishments, 2022 100,699 All employer rms, Reference year 2022 20,222 Men-owned employer rms, Reference year 2022 11,875 Women-owned employer rms, Reference year 2022 4,308 Minority-owned employer rms, Reference year 2022 7,137 Nonminority-owned employer rms, Reference year 2022 11,002 Veteran-owned employer rms, Reference year 2022 619 Nonveteran-owned employer rms, Reference year 2022 17,858 Source: US Census Bureau (https://www.census.gov/quickfacts/contracostacountycalifornia) Per the California Employment Development Department, the county's unemployment rate as of December 2024 is 4.6%. Contra Costa County | FY25-26 Recommended Budget Page 15 Race and Hispanic Origin White alone 62.4% Black or African American alone 9.3% American Indian and Alaska Native alone 1.1% Asian alone 20.7% Native Hawaiian and Other Pacic Islander alone 0.6% Two or More Races 5.9% Hispanic or Latino 27.8% White alone, not Hispanic or Latino 38.7% Source: US Census Bureau (https://www.census.gov/quickfacts/contracostacountycalifornia), Population Estimates July 1, 2024 Contra Costa County | FY25-26 Recommended Budget Page 16 Budget Process and Timeline The County budget process is a continuous cycle of developing, monitoring and planning, with specic steps each year to achieve adoption of the Final Budget. The County's scal year spans from July 1 to June 30. The public budget development process begins in early January with the Board of Supervisors setting a Preliminary Budget Schedule for preparation of the ensuing budget. The County Administrator presents the Board, Department Heads and the public with an analysis of key issues and budget projections in January; followed by budget instructions, which include direction for departments to work with their respective advisory committees and community-based organizations; departmental budget submissions; meetings with Departments in February and March; and presentation of the State Controller’s Ofce required Recommended Budget Schedules for Board consideration in April. Absent the adoption of the County’s Recommended Budget by June 30, the State Controller’s Ofce Recommended Budget Schedules are passed into the new scal year as the spending authority until a Final Budget is adopted. Unlike the State Controller’s Ofce Recommended and Final Budget schedules, which are solely publications of nancial State Schedules required by State Statutes collectively referred to as the County Budget Act, the County Recommended Budget includes detailed information and narrative regarding the County, including its current and projected nancial situation; the programs/services and administrative/program goals of individual Departments; and the County Administrator's budgetary recommendations for the upcoming budget year. After public hearings and budget deliberations, the Board adopts the Recommended Budget no later than May 31 (pursuant to the Budget Policy). After the State budget is passed (legally due by June 15) and County scal year-end closing activities are completed in August, a Final Budget is prepared for Board consideration. (Pursuant to the County Budget Act, the deadline for adopting a Final Budget is October 2 each year. This allows incorporation of any needed adjustments resulting from the State budget.) Contra Costa County | FY25-26 Recommended Budget Page 17 Oct 25, 2024 Budget instructions provided to Departments Jan 28, 2025 Board of Supervisors Retreat provides key budget development updates, solicits public feedback, and sets the budget hearings schedule Feb 3, 2025 Department budget proposals due Apr 28, 2025 Recommended Budget Hearings April 28-29. Notice of Public Hearing published and posted online 10 days prior. May 20, 2025 Budget Adoption Oct 2, 2025 Budget as Finally Determined due no later than October 2 (CA Government Code 29088) Contra Costa County | FY25-26 Recommended Budget Page 18 BUDGET OVERVIEW Contra Costa County | FY25-26 Recommended Budget Page 19 Strategic Plan and Long-term Financial Planning Contra Costa County has adopted the following Mission, Vision and Values to assist in its decision-making process to provide a full array of services to its residents: Mission: Contra Costa County is dedicated to providing public services which improve the quality of life of our residents and the economic vitality of our businesses Vision: Contra Costa County is recognized as a world-class service organization where innovation and partnerships merge to enable our residents to enjoy a safe, healthy and prosperous life Values: Contra Costa County serves people, businesses and communities. Our organization and each one of our employees value Clients and Communities Partnerships Quality Service Accountability Fiscal prudence Organizational excellence The County is committed to prudent scal management and engages in targeted long-term nancial planning when possible and appropriate. As part of budget development each January, the Board of Supervisors holds its annual Retreat to review the county's nances; receive independent economic forecasting; review capital planning; and discuss key considerations for the budget development cycle and the County's longer-term nancial planning. The Board has also met and taken action on key nancial topics over the years to lay a solid nancial foundation, addressing long-term liabilities, planning for capital needs, managing debt, and building reserves to weather potential economic challenges. The results from some of the most important examples of the County’s long-term nancial planning include: A well-funded pension system - The latest actuarial valuation for the Contra Costa County Employees' Retirement Association indicates a funded ratio of 91.0%. The County's total actuarial accrued liability as of December 31, 2023 was $12.44 billion, with a valuation value of assets of $11.32 billion, and an unfunded actuarial accrued liability of $1.12 billion. In 2012, the State of California enacted the Public Employees’ Pension Reform Act of 2013 (PEPRA). PEPRA established new pension tiers of 2.5% at 67 for County General employees and 2.7% at 57 for Safety employees. These new tiers are expected to achieve savings over time. Pre-funding the County’s Other Post-Employment Benets (OPEB) Liabilities - In 2007, the Board of Supervisors set specic goals to address the County's retiree health care liabilities, including an OPEB pre-funding target of 44%. To meet these goals, from FY08-09 through FY21-22, the County contributed $20 million annually to the County’s OPEB irrevocable trust. The County's actions to implement health plan changes, cap County contributions, and grow investments have assisted in reducing the County’s 2006 OPEB Unfunded Actuarial Accrued Liability (UAAL) from $2.57 billion to a net OPEB liability of $312.8 million as of June 30, 2024. Because the OPEB funding target had been met, on February 1, 2022 the Board of Supervisors adopted Ordinance No. 2022-08 discontinuing further prefunding of the County’s OPEB liability. The County still annually budgets the “PAYGO” cost of retiree health benets. The County's latest OPEB actuarial valuation as of June 30, 2024 indicated that the County had prefunded 60.9% of its OPEB liability, with total OPEB trust assets of $487.9 million. The assets invested in the County’s OPEB irrevocable trust have grown at an average rate of approximately 7% annually and will continue to appreciate over the long-term. At some point, the trust could sustainably fund much, if not all, of the annual OPEB operating costs ongoing. Long-term Capital Planning: Contra Costa County completed and adopted a 20-year Capital Facilities Master Plan  (CFMP) on September 20, 2022 to guide long-term budget decisions on capital facilities spending. It had been more than twenty years since the County had last adopted a Capital Facilities Master Plan on January 25, 2000. The County is rebuilding its long-term capital planning and budgeting approach, including regular Facilities Conditions Assessments and increasing annual spending on facilities maintenance and capital projects from $10 million to more than $30 million to sustain operations and improve and increase the useful life of its real estate assets. For the FY25-26 Recommended Budget, $31.155 million is proposed for capital spending, and new for this budget cycle is a proposed list of tentative capital projects for FY26-27. For future budget cycles, the County will work toward 5-year proposed capital budgets. More details about the County's capital budget and planning can be found in the Capital Improvements section  of this budget book. Contra Costa County | FY25-26 Recommended Budget Page 20 Low debt - The statutory debt limitation for California counties is 5% of assessed valuation (pursuant to Government Code Section 29909), but it is actually 1.25% of assessed valuation pursuant to the California Constitution. At the close of the last audited nancial period (FY23-24), the County's net assessed value of taxable property was $272.4 billion, resulting in a statutory bonded debt limitation of $13.6 billion (calculated by taking 5% of the net assessed value of taxable property) and a California Constitution limit of $3.4 billion (calculated by taking 1.25% of the net assessed value of taxable property). The County's total outstanding debt as of June 30, 2025 is estimated to be $135.2 million of lease revenue bonds outstanding, with zero outstanding bonded debt meeting the state's technical denition, thus leaving the full Constitutional margin of $3.4 billion available. For FY25-26, the County budgeted debt service for the year is estimated to be $20.3M following the anticipated redemption of the County's 2015 Series A & B Lease Revenue Bonds on June 1, 2025. The County also has excellent credit ratings, which lowers its cost of borrowing. Contra Costa County's Issuer Credit Ratings from Moody's Investors and Standard and Poor's Global Ratings are Aa1 (second highest possible) and AAA (the highest possible). The County's low debt levels enable it to apply 99.97% of its annual budget to operations, and coupled with the County's strong reserves provides exibility to optimize nancial planning with future debt issuances when necessary. More details about the County's capital budget and planning can be found in the Debt section  of this budget book. Strong reserves - Building reserves during good nancial periods provides assets for the County to mitigate nancial risk and address unexpected, non-recurring costs. The Board of Supervisors established a General Fund Reserve Policy in December 2005, revised in June 2011, to comply with implementation of GASB 54, requiring the County to strive to achieve a minimum unassigned General Fund balance of 5% of budgeted General Fund revenues and a minimum total General Fund balance of 10% of budgeted General Fund revenues. As of scal year end close for FY23-24, the County had an unassigned general fund reserve fund balance of $727 million, representing 32.5% of total budgeted general fund revenues. These strong reserves enable the county to mitigate risk and better structure long-term nancial plans to cash fund and smooth spending on large capital improvements, minimize debt, generate signicant interest income to help support operations, and provide short-term relief during emergencies, economic downturns, and disruptive events while the county recovers and restructures its operations in an orderly manner. To further assist with long-term nancial planning, the Board of Supervisors has adopted a comprehensive set of nancial management policies to provide for: (1) the adoption and maintenance of an annual balanced budget; (2) the annual adoption of a policy for the prudent investment of County funds; (3) establishment and maintenance of a General Fund reserve; (4) establishment of parameters for issuing and managing debt; and (5) establishment of a Workers' Compensation condence level. The County's nancial management policies are included in the Financial Policies  section and on the County's website under Financial Information at: https://www.contracosta.ca.gov/756/Financial-Information . Contra Costa County | FY25-26 Recommended Budget Page 21 Budget Totals by Agency / District The FY25-26 Recommended Budget balances revenues and expenditures totaling $7.131B. The upper section of the table below summarizes County agencies' budgets totaling $6.427B. The County also has an additional 37 agencies referred to as county special districts and service areas, which are summarized in the lower section of the table. For FY25-26, the Recommended Budget for Special Districts totals $704.3M. Each district is established by the county for the purpose of providing specic services in a dened geographic area. Their board members are the same as the county Board of Supervisors and management of the primary government has operational responsibility for the component units. More information about each agency and special district can be found in the Departments section. FY25-26 Recommended Budget by Agency & Special District Agency / District FY25-26 Recommended Budget Agriculture-Weights/Measures 8,707,445 Animal Services 18,421,445 Assessor 27,148,256 Auditor-Controller 13,376,137 Board Of Supervisors 10,233,441 Capital Improvements 32,155,449 Child Support Services 20,272,855 Clerk-Recorder Elections 26,150,414 Conservation & Development 129,824,759 Contingency Reserve 21,500,000 County Administrator 37,186,176 County Counsel 10,698,918 District Attorney 71,553,417 Doit - Telecom 25,231,366 Employment & Human Services 731,670,371 General County Services 862,297 Health Services 4,017,780,337 Human Resources 14,401,355 Justice System Development/Planning 13,346,827 Library 45,693,217 Probation 130,896,004 Public Defender 56,825,905 Public Safety Realignment 251,841,660 Public Works 287,258,367 Racial Equity And Social Justice 1,290,240 Risk Management 50,540,176 Sheriff-Coroner 343,013,751 Superior Court Related Functions 18,017,580 Treasurer-Tax Collector 8,531,872 Veterans Service 2,741,140 Service Area - Road Maintenance 175,350 Service Area - Drainage 499,000 Service Area - Library 400,200 Service Area - Lighting 12,321,625 Service Area - Miscellaneous 40,225,155 Service Area - Police 34,943,214 Service Area - Recreation 6,514,543 Special District - Emergency Medical Services 17,349,676 Special District - Fire Protection 382,402,352 Special District - Flood Control 173,072,278 Special District - Miscellaneous Districts 1,994,000 Special District - Storm Drainage Districts 2,000 Special District - Stormwater Utility Districts 34,425,453 Total 7,131,496,028 Contra Costa County | FY25-26 Recommended Budget Page 22 General Purpose Revenue Distribution General Purpose Revenue is derived from sources not specic to any program or service delivery, available from sources such as property tax and interest income and may be used for any purpose that is a legal expenditure of County funds. The estimated General Purpose Revenue for FY25-26 is $822.4 million or 31.7% of the County’s total $2.60 billion General Fund estimated revenue. Note that the General Purpose Revenue total includes $122.5 million in sales tax revenues from Measure X. The majority of General Purpose Revenue is allocated to a small subset of County departments; 78% of the General Purpose Revenue is spent in just eight departments. The table below shows the ranking of departments' share (including Contingency Reserve and Capital Improvements) of General Purpose Revenue. Contra Costa County | FY25-26 Recommended Budget Page 23 State and Federal Overview Federal Budget: On March 14, 2025, the United States Congress passed a third Continuing Resolution (CR) to extend federal spending and avert a government shutdown through the end of the federal scal year on September 30, 2025 (H.R. 1968). A CR is typically treated as a temporary funding measure that bridges the gap from one scal year (FY) to the next until regular appropriations measures are enacted, providing more time to reach agreement and complete a formal appropriations process. The full-year CR is roughly equivalent to federal FY24 funding with a few exceptions, including the removal of all Community Project Funding and other smaller shifts in funding between appropriations titles. The net result is a $10 billion increase in funding above federal FY24 levels and roughly at total funding as compared to the prior CR in effect during federal FY25. Additionally, H.R. 1968 increased defense spending by $6 billion, while making $13 billion in cuts to domestic spending. The CR is also unique because, unlike a traditional appropriations bill, which includes line-by-line specicity for federal spending, H.R. 1968 appropriates funds across large categories, potentially leaving more discretion for the Executive branch to choose how funds are used. For state and local governments, including Contra Costa County, the greatest threats to federal funding beyond September 30, 2025 include potential cuts to domestic programs, along with broader tariff-related impacts on the economy and state and federal revenues. For domestic programs, the Administration and Congress have signaled clear intent to make dramatic reductions to numerous domestic programs through the Budget Reconciliation process. Budget Reconciliation is a legislative procedure that allows for expedited consideration of changes in law to align spending, revenue, and the debt limit with agreed-upon budget targets, which avoids the Senate’s 60-vote libuster threshold and allows for the passage of legislation with a simple majority vote. Congressional leadership has been contemplating numerous proposed reductions to health, housing, and safety net programs, including Medicaid (called Medi-Cal in California), Temporary Assistance for Needy Families (TANF, or CalWORKS in California), and the Supplemental Nutrition Assistance Program (SNAP, or CalFresh in California). In addition, other programs have been targeted for reductions, through the Administrator's budget proposals and through the issuance of Executive Orders, most of which have received signicant legal challenge. In years past, the President has submitted a planned Budget Request to Congress in February, initiating the Appropriations process for the upcoming scal year. For FY26, Congressional appropriators including House Appropriations Chair Tom Cole (R- OK) have indicated that they expect to receive the President’s proposal in late April or early May. Without the President’s proposal to initiate the Congressional Appropriations process, state and local governments are left with great uncertainty about federal funding beyond September 30, 2025. Prior to the passage of H.R. 1968, the House of Representatives passed legislation that proposed deep cuts to the social safety net that serves the country's most vulnerable residents. Ultimately, the legislation was not voted upon by the Senate, but serves as a potential roadmap for programs identied for reduction in future proposals to offset the cost of tax cuts being proposed by the President and Congressional leadership. This uncertainty in federal funding results in ambiguity for state and local governments that deliver federal programs and uncertainty will continue to be a factor for the County even after our FY25-26 budget process is complete. In addition, great uncertainties remain about the impacts of new tariffs on the economy. In early April, President Trump invoked a national emergency under the International Emergency Economic Powers Act to authorize new tariffs. A 10 percent baseline tariff applies on imports from all counties effective April 5, 2025, with further individualized tariffs applied effective April 9, 2025. These recent federal actions have rippling macroeconomic impacts that may reduce federal, state, and local revenues. Near-term concerns include increased ination, reduced consumer spending and corporate investment, declining stock markets and capital gains, along with reductions to corporate and individual revenues, all resulting in declining tax revenues. Actual impacts could extend further, potentially impacting interest rates, employment levels, and other economic factors. The impacts of tariffs on the broader national economy and potential cuts at the federal level leaves uncertainty in the upcoming budget cycle. State Budget: Governor Newsom released the State's FY2025-26 Proposed Budget in January and framed the proposal as a relatively balanced budget that maintains service levels across the vast majority of programs. The Legislative Analyst’s Ofce (LAO) has also found that the proposal to be roughly balanced, without a signicant surplus or decit; however, legislative actions taken during 2023, such as the Legislature’s direction to withdraw more reserves this year, make interpretation of the budget position more complex. Contra Costa County | FY25-26 Recommended Budget Page 24 During 2024, the Legislature made proactive decisions to address anticipated budget shortfalls in FY2025-26, including $28 billion in “budget solutions” that are now estimated to generate only $23 billion in true savings for FY2025-26. These savings fall short of the original estimates, primarily due to the managed care organization tax package and reductions to state operations; however, had the Legislature not taken these actions in June 2024, the state would likely be facing a decit in FY2025-26. Revenues have also increased slightly, with the Governor’s budget forecasting a $16 billion improvement over projections from the past summer. For this reason, required General Fund spending to support schools and community colleges is required to increase under the requirements of Proposition 98 (originally passed in 1988). This is an important dynamic of the State Budgeting process because it highlights that not all increases to revenue are 100% discretionary for allocation by the Legislature. While a slight increase in revenue and the proactive moves in the past legislative session are helping to balance the State Budget, the Legislature must contend with rising spending. State spending is projected to be higher during FY2025-26 under both the Governor and the LAO’s forecasts. Baseline spending was projected to increase by $8 billion, and current year spending is outpacing its own budget. In future years, structural decits are projected by the LAO and Department of Finance (DOF). Accordingly, the Governor has also proposed several discretionary savings and reserve proposals which could generate short-term budget savings or increase the discretionary reserve. Among the areas of increasing spending is Medi-Cal (California's Medicaid program). In mid-March 2025, Medi-Cal costs exceeded estimates, requiring the State to borrow more than $6 billion to cover current year expenses. It is important to note that California's Medi-Cal program is composed of both Federal Medicaid funding and supplemental funding directly from the State. With the news of the need to borrow $6 billion it is critical to acknowledge that the State's Medi-Cal program is structurally out of balance currently. That said, even if the federal government did not make reductions to Medicaid, the State will be forced to contend with its own structural decit in Medi-Cal, making counties susceptible program reductions. Either way, the County will need to remain focused on the potential federal and state impacts to programs funded with Medi-Cal dollars. Uncertainty lies ahead and the steady proposals before us at the State level could quickly shift if Congress were to take drastic actions to cut State and County-operated programs. Contra Costa County | FY25-26 Recommended Budget Page 25 FY25-26 Position Changes by Agency The Recommended Budget includes 11,279.33 full-time equivalent positions (FTE), an increase of 76.6 net new FTE resulting from position changes in the following departments: Animal Services, Assessor, Clerk Recorder / Elections, Conservation and Development, Department of Information Technology, District Attorney, Health Services, Human Resources, Public Defender, Library, Probation, Public Works, Risk Management, Sheriff-Coroner, Treasurer-Tax Collector, Veterans Services, and Contra Costa County Fire Protection District. FY25-26 Budgeted Positions Summary by Agency Agency FY23-24 Adopted Budget FY24-25 Adopted Budget FY24-25 Revised Budget FY25-26 Recommended Budget Change from FY24-25 Revised to FY25-26 Recommended 01 - Board Of Supervisors 32.00 32.00 32.00 32.00 - 03 - County Administrator 45.00 45.00 46.00 46.00 - 05 - Human Resources 52.00 52.00 55.00 57.00 2.00 06 - Information Technology 101.00 109.00 105.00 111.00 6.00 07 - Risk Management 41.00 41.00 41.00 43.00 2.00 09 - ORESJ 2.00 5.00 5.00 - 10 - Auditor-Controller 65.00 65.00 64.00 65.00 1.00 15 - Treasurer-Tax Collector 30.50 32.50 32.50 33.50 1.00 16 - Assessor 118.00 118.00 108.00 113.00 5.00 17 - County Counsel 56.00 56.00 57.00 57.00 - 18 - Health Services 4,743.20 4,900.80 4,814.03 4,810.03 (4.00) 19 - Employment & Human Services 1,937.50 1,937.50 1,924.50 1,924.50 - 24 - Clerk-Recorder Elections 85.50 87.00 83.00 82.00 (1.00) 25 - Sheriff-Coroner 1,146.50 1,164.50 1,139.50 1,139.50 - 30 - Probation 358.00 370.00 347.00 347.00 - 33 - Agriculture-Weights/Measures 44.70 47.70 47.70 47.70 - 36 - Animal Services 83.00 89.00 89.00 90.00 1.00 38 - Conservation & Development 210.00 218.00 209.00 220.00 11.00 40 - Child Support Services 137.00 137.00 127.00 127.00 - 42 - District Attorney 236.60 239.10 239.60 247.60 8.00 43 - Public Defender 190.50 191.50 194.50 195.50 1.00 65 - Public Works 570.00 575.00 547.00 552.00 5.00 70 - Fire Protection 601.60 607.00 617.00 649.00 32.00 74 - Emergency Medical Services 9.00 9.00 10.00 14.00 4.00 76 - Service Area-Police 8.00 8.00 8.00 8.00 - 85 - Library 228.00 250.00 247.40 249.00 1.60 95 - Veterans Service 13.00 13.00 13.00 14.00 1.00 11,142.60 11,396.60 11,202.73 11,279.33 76.60 . Animal Services Net increase of 1.0 FTE: Add two (2) Animal Services Clerks in the Finance division to extend shelter operations hours to seven days per week. Add one (1) Animal Shelter Veterinarian-Exempt in the Medical Services division to further ensure medical care and relieve reliance on contracted services. Delete one (1) Ofcer Manager in the Finance division and delete one (1) Animal Services Ofcer in the Field Operations division. . Assessor Net increase of 5.0 FTE: The Ofce will add one (1) Supervising Auditor-Appraiser, three (3) Junior Appraisers, and two (2) Computer Aided Drafting (CAD) Operator positions. The appraiser positions are considered critical to the operation and cyclical increase of the Assessor’s Ofce workload. The Ofce attempts to group hirings to maximize in-house trainings. The CAD Operator positions will help maintain maps needed to reect the boundaries and dimensions of properties in the County. One (1) Assessor ’s Clerical Staff Manager position is being eliminated to streamline the reporting structure and operation of the Ofce for efciency purposes. . Auditor-Controller Net increase of 1.0 FTE: Add one (1) Supervising Accountant - Auditor to support property tax functions and provide Contra Costa County | FY25-26 Recommended Budget Page 26 staff supervision. . Clerk-Recorder Net decrease of 1.0 FTE: Adds one (1) Account Clerk Experienced Level, one (1) Clerk-Recorder Services Technician, and one (1) Clerk-Recorder Services Specialist positions to anticipate increased recording activity; cancels four (4) Clerk Experienced Level positions no longer required; adds two (2) Elections Specialists and cancels two (2) Elections Services Technicians to increase capacity of staff to serve in lead capacity for temporary staff around peak election processing periods. . Conservation and Development Net increase of 11.0 FTE: Adds two (2) Structural Engineers and one (1) Principal Structural Engineer to meet increased demand for building permit applications and for succession planning; adds one (1) Sr. Planning Technician and two (2) Planner I's to address housing development on publicly owned land and to address large- scale grant programs; adds one (1) Principal Building Inspector and one (1) Grading Inspector to manage a more complex caseload and duties in Building Inspection; and adds one (1) Accountant III, one (1) Secretary Adv Level, and one (1) Clerk Senior Level to increase scal and administrative support across the varied department programs. . Department of Information Technology Net increase of 6.0 FTE: Add one (1) Departmental Fiscal Ofcer in the Administration Division for increased nancial and operational capacity. Add one (1) Info Systems Manager II in the Information Systems division to provide increased IT security (80% allocation to Health Services). Add one (1) Info Systems Programmer / Analyst IV and add one (1) Business Systems Analyst in the Enterprise Systems division (1065) to focus on new strategic initiatives. Add one (1) Network Technician II in the Information Technology division which will be dedicated to audio visual (AV) technology needs for the Board of Supervisors. Add one (1) Network Analyst Technician II and add one (1) Network Analyst Technician I in the Communications division to reduce reliance on external contracts and ensure internal expertise for ongoing network maintenance. Add one (1) Network Technician I in the Information Technology division as a dedicated resource for the Public Defender's Ofce. Delete one (1) vacant Network Administrator I and one (1) vacant Info Systems Project Manager as both positions are no longer being funded by the County Library. . District Attorney Net increase of 8.0 FTE: Adds one (1) Administrative Services Assistant III position to support the administrative functions within the Human Trafcking Task Force; one (1) Deputy District Attorney II position to the Child Abduction Prosecution Unit, and one (1) Deputy District Attorney II position to the Organized Retail Theft Prosecution Unit to support additional caseloads; one (1) Deputy District Attorney III position to the Sexually Violent Predator (SVP) Unit, one (1) Deputy District Attorney III position to the Mental Health Unit, one (1) Deputy District Attorney III position to the Filing Unit, and one (1) Deputy District Attorney III position to the Law & Motion Unit to support additional caseloads; and one (1) Network Administrator I position to the IT Unit for overall technology support throughout the Department. . Health Services Net zero FTE change: Transfers 37.6 FTE of various classications and incumbents from the Public Health Division to the Hospital Enterprise Fund I Division, which supports the operations of Contra Costa Regional Medical Center (CCRMC) and the Health Centers, plus a transfer of four (4) existing positions from the Emergency Medical Services department within CCRMC to the Emergency Medical Services Special District. . Human Resources Net increase of 2.0 FTE: Add two (2) HR Analysts to support recruitment and classication and compensation study functions within the Talent & Development Unit (formerly the Personnel division). . Library Net increase of 1.6 FTE: Adds one (1) Library Services Manager and one (1) Information Systems Programmer Analyst II to oversee and support the Virtual Library and Circulation teams and ensure website compliance with applicable laws and regulations; increases one (1) part-time Sr. Library Literacy Asst to full time at the San Pablo branch; adds one (1) Librarian II position at the Pittsburg branch; adds one (1) Librarian II and one (1) Library Assistant Journey Level to the San Ramon Library to reinstate extra hours above the base; cancels two (2) permanent intermittent Library Assistant-Journey Level positions no longer required; cancels one (1) Librarian II and one (1) Clerk Senior Level positions that were replaced in FY 24/25 by full-time positions. Contra Costa County | FY25-26 Recommended Budget Page 27 . Probation Net zero FTE change: Adds one (1) Community & Media Relations Specialist position and one (1) Personnel Technician position to provide critical administrative stafng support throughout the program areas within the Department; and deletes one (1) Clerk-Specialist Level and one (1) Planner/Evaluator-Level A position. . Public Defender Net increase of 1.0 FTE: Adds one (1) Manager of Law Ofces position to support the Department with managerial capacity and necessary oversight, and deletes one (1) Clerk-Senior Level position; adds one (1) Deputy Public Defender II position to the LPS/Conservatorship for additional counsel and support in conservatorship proceedings; adds one (1) Case Preparation Assistant position to provide additional administrative and legal preparation support to the Department's Mental Health Diversion (MHD) Program; adds one (1) Administrative Services Assistant II- Project position to provide data analysis, review, and ling support with Racial Justic Act (RJA) cases, for the duration of the funding period; and deletes two (2) Forensic Social Worker-Project positions due to the end of funding from the Alliance to End Abuse from the Employment and Human Services Department. . Public Works Net increase of 5.0 FTE: The Purchasing Division will add one (1) Buyer II position and one (1) Senior Buyer position to support the increasing volume of purchase orders and bid requests from County departments. The Facilities Maintenance Division will add one (1) Administrative Analyst position to support the County’s Energy Manager with implementing projects and initiatives aligned with the County’s Climate Action Plan. The Public Works- Administration Division will add one (1) Administrative Analyst to support contract administration activities and one (1) Information Systems Project Manager position to provide leadership within the Information Technology Programming Team with a focus on transitioning and upgrading technologies. . Risk Management Net increase of 2.0 FTE: Add one (1) Deputy Director of Risk Management to replace and delete one (1) Assistant Risk Manager, improving departmental leadership and succession planning. Add one (1) Administrative Aide and delete one (1) Secretary Journey Level for better suited administrative support. Add one (1) Senior Liability Claims Adjuster for elevated claims management. Add one (1) Administrative Services Assistant for improved operations efciencies. . Sheriff-Coroner’s Ofce Net zero FTE change: Adds one (1) Administrative Analyst position to provide technical and administrative support within the Personnel and Finance Division; and deletes one (1) Clerk-Specialist position from in the Administration Unit. . Treasurer-Tax Collector Net increase of 1.0 FTE: Adds one (1) Chief of Admin Services I – Exempt position to oversee the administration and coordination of various ofce functions and programs, including the upcoming property tax system replacement project. . Contra Costa County Fire Protection District Net increase of 32.0 FTE: The General Operating Fund will add two (2) Fire Inspector I, two (2) Fire Investigator, one (1) Equipment Mechanic, one (1) Accounting Technician, one (1) Materials Technician, and one (1) Program/Projects Coordinator positions to support the increasing demand for services, including some administrative expansion needs. The Rodeo-Hercules Fire District Annexation stafng includes four (4) Fire Captain-Paramedic/56 Hour, two (2) Fire Captain-56 Hour, three (3) Fire Engineer Paramedic/56 Hour, three (3) Fire Engineer/56 Hour, two (2) Fireghter-Paramedic/56 Hour, four (4) Fireghter/56 Hour, one (1) Battalion Chief-56 Hour, and one (1) Administrative Services Assistant III positions. The Emergency Medical Services (EMS) Transport Fund Division will add three (3) Supervising Fire District Dispatcher-40 Hour, and one (1) Supervising Fire District Dispatcher-56 Hour positions to the EMS Transportation Fund to assist with the Emergency Medical Services transport dispatch and communications center operations. . Veterans Service Department Net increase of 1.0 FTE: Adds one (1) Veterans’ Service Manager to support ongoing countywide operations, address increased complexity of caseloads, and expand span of control within the department. Contra Costa County | FY25-26 Recommended Budget Page 28 DEPARTMENTS Contra Costa County | FY25-26 Recommended Budget Page 29 General Government The General Government functional group summarizes the following departments: Agriculture/Weights and Measures, Assessor, Auditor-Controller, Board of Supervisors, Capital Improvements, Clerk-Recorder-Elections, Conservation and Development, Contingency Reserve, County Administrator, County Counsel, Crockett/Rodeo Revenues, Debt Service, Department of Information Technology, Employee/Retiree Benets, General County, Human Resources, Library, Public Works, Ofce of Racial Equity and Social Justice, Risk Management, and Treasurer-Tax Collector. Contra Costa County | FY25-26 Recommended Budget Page 30 Agriculture / Weights and Measures Matthew Slattengren Agricultural Commissioner, Weights & Measures Dir. Retired Deputy Commissioner For more information, call (925) 608-6600 or visit https://www.contracosta.ca.gov/1542/Agriculture-Weights-Measures (https://www.contracosta.ca.gov/1542/Agriculture-Weights-Measures). The Agriculture/Weights and Measures Department enforces local, state, and federal laws and regulations pertaining to pesticides, agriculture, the environment, human health and safety, trade, and the marketplace. DEPARTMENT OVERVIEW The Agriculture/Weights and Measures Department, under the direction of the California Department of Food and Agriculture, Department of Pesticide Regulation, and Division of Measurement Standards, is responsible for conducting regulatory and service activities to promote and protect the County’s agricultural industry, environment, and citizens to ensure a safe place to live and a fair marketplace for trade. Agricultural Division enforces pesticide use and worker safety regulations; enforces quarantine regulations; provides regulatory oversight of Certied Farmer’s Market, Industrial Hemp, and organic programs; and performs pest detection, pest management, and pest eradication activities. The division provides quality assurance programs involving fruits, nuts, vegetables, eggs, nursery stock, and seeds; and it assists the public with pest identication and control techniques using environmentally safe integrated pest management practices. Weights and Measures Division assures fair business practices by performing routine inspections of all weighing and measuring devices such as delicatessen scales and gasoline pumps used in commercial transactions. Regulatory services ensure commercial sales are made in compliance with state laws. This unit enforces laws and regulations to prevent deceptive packaging and ensure accurate units of measure and accurate pricing charged to consumers at automated point-of-sale systems or scanners at checkout. Cooperative Extension - University of California Agriculture and Natural Resources (UC ANR) is the local UC connection delivering the power of UC research in agriculture, natural resources, nutrition, and youth development to Californians to improve community lives and livelihoods. The statewide network of UC Cooperative Extension’s (UCCE) specialists work as liaisons, connecting communities with cutting-edge science-based strategies and technologies developed alongside UC academics, faculty, and researchers. These efforts safeguard healthy and affordable food access, provide clean drinking water, support the economic vitality of the state, protect natural resources, prevent wildres, improve college readiness, develop future leaders through 4-H, help to prevent childhood obesity, deliver culturally relevant materials and workshops, and develop proactive policies to increase diversity and inclusiveness. UC ANR delivers its mission through 11 statewide programs, including 4-H Youth Development, UC Master Gardeners, UC Integrated Pest Management, and the Expanded Food and Nutrition Education Program. Contra Costa County | FY25-26 Recommended Budget Page 31 Organizational Chart The Agriculture/Weights and Measures Department maintains 47.7 FTE for the FY25-26 Recommended Budget. FTE Summary FY24-25 Revised FY25-26 Recommended Change 33 - AGRICULTURE-WEIGHTS/MEASURES 47.7 47.7 0 Contra Costa County | FY25-26 Recommended Budget Page 32 Expenditures Summary Salaries and Benets represent 75.5% of the Department's FY25-26 Recommended Budget, providing funding for 47.7 FTE positions. Total expenditures decreased by $449,745 compared to the FY24-25 Revised Budget. 8,707,445 -$449,745 (-4.91% vs. prior year) Expenditures by Expense Type Budgeted and Historical Expenditures by Expense Type Millions Fixed Assets Provisions For Contingencies Other Charges Expenditure Transfers Services And Supplies Salaries And Beneﬁts FY2024 FY2025 FY2026 $0 $2 $4 $6 $8 $10 Salaries And Benefits $5,241,105 $6,859,269 $6,573,008 -$286,262 -4.2% Services And Supplies $1,316,644 $1,396,962 $1,373,663 -$23,299 -1.7% Other Charges $77,791 $90,958 $94,430 $3,472 3.8% Expenditure Transfers $876,360 $810,001 $666,345 -$143,656 -17.7% Fixed Assets $9,420 $0 $0 $0 0% Provisions For Contingencies $600 $0 $0 $0 0% Total:$7,521,920 $9,157,190 $8,707,445 -$449,745 -4.9% Name FY2024 Actuals FY2025 Revised Budget FY2026 Recommended Budget FY24-25 Revised vs. FY25-26 Recommended ($) FY24-25 Revised vs. FY25-26 Recommended (%) Contra Costa County | FY25-26 Recommended Budget Page 33 Revenues Summary The FY25-26 Recommended Budget includes total revenue of $8,707,445 for the Agriculture/Weights and Measures Department, including a General Purpose Revenue allocation (net County cost) of $3.3 million and estimated State revenue of $4.1 million primarily from Unrefunded Gas Tax (UGT). The Department has also secured new contracts which will generate approximately $92,000 in additional State and Local revenues for FY25-26. 8,707,445 -$449,745 (-4.91% vs. prior year) Revenues by Source Budgeted Revenues by Source Millions Other Local Revenue General Purpose Revenue State Assistance FY2024 FY2025 FY2026 $0 $2 $4 $6 $8 $10 State Assistance $4,186,574 $4,005,943 $4,078,142 $72,199 1.8% Other Local Revenue $391,297 $1,332,358 $1,352,358 $20,000 1.5% General Purpose Revenue $2,944,049 $3,818,889 $3,276,945 -$541,944 -14.2% Total:$7,521,920 $9,157,190 $8,707,445 -$449,745 -4.9% Name FY2024 Actuals FY2025 Revised Budget FY2026 Recommended Budget FY24-25 Revised vs. FY25-26 Recommended ($) FY24-25 Revised vs. FY25-26 Recommended (%) Contra Costa County | FY25-26 Recommended Budget Page 34 Key Budget Updates In California, Agriculture/Weights and Measures functions receive signicant funding from the Unrefunded Gas Taxes (UGT), industrial hemp regulation, canine detection, and high-risk pest exclusion programs. A signicant portion of this funding is conditional on maintaining a General Fund contribution to the Department, pursuant to California Food and Agricultural Code section 224(g). The Department also derives funding from a variety of funding sources, including the California Department of Food & Agriculture and the Department of Pesticide Regulation, as well as pass–through funding from the United States Department of Agriculture (USDA). The FY25-26 Recommended Budget results in an overall 5% decrease in appropriations and estimated revenue, lower by $449,745 from FY24-25 to $8,707,445 for FY25-26. Adjusting for increased salary and benets costs and aligning the budget with the allocated FTE, including 12 part-time project positions, resulted in a net reduction of $31,000 from the Salaries and Benets budget to a total of $6,573,008 for FY25-26. Total State and Other Local Revenue for the Department is budgeted at $5,430,500, which is $92,122 higher than the prior year in anticipation of providing more billable services to the California Department of Food & Agriculture, plus a new local pest eradication contract with the Military Ocean Terminal Concord. General Purpose Revenue balances the budget with a net County cost of $3,276,945. During FY24-25, the Department concluded the signicant reclassication of multiple Biologist and Inspector positions into the consolidated classications of Agricultural Biologist/Weights & Measures Inspector I and Agricultural Biologist/Weights & Measures Inspector II. This action helps resolve recruiting and cross-training challenges while increasing service exibility, professional development for staff, and departmental succession planning. Overall, the Department maintains 47.7 FTE for the FY25-26 Recommended Budget. Equity in Service Delivery The Department promotes equity in the marketplace and has a high impact in vulnerable communities where inaccurate charges could cause disproportionate negative effects. Additionally, the Department continues its partnership with the UC Cooperative Extension (UCCE) to prioritize the connection between the agricultural community's local issues and the power of UC research. Goals Goal 1: Improve the effectiveness and efciency of the Department by adopting new technologies that are available to assist and improve the quality of work by identifying and obtaining new equipment or programs, such as a tablet-based program for pest detection trapping and a smartphone-based application for price verication work. Goal 2: Find efciencies and continue to nd new sources of funding to support an effective noxious weed management program and reduce the Department’s operational costs. Goal 3: Inform and help train growers and pest control professionals on the changes in laws and regulations that will affect how they conduct their businesses within the County. Goal 4: Strive for 95% compliance with price verication for business locations within the County and seek to conduct more inspections with fewer violations. Goal 5: Reach out to farmers to improve farming efciencies by educating farmers on how to reduce costs and improve operations. Goal 6: Reduce the pounds of agriculture-related landll materials by holding material and container recycling events. Goal 7: Increase the number of youth engaged through outreach events so they are more prepared to enter science careers and gain leadership skills. Contra Costa County | FY25-26 Recommended Budget Page 35 Accomplishments In Fall 2024, the Department hosted a recycling event for empty pesticide containers, continuing the success of the 2023 event. Over 19,000 pounds of containers were collected, exceeding the prior year's amount. The Department, in partnership with the California Department of Food and Agriculture, initiated an agricultural quarantine to address the detection of Oriental Fruit Fly in August 2023. The Department found 16 adult ies and CDFA found four larvae between August and October. The Department worked with State and Federal partners to eradicate the pest. Over 1,200 acres of crops were treated by growers in nearly 600 applications. Our staff as well as CDFA monitored these applications to keep the growers from losing their crops and keep the y from spreading outside the quarantine area. The quarantine was ofcially lifted on July 6 , 2024. The Agricultural division enforced regulations preventing the movement of Asian Citrus Psyllid and Sudden Oak Death to new locations in the County and State and zero originated from Contra Costa County. Exceeded the 2024 goal by four (4) to conduct 10 training events to inform and train growers and pest control professionals on the changes in laws and regulations that will affect how they conduct their businesses within the County. Department Administration successfully combined the classications of Weights & Measures Inspector and Agricultural Biologist into one classication. This should result in more efciencies in training and hiring, and allow the Department to more effectively utilize staff in slower seasons across the different programs. th Contra Costa County | FY25-26 Recommended Budget Page 36 Performance Measures Agricultural Division FY 16-17 FY17-18 FY18-19 FY19-20 FY20-21 FY21-22 FY22-23 FY23-24 Pest Detection Trapping Types of Traps 7 9 10 16 15 19 18 14 Peak Number of Traps Per Day 6,029 5,970 5,995 5,238 5,563 6,210 5,330 5,389 Servicings 68,668 79,498 91,514 109,026 93,881 76,213 73,545 76,873 The Department places and services exotic insect traps to ensure no new infestations of exotic insects get established in Contra Costa County and California. New invasive insects can cause lower crop production, outcompete native species, and increased pesticide use. Glassy-Winged Sharpshooter (GWSS) Finds in Shipments 1 1 1 0 3 0 0 5 Finds in Nurseries 1 2 0 1 1 0 2 0 The GWSS is an invasive pest that has become established in southern California. The Department monitors nurseries and nursery shipments to ensure the pest does not get established in Contra Costa County. Establishment can mean increased pesticide use for homeowners, vineyards, and nurseries. GWSS spreads Pierces Disease that can kill grapevines. Noxious Weed Control Sites Treated 48 44 43 34 39 39 41 36 Acres Treated 41 71 32 138 88 123 68 140 The Department controls Artichoke Thistle, Purple Star Thistle, and Red Sesbania. These pests are non-native and can be detrimental to park lands, range lands, and the natural environment. Pesticide Use Enforcement Inspections 477 532 560 575 473 441 411 515 Investigations 41 30 31 25 18 16 22 25 Trainings Given 26 15 15 17 15 3 7 10 Individuals Trained 536 161 440 536 172 80 361 191 The Department monitors and inspects pesticide use, storage, illness, complaints, and more. The Department aims to ensure employees, the public, and the environment are all safe, and all pesticide applications are done in a safe and legal manner. There were signicantly fewer trainings given and individuals trained for FY 21/22 due to changes in stafng and pesticide laws and regulations. Contra Costa County | FY25-26 Recommended Budget Page 37 Weights and Measures Division Weights and Measures inspects all devices and systems that weigh or measure for any commercial transaction to ensure fairness and equity in the marketplace. This includes gas pumps, scales at farmers' markets and grocery stores, taxi meters, scanners in department stores, and much more. Devices Inspected 10,09510,09510,095 9,8749,8749,874 10,16210,16210,162 8,7658,7658,765 10,20710,20710,207 11,38411,38411,384 8,7588,7588,758 10,51310,51310,513 Devices Inspected FY16-17 FY17-18 FY18-19 FY19-20 FY20-21 FY21-22 FY22-23 FY23-24 0 2,000 4,000 6,000 8,000 10,000 12,000 Device/Price Investigations and Violations 727272 676767 606060 424242 363636 464646 525252 404040 445445445 368368368 359359359 292292292 214214214 268268268 317317317 371371371 423423423 424424424 418418418 340340340 132132132 384384384 389389389 452452452 110110110 707070 818181 111111111 181818 626262 134134134 119119119 Investigations Violations Price Verication Inspections Price Verication Violations FY16-17 FY17-18 FY18-19 FY19-20 FY20-21 FY21-22 FY22-23 FY23-24 0 100 200 300 400 500 Contra Costa County | FY25-26 Recommended Budget Page 38 Agricultural Detector Dog Contra Costa County's detector dog "Major" and canine handler team intercept packages at parcel delivery facilities like FedEx, UPS, and the post ofce. The dog is trained to scratch at parcels and alert his handler ofcer of any package that contains agricultural products. The package is then opened and inspected to determine if the agricultural products inside are allowed entry into California. The goal is to eliminate invasive species before pests can cause environmental damage, quarantines, and increased pesticide treatments. *Partial data for FY16-17, FY 17-18, FY18-19. Agricultural Detector Dog 4,0394,0394,039 4,5044,5044,504 7,2577,2577,257 5,0105,0105,010 7,0517,0517,051 5,1565,1565,156 4,8184,8184,818 4,6424,6424,642 108108108 656565 233233233 415415415 1,0951,0951,095 897897897 944944944 646646646 999 515151 108108108 808080 767676 Shipments Intercepted Unmarked Shipments Actionable Pests Found FY16-17* FY17-18* FY18-19* FY19-20 FY20-21 FY21-22 FY22-23 FY23-24 0 1,000 2,000 3,000 4,000 5,000 6,000 7,000 8,000 Contra Costa County | FY25-26 Recommended Budget Page 39 UC Master Gardeners & 4-H Programs The UC Master Gardeners educate residents on promoting healthy and sustainable homes and communities. The UC Master Gardener volunteers help answer questions on home horticulture, integrated pest management, and sustainable landscape practices. The 4-H Youth Development Program is a hands-on exploration to project-based skill building for young people focusing on STEM (Science, Technology, Engineering and Mathematics), Agriculture, Healthy Living, Civic Engagement, and Leadership. FY21-22 program data is not available for either program below. UC Master Gardener Program 244244244 235235235 239239239 29,28429,28429,284 31,81331,81331,813 32,02732,02732,027 10,08310,08310,083 9,8359,8359,835 6,6446,6446,644 Active Volunteers Hours Contributed Direct Contacts FY20-21 FY22-23 FY23-24 0 10,000 20,000 30,000 40,000 Countywide 4-H Program 462462462 555555555 578578578 161161161 217217217 240240240 141414 121212 121212 Youth Enrolled Volunteers Clubs Countywide FY20-21 FY22-23 FY23-24 0 200 400 600 800 Contra Costa County | FY25-26 Recommended Budget Page 40 Assessor Gus Kramer County Assessor, Elected For more information, call (925) 313-7400 or visit https://www.contracosta.ca.gov/191/Assessor (https://www.contracosta.ca.gov/191/Assessor) DEPARTMENT OVERVIEW The County Assessor is an elected ofcial and is governed by the California Constitution, the laws passed by the Legislature, and the rules adopted by the State Board of Equalization. The Ofce is responsible for discovering and assessing all property within the county; producing and delivering an assessment roll by July 1 of each year; valuing all real property; auditing and valuing all taxable personal property of entities doing business in the County; establishing and maintaining a set of 12,800 maps for assessment purposes, delineating every parcel of land in the county; and providing public information to assist taxpayers with questions about property ownership and assessment. Program Area Description The Appraisal Division ensures that all secured real and personal property within the county has been accurately valued and entered on the regular and supplemental assessment rolls. The Business Division ensures that all business personal property within the county has been accurately reported, valued, and entered on the regular and supplemental assessment rolls. The Support Services Division enrolls all valid exemptions on the annual and supplemental local assessment rolls; provides data entry and drafting services for the department; reviews policies and procedures and makes changes where necessary; and provides public information services to agencies, private organizations and to the public. Other Funds The State-County Property Tax Administration Grant Program (Special Revenue Fund) is restricted by law to activities related to the improvement of operations and enhancement of computer applications and systems, specically the County’s property tax administration system. Revenue was received, as a one-time allocation, in FY04-05 as part of an agreement between the County and the State Department of Finance (AB 589). Contra Costa County | FY25-26 Recommended Budget Page 41 Organizational Chart The Assessor's Ofce is currently staffed by 108 full-time equivalent positions. Six (6) position adds and one (1) position deletion are being recommended as part of the FY25-26 budget for a net increase of ve (5) in the overall position count. Full-time Equivalent Employee (FTE) Summary FY24-25 Revised FY25-26 Recommended Change 16 - ASSESSOR 108 113 5 Assessor Elected Appraisal Division All Secured Real & Personal Property Valuation Support Services Division Exemptions, Data & Drafting Services Business Division All Business Property Valuation Expenditures Summary The Assessor's Ofce general fund operations total $23,970,501 and funds the Appraisal, Business and Support Service divisions. Total agency expenditures of $27,148,256 include an additional $3,177,755 for the State-County Property Tax Administration Grant Program (Special Revenue Fund). 27,148,256 $564,054 (2.12% vs. prior year) Expenditures by Expense Type Salary and benets of $19,460,031 represent 72% of net expenditures and will fund the cost of 113 positions in FY25-26. Services and supplies total $4,593,291, 70% of which are interdepartmental charges for information technology, telecommunications, and building occupancy costs. Other operating costs in the amount of $172,009 primarily reect the Assessor's share of General Liability Self-Insurance costs and any anticipated xed asset acquisitions. Expenditure transfers of $2,922,925 reect costs offset by the Property Tax Administration (Special Revenue) Fund and reimbursement for parcel map information provided to the County's Geographic Information Systems program. Contra Costa County | FY25-26 Recommended Budget Page 42 Budgeted and Historical Expenditures by Expense Type Millions Fixed Assets Other Charges Expenditure Transfers Services And Supplies Salaries And Beneﬁts FY2024 FY2025 FY2026 $-5 $0 $5 $10 $15 $20 $25 $30 Salaries And Benefits $15,731,409 $19,210,694 $19,460,031 $249,337 1.3% Services And Supplies $4,232,177 $4,307,609 $4,593,291 $285,682 6.6% Other Charges $113,280 $132,341 $162,009 $29,668 22.4% Expenditure Transfers -$287,667 $2,923,559 $2,922,925 -$634 0% Fixed Assets $0 $10,000 $10,000 $0 0% Total:$19,789,199 $26,584,203 $27,148,256 $564,054 2.1% Name FY2024 Actuals FY2025 Revised Budget FY2026 Recommended Budget FY24-25 Revised vs. FY25-26 Recommended ($) FY24-25 Revised vs. FY25-26 Recommended (%) Revenues Summary The majority of costs for the Assessor's Ofce are offset by general purpose revenue (net County cost) and are anticipated to be $22,808,976 in FY25-26 (84% of the total). There is an additional $3,177,755 of restricted funding from the Property Tax Administration Program (special revenue fund). The balance of $1,161,525 is received through a combination of fees and property tax-related cost recovery. 27,148,256 $564,054 (2.12% vs. prior year) Revenues by Source Contra Costa County | FY25-26 Recommended Budget Page 43 Budgeted Revenues by Source Millions Other Local Revenue General Purpose Revenue FY2024 FY2025 FY2026 $0 $5 $10 $15 $20 $25 $30 Other Local Revenue Use Of Money & Property $150,275 $0 $0 $0 0% Charges For Services $1,066,965 $1,151,633 $1,152,525 $892 0.1% Miscellaneous Revenue $29,576 $9,000 $9,000 $0 0% Fund Balance -$150,275 $3,177,755 $3,177,755 $0 0% Total Other Local Revenue:$1,096,541 $4,338,388 $4,339,280 $892 0% General Purpose Revenue $18,692,657 $22,245,815 $22,808,976 $563,162 2.5% Total:$19,789,199 $26,584,203 $27,148,256 $564,054 2.1% Name FY2024 Actuals FY2025 Revised Budget FY2026 Recommended Budget FY2025 Revised vs. FY2026 Recommended ($) FY2025 Revised vs. FY2026 Recommended (%) Contra Costa County | FY25-26 Recommended Budget Page 44 Key Budget Updates The County Assessor is an elected ofcial and is governed by the California Constitution, the laws passed by the Legislature, and the rules adopted by the State Board of Equalization. The main function of the Assessor’s Ofce is to discover and assess all property within the county and to produce the annual County Assessment Roll. This function provides the largest revenue source for the County General Fund and, thereby, funds most County operations. The FY25-26 expenditures increased by $564,054 over the FY24-25 Adjusted Budget. Salary and benet costs increased by $249,337 to reect anticipated cost of living increases and related benet increases. Ten (10) long-term vacant positions were deactivated in November, 2024 and not included in the salary and benet forecast for FY25-26. Six (6) of these positions are recommended to be added back and one (1) further position is being eliminated. The adjustment in position count resulted in a minimal year-to-year change for salary and benet costs. Other operating costs, including interdepartmental charges for information technology, telecommunications, building costs, and general liability insurance, increased by $314,716. Revenue increased by $892. The general-purpose revenue allocation (net County cost) increased by $563,161 over FY24-25. The Assessor's Ofce also manages the State-County Property Tax Administration Grant Program-Special Revenue Fund. Following R&T §95.35, the Ofce elected to participate in the program in 2004. Funding is restricted to enhancements of the property tax administration system. The Assessor’s Ofce is budgeted for a total of 113 full-time equivalent positions in FY25-26. The total includes a request to add one (1) Supervising Auditor-Appraiser, three (3) Junior Appraisers and two (2) Computer-Aided Design (CAD) Operators, as well as the elimination of one (1) Clerical Staff Manager position. The Ofce continues to experience a high level of staff turnover from resignations and retirements. Difculties in hiring and maintaining adequate stafng hamper the Department's ability to close the regular and supplemental assessment rolls in a timely manner and meet the statutory program obligations of the ofce. Additionally, the passage of Proposition 19 has increased stafng needs in the Department. Proposition 19: Home Protection for Seniors, Severely Disabled, Families and Victims of Wildre or Natural Disasters Act, passed in 2020, permits homeowners who are 55, severely disabled, or whose homes were destroyed by wildre or disaster, to transfer their primary residence’s property tax base value to a replacement residence of any value, anywhere in the state. A signicant amount of staff time has been required from the Ofce to educate the public, update systems, and process a high volume of applications related to Proposition 19. The Recommended Budget will permit the Assessor's Ofce to continue mandated operations and will work towards addressing the workload increase associated with the passage of Proposition 19. Equity in Service Delivery The Assessor's Ofce is committed to maintaining a diverse and inclusive workforce. The Department will continue to conduct outreach and recruit staff to better reach its underrepresented groups. The Assessor's Ofce will focus on improving services to the County's diverse community. The Department has expanded its ongoing language translation project to reimagine taxpayer information resources by developing easy-to-use fact sheets. The improved format will be made available to taxpayers in English, Spanish, Chinese, and Tagalog, on the Ofce's webpage and in print. In addition, the Assessor's Ofce is supporting its bilingual staff in becoming eligible to provide in-person and telephone services to the public in Spanish, Chinese, and Tagalog. Community outreach and education have always been top priorities for the Department. The Assessor and staff will continue their long-standing community outreach program, which provides community education and training to service groups, associations, realty organizations, and at community events. Notable events include Veterans' Operation Documentation and the Contra Costa County's Annual Spring Block Party. Contra Costa County | FY25-26 Recommended Budget Page 45 Goals The Department will continue to address the large number of applications we continue to receive and the unforeseen complexities and unexpected increase in workload that has arisen from the passage of Proposition 19. The Department will continue to review the workows and identify any efciencies that can be made in the processes; will continue to update the procedures as the law is amended and guidance is given by the Board of Equalization; will continue to work on developing custom-built databases and programs to help electronically track pertinent Proposition 19 information; and work to secure and train enough staff to implement the complex changes brought about by Proposition 19, so applications can be processed as efciently as possible. The Department will nalize and implement redesigned Commercial and Residential Building Permit Questionnaires, which will be easier for the taxpayer to complete and are expected to increase the return rate and reduce staff time spent collecting pertinent information from the taxpayer. The Department has been understaffed in its drafting division for many years, and it has been unable to successfully recruit or retain staff in this critical division that creates and maintains over 12,000 maps for assessment purposes, and provides metadata and polygon les to cities, special districts and the County, including for the County Geographic Information Systems Program. The department will work with the Human Resources Department to update the class specications in the division and request a salary survey in an effort to recruit and retain staff for this critical division. The Department will make improvements to the Local Exemptions division database for Welfare Exemptions to be able to electronically capture and retain annual welfare ling data for future reference and reports. Currently, staff have to pull paper le folders in order to reference prior year data. Improving the database to retain prior years' data will promote consistency and reduce staff time on the processing of Welfare Exemptions. The Department will be updating its annual Value Notice Postcards to include exemption amounts so that the taxpayer will now see the net assessed value. Currently, the Value Notice Postcard only displays the gross assessed value. This change will benet the taxpayer and reduce the amount of customer service calls the department receives, saving staff time. Accomplishments The Department successfully recruited, hired and is in the process of training two new Auditor-Appraiser hires in its Business Division. The Department’s Administrative Services Division is now proctoring California State Board of Equalization exams in-house for Appraisers and Auditor-Appraisers testing for classes towards Permanent and Advanced Certication. As a result, 6 Junior Appraisers received a Permanent Certication and 1 Appraiser and 2 Auditor-Appraisers received an Advanced Certication. Conducting these examinations in-house has resulted in a reduction of costs for travel and saves staff time. Administrative personnel staff attended various training sessions on leave of absence laws, including the Family and Medical Leave Act (FMLA), California Family Rights Act (CFRA), and Pregnancy Disability Leave (PDL), and the required forms and notices. Some notable training includes the new Reproductive Loss Leave and how to properly designate and calculate complex PDL cases. Managers and supervisors also attended training to better understand their roles and responsibilities involving FMLA and CFRA leave. A new updated valuation program for valuing large apartment complexes was created and put to use by the Department. The new program streamlines the user interface for the valuation of apartment complexes and includes a new sales comparison template for valuing apartment complexes. The new program has created consistency and efciency and has helped reduce the amount of time required to do an apartment appraisal. The Assessor’s Ofce, with assistance from the Department of Information Technology (DOIT) and the Auditor’s Ofce, made improvements to the computer program that transmits supplemental assessment values to the Auditor’s Ofce. This corrected a long-standing issue of some supplemental assessments failing to automatically transmit to the Auditor’s Ofce, which required time-intensive, manual transmission and coordination between the Assessor’s staff, the Auditor’s staff and DOIT staff. The Assessor’s Ofce completed its ve-year statutory sample and survey by the California State Board of Equalization and passed with an exceptional average assessment ratio of 99.78% - one of the best in the State of California. This allows the County to continue to receive reimbursement of costs associated with administering supplemental assessments. Contra Costa County | FY25-26 Recommended Budget Page 46 Performance Measures Department Goal: Complete all required audits in the Business Division. Number of Audits Completed in the Business Division FY 20/21 FY 21/22 FY 22/23 FY 23/24 FY 24/25 Target 175 175 175 175 175 Actual 152 125 108 140 Note: Due to a high volume of staff turnover during the last four years, the Business Division has not been able to meet its annual target of 175 audits. The Department recently lled two Auditor- Appraiser I positions and will have seven Auditor-Appraisers working to complete audits to meet the target goal of 175 audits in FY 24-25. Department Goal: Continue to reduce the percentage of outstanding applications, as described below. Percentage of Outstanding Proposition 58 and 193, Parent/Child Exclusion Applications 2021 2022 2023 2024 2025 Target 641 256 227 74 Actual 1700 351 100 37 Total Received 2575 1032 909 296 Target Percentage 25%25%25%15%15% Actual Percentage 66%34%11%13% Note: Due to the Proposition 19 - Intergenerational legislation (effective 2/16/21), there was a signicant increase in applications to fall under the old P58/193 laws. However, because of the new law, P58/193 applications received have, and will continue, to decrease and become obsolete by pure attrition. As such, the target percentage has been adjusted to reect the decrease in anticipated future annual applications received. Percentage of Outstanding Proposition 19 – 55+ Base Transfers (Law Effective 4/1/21) 4/1/2021-12/31/21 1/1/2022-12/31/22 1/1/2023-12/31/23 1/1/24-12/31/24 1/1/25-12/31/25 Target 95 133 112 93 Actual 616 256 199 161 Total Received 635 882 765 623 Target Percentage 15%15%15%25%25% Actual Percentage 97%29%26%26% Note: The number of outstanding Proposition 19 Base Transfer applications was high for 2021 due to the new law. Since 2021, the Assessor’s Ofce has streamlined the processing of these applications; however, it continues to receive more annual Proposition 19 Base Transfer applications than was anticipated. As such, the target percentage has been adjusted to reect the increase in anticipated future annual applications received. Percentage of Outstanding Proposition 19 – Intergenerational (Law Effective 2/16/21) 2/16/2021-12/31/21 1/1/2022-12/31/22 1/1/2023-12/31/23 1/1/24-12/31/24 1/1/25-12/31/25 Target 63 131 163 110 Actual 175 194 170 100 Total Received 250 524 653 441 Target Percentage 25%25%25%25%25% Actual Percentage 70%37%26%23% Note: The number of outstanding Proposition 19 Intergenerational applications was high for 2021 due to the new law. Contra Costa County | FY25-26 Recommended Budget Page 47 Auditor-Controller TBD... County Auditor-Controller, Elected For more information, call (925) 608-9300 or visit https://www.contracosta.ca.gov/6533/Auditor-Controller (https://www.contracosta.ca.gov/6533/Auditor-Controller) DEPARTMENT OVERVIEW Department Description: The Auditor-Controller is an elected ofcial and serves as the Chief Accounting Ofcer for the County. The mandate is to ensure the required Auditor-Controller functions specied in the California Constitution, under various California codes, and by the Board of Supervisors are performed. The duties are performed under the legal authority primarily set forth in the Government Code, beginning with Sections 26880 and 26900. The Ofce of the Auditor-Controller ’s primary mission is to ensure the scal integrity of the County’s nancial records and to provide service, assistance and information to the public, the Board of Supervisors, the County Administrator ’s Ofce, County departments and employees, special districts, and some non-county regional agencies. Program Area Description General Fund Operations include: The Property Tax Division builds the countywide tax roll and allocates and accounts for property tax apportionments and assessments for all jurisdictions in the county. The Payroll Division processes payroll for all County departments, most re districts, some special districts, and some non-County regional agencies. The General Accounting & Accounts Payable Division manages the countywide Financial System and processes various types of scal information for County departments, special districts, and other non-County agencies. The division maintains the general ledger and enforces accounting policies, procedures, and processes. Duties include: ensuring nancial reporting in accordance with County policies and state and federal guidelines; reconciling xed asset activity to County inventory; and processing payments for demands against purchase orders and contracts. The Internal Audit Division develops and executes audit programs for the examination,verication, and analysis of nancial records, procedures, and internal controls of the County departments. Internal Audit also produces the Annual Comprehensive Financial Report. The Special Accounting Division assists in preparing the budget documents for the County and special districts, including monitoring expenditures for budget compliance. Special Accounting prepares the countywide Cost Allocation Plan, various scal reports, and assists in the issuance and administration of county and school bonds. The Administration & Systems Division provides general management of the nancial information and accounts of all departments, districts, and other agencies governed by the Board of Supervisors. The division provides employee development, personnel, payroll, scal administration, as well as systems development and support. Other Special Revenue Fund: Automated Systems Development (Special Revenue Fund): Accumulates interest earnings from the Teeter Plan borrowing program and other funding sources to nance maintenance and enhancement of countywide nancial systems. The current balance is approximately $2.5 million. Contra Costa County | FY25-26 Recommended Budget Page 48 Organizational Chart The Auditor-Controller's Ofce is currently staffed by 64 full-time equivalent positions as summarized below. The Recommended Budget includes funding for an additional Supervising Accountant-Auditor position for a total of 65 full-time equivalent positions. Full-time Equivalent Employee (FTE) Summary FY24-25 Revised FY25-26 Recommended Change 10 - AUDITOR-CONTROLLER 64 65 1 Auditor-Controller Elected Property Tax Countywide tax roll, Apportionments General Accounting & Accounts Payable General Ledger, Fixed Assets, Payments Special Accounting Budget, Cost Allocation Plan, Bond Administration Countywide Payroll Payroll Processing for County, Special Districts Internal Audit Audit programs for internal controls of County Annual Comprehensive Financial Report Systems Development Systems Development & Support Contra Costa County | FY25-26 Recommended Budget Page 49 Expenditures Summary The Auditor-Controller's Ofce general fund operations total $13,176,137. This amount funds the general operating divisions of Property Tax, Payroll, General Accounting & Accounts Payable, Internal Audit, Systems, Special Accounting, as well as the overall administration of operations. Total agency expenditures of $13,376,137 include an additional $200,000 for Automated Systems Development (Special Revenue Fund). 13,376,137 -$44,157 (-0.33% vs. prior year) Expenditures by Expense Type Salaries and benets will total $11,597,692 and represent 87% of total expenditures. This amount includes negotiated wage and benet adjustments and will fully fund 64 positions in FY25-26. Services and supplies will total $1,948,779, of which 36% is due to interdepartmental charges for information technology, telecommunications, and building-related costs. A further 33% of services and supplies reect anticipated technology, software and equipment-related costs. Other Charges in the amount of $29,135 of the Auditor-Controller's share of General Liability Self-Insurance charges. Expenditure Transfers, in the amount of -$199,469, are charged to other General Fund Departments for auditing and accounting services. Budgeted and Historical Expenditures by Expense Type Millions Expenditure Transfers Fixed Assets Other Charges Services And Supplies Salaries And Beneﬁts FY2024 FY2025 FY2026 $-2.5 $0 $2.5 $5 $7.5 $10 $12.5 $15 Salaries And Benefits $8,489,093 $11,015,460 $11,597,692 $582,232 5.3% Services And Supplies $1,387,008 $2,339,894 $1,948,779 -$391,115 -16.7% Name FY2024 Actuals FY2025 Revised Budget FY2026 Recommended Budget FY24-25 Revised vs. FY25-26 Recommended ($) FY24-25 Revised vs. FY25-26 Recommended (%) Contra Costa County | FY25-26 Recommended Budget Page 50 Other Charges $29,135 $29,135 $29,135 $0 0% Expenditure Transfers -$188,268 -$164,195 -$199,469 -$35,274 21.5% Fixed Assets $0 $200,000 $0 -$200,000 -100% Total:$9,716,968 $13,420,294 $13,376,137 -$44,157 -0.3% Name FY2024 Actuals FY2025 Revised Budget FY2026 Recommended Budget FY24-25 Revised vs. FY25-26 Recommended ($) FY24-25 Revised vs. FY25-26 Recommended (%) Revenues Summary The Auditor-Controller's Ofce receives revenue from audit and accounting fees as well as property tax administrative cost recoveries. FY25-26 revenue is anticipated to total $8,580,757, which funds 64% of the cost of operations. An additional $185,000 is budgeted from the Automated Systems Development Fund Balance. The remaining $4,610,380 or 36% is an allocation of general purpose revenue (net County cost). These amounts comprise total funding of $13,376,137. 13,376,137 -$44,157 (-0.33% vs. prior year) Revenues by Source Budgeted Revenues by Source Millions General Purpose Revenue Other Local Revenue FY2024 FY2025 FY2026 $0 $2.5 $5 $7.5 $10 $12.5 $15 Other Local Revenue Use Of Money & Property $118,377 $15,000 $15,000 $0 0% Name FY2024 Actuals FY2025 Revised Budget FY2026 Recommended Budget FY24-25 Revised vs. FY25-26 Recommended ($) FY24-25 Revised vs. FY25-26 Recommended (%) Contra Costa County | FY25-26 Recommended Budget Page 51 Charges For Services $8,417,460 $8,118,858 $8,340,757 $221,899 2.7% Miscellaneous Revenue $231,461 $225,000 $225,000 $0 0% Fund Balance $81,623 $185,000 $185,000 $0 0% Total Other Local Revenue:$8,848,921 $8,543,858 $8,765,757 $221,899 2.6% General Purpose Revenue $868,047 $4,876,436 $4,610,380 -$266,056 -5.5% Total:$9,716,968 $13,420,294 $13,376,137 -$44,157 -0.3% Name FY2024 Actuals FY2025 Revised Budget FY2026 Recommended Budget FY24-25 Revised vs. FY25-26 Recommended ($) FY24-25 Revised vs. FY25-26 Recommended (%) Contra Costa County | FY25-26 Recommended Budget Page 52 Key Budget Updates The mission of the Auditor-Controller's Ofce is to ensure the scal integrity of the County’s nancial activities through the efforts of all program areas: Property Tax, Payroll, General Accounting, Accounts Payable, Internal Audit and Special Accounting. Signicant duties of the Ofce include: issuance of the County's Annual Comprehensive Financial Report; production of the payroll for all County departments, most re districts, special districts and some non-County regional agencies; and production of the countywide tax roll and accounting for property tax apportionments and assessments for all jurisdictions in the county. The FY25-26 recommended budget reects General Fund expenditures of $13,176,137, a decrease of $44,157 from the FY24-25 adjusted budget. Revenues total $8,565,757 and the net County cost (share of General-Purpose Revenue) totals $4,610,380. The Auditor-Controller's Ofce also manages the Automated Systems Development Special Revenue Fund, which reects expenditures of $200,000 that are restricted to costs related to maintenance and enhancement of countywide nancial systems. This amount is offset by $15,000 of interest earnings and $185,000 accumulated fund balance. Total agency expenditures (including both General Fund and Special Revenue Funds) total $13,376,137. The FY25-26 recommended budget provides 65 authorized and funded positions for the Auditor-Controller. Salary and benet costs increased by $382,232 to fund negotiated wage and benet adjustments. A further increase of $200,000 will fund the addition of a Supervising Accountant Auditor position for the Property Tax Division. Other operating costs, including information technology, communications, and insurance decreased by $391,115. The reduction in costs is mainly due to removal of one-time funding allocations for facility repair and sales tax audit fees. Estimated revenue increased by $221,899 due to a combination of increased auditing and accounting fees. The resulting share of general-purpose revenue decreased by $266,056. The FY25-26 Recommended Budget will enable Auditor-Controller's Ofce to continue performing mandated functions. Upcoming projects for the Ofce include working with the Department of Information Technology and Human Resources Department on an update to the Kronos Timekeeping System as well as working with the Treasurer Tax Collector ’s Ofce on planning and implementation of a new County Property Tax System. The County Administrator is recommending the addition of one Supervising Accountant-Auditor position for the Property Tax Division for FY25-26. County Auditor-Controller, Robert Campbell, announced his retirement effective March 2025. Mr. Campbell has held the elected position of Auditor-Controller since January 2011, and his current term runs through 2027. In FY25-26, an interim County Auditor-Controller, appointed by the Board of Supervisors, will oversee the Ofce and complete the remainder of the term. Equity in Service Delivery The Ofce of the Auditor Controller is committed to diversity, equity and maintaining a work environment where everyone is treated fairly and respectfully. The Ofce will continue to work with Human Resources to attract a diverse pool of qualied applicants for recruitment. The Ofce will also look to support the development of the Ofce of Racial Equity and Social Justice. Contra Costa County | FY25-26 Recommended Budget Page 53 Goals Continue to meet the Ofce mandates, such as preparing the Annual Comprehensive Financial Report, issuing payroll, apportioning property taxes, and making vendor payments despite ongoing stafng challenges. Continue to work with the Assessor’s Ofce on the implementation of Proposition 19 and prepare for the reporting requirements to the State. Continue to work with the Department of Information Technology and the Human Resources Department on the implementation of a new timekeeping system. Work with the Treasurer-Tax Collector’s Ofce, County Administrator’s Ofce, and the Department of Information Technology to evaluate and plan for the County property tax system replacement. Work with the Public Works Department and County Administrator’s Ofce regarding an enhancement to the County’s nance system to focus on procurement and inventory. Accomplishments FY23-24 marks the rst full scal year that the County’s new nance system (Workday) has been operational. During this time, the Ofce of the Auditor-Controller has been working on post-implementation stabilization and enhancements. Additionally, new and updated custom reports have been made available to county departments and support has been offered to department users through responding to Help Desk tickets and hosting open labs. To aid in the scal year-end closing process, the Ofce of the Auditor-Controller produced an updated scal year- end closing manual for the departments and provided training sessions. The manual contained updated processes in relation to the new nance system and contained information and procedures related to recently implemented GASB standards. The Ofce of the Auditor-Controller received the State Controller’s “Award for Achieving Excellence in Financial Reporting.” This award serves to recognize that the County submitted an accurate and timely nancial report for the scal year ended June 30, 2023. The reporting helps the State Controller’s Ofce publish accurate and useful local government nancial data in the Counties Annual Report. Policymakers and other interested parties throughout California rely on the quality of this uniformly reported information. The Government Finance Ofcers Association of the United States and Canada awarded a Certicate of Achievement for Excellence in Financial Reporting to Contra Costa County for its annual comprehensive nancial report for the scal year ended June 30, 2023. This was the forty-second consecutive year the county has received this prestigious award. To be awarded a Certicate of Achievement, a government must publish an easily readable and efciently organized annual comprehensive nancial report. This report must satisfy both generally accepted accounting principles and applicable legal requirements. Operations Indicators Property Tax Division Calculated and apportioned approximately $3.68 billion in 1% Property Tax, Bonds, Special Taxes, Assessments, and Fees for FY24-25. General Accounting and Accounts Payable Division Total Payments issued (2024): $2,051,435,491 Number of Checks Processed (2024): 114,815 Number of Electronic Transfers (2024): 26,183 Payroll Division Gross Annual Payroll (2024): $1,293,549,258 Annual Checks & Advices issued (2024): 146,524 Annual Advance Checks & Advices issued (2024) 80,183 W2’s issued (2024): 12,556 Contra Costa County | FY25-26 Recommended Budget Page 54 Board of Supervisors Candace Andersen Chair, Board of Supervisors For more information, call (925) 655-2000 or visit https://ca-contracostacounty3.civicplus.com/7283/Board-of-Supervisors . From left: Supervisor Ken Carlson (https://www.contracosta.ca.gov/6291/District-4-Supervisor-Ken-Carlson), Supervisor Diane Burgis (https://www.contracosta.ca.gov/6437/District-3-Supervisor-Diane-Burgis) (Vice Chair), Supervisor Candace Andersen (https://www.contracosta.ca.gov/4668/District-2-Supervisor-Candace-Andersen) (Chair), Supervisor John M. Gioia (https://www.contracosta.ca.gov/5216/District-1-Supervisor-John-M-Gioia), and Supervisor Shanelle Scales-Preston. DEPARTMENT OVERVIEW Department Description Contra Costa County is a "General Law" county deriving its duties from state law, including those of the Board of Supervisors. The duties of the Board include: appointing most County department heads, except elected ofcials, and providing for the appointment of all other County employees; providing for the compensation of all County ofcials and employees; creating ofces, boards and commissions as needed, including appointing members and xing the terms of ofce; awarding all contracts for Public Works projects and all other contracts exceeding $200,000; adopting an annual operating budget; sponsoring an annual audit of all County accounts, books, and records; supervising the operations of departments and exercising executive and administrative authority through the County Administrator; serving as the appellate body for planning and zoning issues; and serving as the County Board of Equalization (the Board has created an Assessment Appeals Board to perform this function). Program Area Description Board Operations, Legislation and Policy Direction. Enforces statutes and enacts legislation to serve and protect County residents, establishes general operating policies and plans, adopts annual budgets and levies taxes, determines land use, and appoints County ofcials. Contra Costa County | FY25-26 Recommended Budget Page 55 Municipal Advisory Councils (MACs). Municipal Advisory Councils advise the Board of Supervisors on matters that relate to their respective unincorporated areas concerning the provision of government services, which are or may be provided to the area by the County or other local government agencies, including, but not limited to, public health, safety, social services, public works, and planning. Personnel Merit Board. The Merit Board hears and makes determinations on appeals of merit-system employees and oversees the system to ensure that merit principles are upheld. Community Impact Mitigation Programs. The Board administers certain community impact mitigation programs funded by waste processing facility fees for the benet of residents in the West County area, including: West Contra Costa Sanitary Landll Mitigation Program. This program provides funding from solid waste transfer facility mitigation fees related to West Contra Costa Sanitary Landll, Inc. beneting the Richmond area. Funding is currently used to partially fund a resident deputy sheriff position in North Richmond. (General Fund) North Richmond Waste & Recovery Mitigation Fund. This program is funded by collection of a fee designed to mitigate designated impacts resulting from both County and city approved land use permits for the expanded Bulk Material Processing Center (BMPC) located in North Richmond. More information about this mitigation fee program can be found here: https://www.cccrecycle.org/206/Mitigation-Fee-InformationProgram (https://www.cccrecycle.org/206/Mitigation-Fee-Information). (Special Revenue Fund) Contra Costa County | FY25-26 Recommended Budget Page 56 Organizational Chart In Contra Costa County, the Board of Supervisors is composed of ve, elected members that are registered voters of, and reside in, the Supervisorial District from which the member is elected, pursuant to Government Code section 25000. Elected County Supervisors represent and are accountable directly to the residents of Contra Costa County. The Board of Supervisors' department is staffed by 32.00 full-time equivalent positions, including each of the ve elected Supervisors as summarized below: Full-Time Equivelent Employee (FTE) Position Summary FY24-25 Revised FY25-26 Recommended Change 01 - BOARD OF SUPERVISORS 32.00 32.00 0.00 Below is a map illustrating the boundaries of each Supervisorial District within Contra Costa County followed by an Organizational Chart showing the County Supervisor that represents each District area. (https://cleargov.com/resource/cleargov-prod/projects/documents/245cec7bb6cdc38c7273.pdf) Contra Costa County | FY25-26 Recommended Budget Page 57 Board of Supervisors Organizational Chart Residents Contra Costa County John M. Gioia District I Candace Andersen District II Diane Burgis District III Ken Carlson District IV Shanelle Scales- Preston District V Contra Costa County | FY25-26 Recommended Budget Page 58 Expenditures Summary The FY25-26 Recommended Budget includes a net expenditure decrease of $872,832 from the FY24-25 Revised Budget primarily due to the removal of one-time appropriations for Board Mitigation programs in the amount of $1,753,461. This amount is partially offset by scheduled increases in salary and benet costs in the amount of $829,483 as well as rates charged for interdepartmental service charges, such as Information Technology support and building occupancy costs. 10,233,441 -$872,832 (-7.86% vs. prior year) Expenditures by Expense Type Budgeted and Historical Expenditures by Expense Type Millions Fixed Assets Expenditure Transfers Other Charges Services And Supplies Salaries And Beneﬁts FY2024 FY2025 FY2026 $0 $10 $2.5 $5 $7.5 $12.5 Salaries And Benefits $5,541,811 $5,855,861 $6,514,185 $658,325 11.2% Services And Supplies $2,865,787 $5,082,254 $3,474,081 -$1,608,173 -31.6% Other Charges $140,132 $124,958 $151,975 $27,017 21.6% Expenditure Transfers $134,733 $43,200 $93,200 $50,000 115.7% Fixed Assets $5,213 $0 $0 $0 0% Total:$8,687,676 $11,106,273 $10,233,441 -$872,832 -7.9% Name FY2024 Actuals FY2025 Revised Budget FY2026 Recommended Budget FY24-25 Revised vs. FY25-26 Recommended ($) FY24-25 Revised vs. FY25-26 Recommended (%) Contra Costa County | FY25-26 Recommended Budget Page 59 Expenditures by Program Budgeted and Historical Expenditures by Program Millions Personnel Merit Board Board Mitigation Programs No Rich Wst&Rcvy Mtgn Fee Department Of Supervisors FY2024 FY2025 FY2026 $0 $10 $2.5 $5 $7.5 $12.5 Department Of Supervisors $7,815,194 $8,233,958 $9,063,441 $829,483 10.1% Board Mitigation Programs $152,764 $2,003,461 $250,000 -$1,753,461 -87.5% Personnel Merit Board $59,981 $68,854 $60,000 -$8,854 -12.9% No Rich Wst&Rcvy Mtgn Fee $659,738 $800,000 $860,000 $60,000 7.5% Total:$8,687,676 $11,106,273 $10,233,441 -$872,832 -7.9% Name FY2024 Actuals FY2025 Revised Budget FY2026 Recommended Budget FY24-25 Revised vs. FY25-26 Recommended ($) FY24-25 Revised vs. FY25-26 Recommended (%) Contra Costa County | FY25-26 Recommended Budget Page 60 Revenues Summary The Recommended Budget reects total revenue of $10,233,441 for the Board of Supervisors' Agency, including $860,000 related to the North Richmond Waste and Recovery Mitigation Fee special revenue fund. The $9,373,441 portion of General Fund revenue includes a General Purpose Revenue allocation (net County cost) of $8,764,441. 10,233,441 -$872,832 (-7.86% vs. prior year) Revenues by Source Budgeted Revenues by Source Millions Other Local Revenue General Purpose Revenue FY2024 FY2025 FY2026 $0 $10 $2.5 $5 $7.5 $12.5 Use Of Money & Property $69,558 $50,273 $60,000 $9,727 19.3% Charges For Services $1,596,857 $1,308,727 $1,409,000 $100,273 7.7% Miscellaneous Revenue $500 $0 $0 $0 0% Fund Balance -$239,846 $0 $0 $0 0% General Purpose Revenue $7,260,607 $9,747,273 $8,764,441 -$982,832 -10.1% Total:$8,687,676 $11,106,273 $10,233,441 -$872,832 -7.9% Name FY2024 Actuals FY2025 Revised Budget FY2026 Recommended Budget FY24-25 Revised vs. FY25-26 Recommended ($) FY24-25 Revised vs. FY25-26 Recommended (%) Contra Costa County | FY25-26 Recommended Budget Page 61 Revenue by Program Budgeted and Historical 2024 Revenue by Program Millions Personnel Merit Board Board Mitigation Programs No Rich Wst&Rcvy Mtgn Fee Department Of Supervisors FY2024 FY2025 FY2026 $0 $10 $2.5 $5 $7.5 $12.5 Department Of Supervisors $7,815,194 $8,233,958 $9,063,441 $829,483 10.1% Board Mitigation Programs $152,764 $2,003,461 $250,000 -$1,753,461 -87.5% Personnel Merit Board $59,981 $68,854 $60,000 -$8,854 -12.9% No Rich Wst&Rcvy Mtgn Fee $659,738 $800,000 $860,000 $60,000 7.5% Total:$8,687,676 $11,106,273 $10,233,441 -$872,832 -7.9% Name FY2024 Actuals FY2025 Revised Budget FY2026 Recommended Budget FY24-25 Revised vs. FY25-26 Recommended ($) FY24-25 Revised vs. FY25-26 Recommended (%) Contra Costa County | FY25-26 Recommended Budget Page 62 Key Budget Updates The FY25-26 Recommended Budget fully funds the administrative requirements of the Board of Supervisors’ operations, including Supervisorial District ofces, Municipal Advisory Councils (MACs), Personnel Merit Board support, and certain community impact mitigation programs, including the West Contra Costa Sanitary Landll and North Richmond Waste and Recovery Mitigation program. Below is a summary of how each Program Area is impacted in the FY25-26 Recommended Budget: Board Operations, Legislation and Policy Direction. Each Supervisorial District ofce budget is fully funded with no vacancy factor or service level reductions recommended. In addition, appropriations for County memberships in the California State Association of Counties (CSAC), National Association of Counties (NACo) and other professional organizations as well as language access support for Board of Supervisors meetings remains funded, which is consistent with prior budget years. Municipal Advisory Councils (MACs). Each of the thirteen MACs is recommended to continue receiving an allocation of $3,000 for operating expenses, consistent with prior budget years. Personnel Merit Board. Continues to fully fund staff support to the Personnel Merit Board assuming partial reimbursement from departments that require hearings of the Merit Board from time-to-time, which is consistent with prior budget years. Community Impact Mitigation Programs. West Contra Costa Sanitary Landll Mitigation Program. Continues partial funding for one Resident Sheriff's Deputy to support waste mitigation efforts in the North Richmond Area, which is consistent with prior budget years. North Richmond Waste & Recovery Mitigation Fund. Continues to recognize estimated mitigation fee revenue from the North Richmond Mitigation Fee (NRMF) based on prior year trends. This is a special revenue fund that maintains a fund balance in anticipation of uctuations in actual fee revenue from year-to-year to maintain stability in funded programs. Contra Costa County | FY25-26 Recommended Budget Page 63 Clerk-Recorder Kristin B. Connelly Clerk-Recorder, Elected For more information, call (925) 335-7900, or visit https://www.contracostavote.gov/ . The Clerk-Recorder-Elections Department is responsible for accurately maintaining, protecting, and preserving all ofcial records and indices relating to real property and vital records in Contra Costa County and providing access to public documents. The Department is also responsible for conducting fair, accurate, secure, transparent, and timely elections, as well as maximizing access to voting through outreach activities to ensure that all eligible citizens of Contra Costa County can exercise their right to vote. DEPARTMENT OVERVIEW Department Description The Clerk-Recorder-Elections budget comprises expenditures and revenues for the following budget units administered by the Clerk-Recorder Department. Program Area Description The Elections Division conducts federal, state, county, local and district elections in a fair, accurate, secure, transparent, and timely manner, in accordance with both the California and U.S. Constitutions, as well as all relevant California and federal laws. . The Division: Issues and processes vote-by-mail, early voting, precinct, and provisional ballots, verifying all signatures prior to counting; Prepares and mails sample ballots and voter information materials for each election in the English, Spanish and Chinese languages as required under the Voting Rights Act of 1965; Recruits and trains poll workers on election rules and voting processes; Identies, inspects, and secures sufcient polling places, ensuring access for voters with disabilities and to meet the letter and spirit of Americans with Disabilities Act requirements; Maintains accurate voter registration records through timely and continual voter le maintenance; Conducts voter outreach and education with civic organizations, political groups, and schools, with a focus on increasing access to registration and voting, as well as pre-registering 16- and 17-year-old eligible Contra Costa residents; Contra Costa County | FY25-26 Recommended Budget Page 64 Processes and veries initiative, referendum, and recall petitions; Uses GIS (Geographic Information System) technology to ensure accurate precinct and district boundaries, as well as make maps available as appropriate; and Conducts pre- and post-election equipment testing, tabulates all eligible ballots, and accurately reports results to the state and the public. The Clerk-Recorder Division examines, records, les, images, indexes, redacts, archives, maintains, and preserves all ofcial records in Contra Costa County; including vital records and those relating to real property, such as subdivision maps, assessment districts, and records of surveys. The Division also: Produces, preserves, and maintains indices of all records held by the County Clerk-Recorder; Issues and registers marriage licenses; Performs civil marriage ceremonies; Registers Notary Public Commissions/Oaths, Process Servers, Legal Document Assistants, and Unlawful Detainer Assistants; Files Fictitious Business Name statements; Develops and oversees the Recorder Records Management and Archives Program; Provides to the public constructive notice of private acts; and Performs other County Clerk responsibilities as designated by code. Other Funds The Micrographics/Modernization (Micro/Mod) Fund is restricted by law to the improvement and operation of a modernized recording system, including infrastructure, technology, equipment, and staff to efciently process, organize, manage, maintain, preserve, and protect ofcial documents and records in the Clerk-Recorder Division and to make them readily available to the public. Specic programs include: Vital records and recordkeeping Recorder Records Management and Archives Program Social Security numbers and unlawful restrictive language redaction from public documents Electronic Recording Document Program Contra Costa County | FY25-26 Recommended Budget Page 65 Organizational Chart During FY24-25, the Board of Supervisors canceled 4 vacant positions. The Recommended Budget adds 1 Account Clerk Experienced Level, 1 Clerk-Recorder Services Technician, and 1 Clerk-Recorder Services Specialist positions to anticipate increased recording activity; cancels 4 Clerk Experienced Level positions no longer required; adds 2 Elections Specialists and cancels 2 Elections Services Technicians to increase the capacity of staff to serve in lead capacity for temporary staff around peak election processing periods, for a net reduction of 1 FTE position. Agency - Name FY24-25 Revised FY25-26 Recommended Change 24 - CLERK-RECORDER ELECTIONS 83 82 -1 Clerk-Recorder Organization Chart Clerk-Recorder Elected Recorder/Micrographics Ofcial and vital records and indices Elections Voter outreach, registration, elections, petitions County Clerk Marriage licenses, ctitious business names Contra Costa County | FY25-26 Recommended Budget Page 66 Expenditures Summary The gures below reect amounts budgeted for the General Fund and Micrographic/Modernization Fund which, combined, comprise the Clerk-Recorder Agency budget. 26,150,414 -$1,987,016 (-7.06% vs. prior year) Expenditures by Fund Budgeted and Historical 2026 Expenditures by Fund Millions Special Revenue Funds General Fund FY2024 FY2025 FY2026 $0 $5 $10 $15 $20 $25 $30 FY25-26 General Fund expenditures are reduced by approximately $235,000 from the current year, a net change reecting increases in employee compensation primarily due to negotiated wage and benets costs and lower expenses required to conduct the June 2026 California Primary Election as compared to the November 2024 Presidential Election. FY25-26 Micro/Mod Fund expenditures are reduced by approximately $1,752,000, reecting the removal of the prior year fund balance and alignment of expenditures with estimated budget year revenue. General Fund $16,653,551 $19,665,164 $19,430,534 -$234,630 -1.2% Special Revenue Funds $2,345,937 $8,472,266 $6,719,880 -$1,752,386 -20.7% Total:$18,999,487 $28,137,430 $26,150,414 -$1,987,016 -7.1% Name FY2024 Actuals FY2025 Revised Budget FY2026 Recommended Budget FY24-25 Revised vs. FY25-26 Recommended ($) FY24-25 Revised vs. FY25-26 Recommended (%) Contra Costa County | FY25-26 Recommended Budget Page 67 Expenditures by Division Budgeted Expenditures by Division Elections (53.6%)Elections (53.6%)Elections (53.6%) Recorder Micro/Mod (25.7%)Recorder Micro/Mod (25.7%)Recorder Micro/Mod (25.7%) Recorder (20.7%)Recorder (20.7%)Recorder (20.7%) Elections $12,365,151 $14,576,038 $14,021,536 -$554,502 -3.8% Recorder Micro/Mod $2,345,937 $8,472,266 $6,719,880 -$1,752,386 -20.7% Recorder $4,288,400 $5,089,126 $5,408,998 $319,872 6.3% Total:$18,999,487 $28,137,430 $26,150,414 -$1,987,016 -7.1% Name FY2024 Actuals FY2025 Revised Budget FY2026 Recommended Budget FY24-25 Revised vs. FY25-26 Recommended ($) FY24-25 Revised vs. FY25-26 Recommended (%) Contra Costa County | FY25-26 Recommended Budget Page 68 Expenditures by Expense Type The chart below compares Clerk-Recorder Agency expenditures in each major account type over three scal years. Budgeted and Historical Expenditures by Expense Type Millions Expenditure Transfers Other Charges Fixed Assets Salaries And Beneﬁts Services And Supplies FY2024 FY2025 FY2026 $0 $5 $10 $15 $20 $25 $30 Salaries and benets represent 47% of the Clerk-Recorder Agency's FY25-26 recommended budget and are estimated to increase by approximately $305,000 from the current year revised budget, the net of: $1.3 million in negotiated wage and benets increases; the removal of a one-time allocation $250,000 for two Elections Outreach Specialists, which are now incorporated in the permanent salaries and benets projections; application of a 5% staff vacancy factor, equating to approximately $541,000; and miscellaneous other reductions totaling approximately $170,000, associated with recommended position changes described in the Key Budget Updates section. Services and Supplies are reduced by approximately $2,124,000, comprising reductions in contracted services and removal of the prior year fund balance in the Micro/Mod Fund. Fixed assets are reduced by $250,000 due to the removal of a one-time allocation for an ofce remodeling project. Salaries And Benefits $10,249,269 $11,927,124 $12,231,960 $304,836 2.6% Services And Supplies $8,252,426 $14,890,409 $12,766,286 -$2,124,123 -14.3% Other Charges $281,252 $342,782 $425,053 $82,271 24% Expenditure Transfers $49,570 $148,982 $148,982 $0 0% Fixed Assets $166,971 $828,133 $578,133 -$250,000 -30.2% Total:$18,999,487 $28,137,430 $26,150,414 -$1,987,016 -7.1% Name FY2024 Actuals FY2025 Revised Budget FY2026 Recommended Budget FY24-25 Revised vs. FY25-26 Recommended ($) FY24-25 Revised vs. FY25-26 Recommended (%) Contra Costa County | FY25-26 Recommended Budget Page 69 Revenues Summary 26,150,414 -$1,987,016 (-7.06% vs. prior year) Revenue by Fund FY25-26 estimated revenue for the Clerk-Recorder Agency totals approximately $26.1 million, of which approximately $19.4 million derives from the County General Fund, comprising $6.3 million in earned Election and Recorder revenue and $13.1 million in General Purpose Revenue (net County cost). The remaining approximately $6.7 million is earned by the Recorder Micrographics/Modernization Fund. Budgeted and Historical 2026 Revenue by Fund Millions Special Revenue Funds General Fund FY2024 FY2025 FY2026 $0 $5 $10 $15 $20 $25 $30 Below, FY25-26 General Fund revenues are reduced by approximately $234,000, which is the net effect of a decrease of $2.6 million in Elections revenue and an increase of approximately $550,000 in Recorder revenue, and a increase to General County Revenue (net County cost) of $1.8 million. See the Key Budget Updates section for further explanation. FY25-26 Micro/Mod revenues are reduced by approximately $2 million, reecting the removal of prior year fund balance combined with a projection of current year receipts. General Fund $16,653,551 $19,665,164 $19,430,534 -$234,630 -1.2% Special Revenue Funds $2,345,937 $8,472,266 $6,719,880 -$1,752,386 -20.7% Name FY2024 Actuals FY2025 Revised Budget FY2026 Recommended Budget FY24-25 Revised vs. FY25-26 Recommended ($) FY24-25 Revised vs. FY25-26 Recommended (%) Contra Costa County | FY25-26 Recommended Budget Page 70 Total:$18,999,487 $28,137,430 $26,150,414 -$1,987,016 -7.1% Name FY2024 Actuals FY2025 Revised Budget FY2026 Recommended Budget FY24-25 Revised vs. FY25-26 Recommended ($) FY24-25 Revised vs. FY25-26 Recommended (%) Revenue by Division The chart below reects FY25-26 estimated revenue combined with the allocation of General Purpose Revenue (net County cost) to the Clerk-Recorder Agency. Election program revenue is anticipated to decrease sharply by approximately $2.6 million because the County is scally responsible for all the cost of the June 2026 California Primary Election with only limited potential for outside revenue to ameliorate the cost. Consequently, the General Purpose Revenue allocated to Elections is increased by approximately $2 million, resulting in a net reduction to Elections revenue of about $550,000. Recorder Division revenue is increased modestly by approximately $320,000, the net effect of an increase to program revenues of $550,000 offset by a reduction to General Purpose Revenue of $230,000. Micro/Mod Fund revenue is reduced by approximately $1.8 million, primarily due to the removal of the prior year fund balance and alignment with revenue projections. Budgeted and Historical 2024 Revenue by Division Millions Recorder Recorder Micro/Mod Elections FY2024 FY2025 FY2026 $0 $5 $10 $15 $20 $25 $30 Elections $12,365,151 $14,576,038 $14,021,536 -$554,502 -3.8% Recorder Micro/Mod $2,345,937 $8,472,266 $6,719,880 -$1,752,386 -20.7% Recorder $4,288,400 $5,089,126 $5,408,998 $319,872 6.3% Total:$18,999,487 $28,137,430 $26,150,414 -$1,987,016 -7.1% Name FY2024 Actuals FY2025 Revised Budget FY2026 Recommended Budget FY24-25 Revised vs. FY25-26 Recommended ($) FY24-25 Revised vs. FY25-26 Recommended (%) Revenues by Source Charges for Services are reduced by approximately $1.9 million, which is a combination of a $2.6 million decrease in election fees, a $93,000 increase in Micro/Mod fees, and a $549,000 increase in recording fees. Contra Costa County | FY25-26 Recommended Budget Page 71 Other Local Revenue License/Permit/Franchises $55 $0 $0 $0 0% Charges For Services $6,652,462 $9,297,100 $7,384,425 -$1,912,675 -20.6% Miscellaneous Revenue $733,067 $20,000 $20,000 $0 0% Fund Balance $1,384,345 $7,517,266 $5,671,555 -$1,845,711 -24.6% Total Other Local Revenue:$8,769,928 $16,834,366 $13,075,980 -$3,758,386 -22.3% General Purpose Revenue $10,229,559 $11,303,064 $13,074,434 $1,771,370 15.7% Total:$18,999,487 $28,137,430 $26,150,414 -$1,987,016 -7.1% Name FY2024 Actuals FY2025 Revised Budget FY2026 Recommended Budget FY24-25 Revised vs. FY25-26 Recommended ($) FY24-25 Revised vs. FY25-26 Recommended (%) Contra Costa County | FY25-26 Recommended Budget Page 72 Key Budget Updates The shift in voting patterns from in-person voting to voting-by-mail (VBM) has required additional investments in stafng to properly process ballots. In the November 2024 election, 86% of the total votes were cast with vote-by-mail ballots. Prior to changes in state law requiring that all voters receive a VBM ballot, approximately 75% of Contra Costa voters were permanent VBM voters. Fully 90% of the votes cast in the presidential general election at the height of the COVID-19 pandemic in 2020 were VBM. The increase in VBM returns requires dedicated ballot drop box teams staffed by County employees to regularly conduct pickups. Teams of two circulate around Contra Costa to empty the Department’s 43 secure drop boxes for the 29 days leading up to Election Day. The Clerk-Recorder Department provides a variety of services to the constituents of Contra Costa County and comprises the County Recorder, County Clerk, and County Registrar of Voters mandated functions previously described. County Clerk and Recorder services are essential to the nancial and legal infrastructure of the state, including real estate transactions, vital records, marriage licenses, and other critical services. To provide these services, the Department relies on a staff of 83 full-time equivalent positions, supplemented by nearly 100 temporary and seasonal election employees, and up to 1,500 volunteers and poll workers during peak presidential elections. These services are funded through a combination of County general funds, charges for services, and special-purpose revenues, which are accounted for in two General Fund department budgets -- Elections and Clerk-Recorder -- and one Special Revenue department budget, Recorder Micrographics/Modernization (Micro/Mod). Among the ten distinct programs in these departments, seven are dedicated-purpose* budgets: General Fund Programs Non-General Fund Programs 0355 Recorder 2450 Recorder Micro, Records Mgmt., Archives* 2350 Clerk-Recorder Administration 2451 Recorder Modernization* 2351 Elections Capital Replacement*2452 VRIP (Vital Records Improvement Program)* 2353 Election Services 2453 Recorder Redaction (SSN Truncation)* 2354 Prop 41/HAVA (Help America Vote Act)*2454 Recorder Electronic Recording* The budget requirements of the Clerk-Recorder Department are dependent on the four-year election cycle and are signicantly sensitive to the changes in the local housing market and the building industry. Election costs and cost recovery vary year to year and by election type and are inuenced by the number of non-County jurisdictions that decide to consolidate their elections with a statewide election. Large statewide elections are conducted every other year. Recorder costs and revenues are highly dependent on recording volume, which is sensitive to the local housing market and new construction. The Department’s budget will benet, in FY25-26, from updated fees in both the Clerk-Recorder and Elections Divisions following the rst comprehensive fee study in more than ten years. Elections The Gubernatorial Primary Election, to be conducted in June 2026, is a high-cost General Fund obligation with limited opportunity for cost recovery because the Department cannot invoice the state for its proportional share of the election, in contrast to the Department’s ability to bill local jurisdictions that consolidate their elections. The County may partially recover costs from schools or special districts that elect to place a measure on the ballot, but this cannot be relied upon for budgeting purposes. The Recommended Budget anticipates a $2.6 million reduction in election revenue compared to the most recent General Election. The Recommended Budget makes no provision for additional special elections. Expenditures for special elections are reimbursable by local jurisdiction(s) and usually result in little to no net cost to the County. However, costs for special elections conducted on behalf of the County or State/federal governments would be borne by the County and could be substantial. The Department is aware that the County is exploring a countywide measure for the June 2026 ballot to renew the Urban Limit Line. Contra Costa County | FY25-26 Recommended Budget Page 73 Processing VBM ballots is more labor-intensive and expensive than processing ballots cast at a polling place. VBM processing involves scanning and signature checking, and sending “cure” letters for unsigned returned envelopes or signatures that do not match those in the department’s database. Once signatures are veried, volunteers open and extract ballots from envelopes to protect the anonymity of ballots before they are tallied. When votes cannot be read by the voting system’s scanners, two additional processes are required: (1) adjudication and (2) duplication. Both processes require staff members' attention and time. In addition to rising costs for these processes, the number of registered voters in Contra Costa County continues to grow. The Department had 710,000 registered voters for the Presidential Primary in March 2024 and more than 723,000 registered voters for the General Election in November 2024. While there is increased work regarding VBM ballot processing, there is no nancial relief available with the decreasing rates of in-person voting. As a polling place county, California law continues to require Contra Costa to prepare the number of polling places and poll workers on Election Day as if all the voters will vote in-person. That being so, Contra Costa County conducts two elections simultaneously, with the VBM component growing while continuing to provide in-person voting opportunities for all eligible residents. For the November 2024 General Election, the Elections Day Operations Team successfully recruited, trained, and staffed 146 polling places countywide with 1,209 poll workers. Elections staff estimate the County avoids $1 million in annual costs, while providing robust voting options for residents, by remaining a polling place county rather than moving to the Voters Choice Act model. The Recommended Budget provides for the continuation of one early voting site in each supervisorial district where voters can vote in-person prior to Election Day. For the November 2024 General Election, about 6,600 voters cast votes at the early voting sites. The County is not mandated to provide these sites but does so to best serve the public. Similarly, the Recommended Budget also provides for expanded voter outreach and education targeting low-income, language minority, and under- registered communities through Measure X funding approved by the Board of Supervisors for two bilingual Elections Outreach Specialists who began working in January 2025. The Department continues to collect and accumulate the Election Capital Replacement surcharge from local jurisdictions. These funds are designated for major capital expenditures such as the voting system that was purchased in February 2018. This long-term capital nancing strategy has helped to minimize the impact of large capital expenditures on the General Fund and on the cities and special districts that rely on election services. The County maintains the balance of the Election Capital Replacement surcharge in an assigned General Fund reserve and budgets only the amounts required for planned budget year purchases. The Assistant Registrar of Voters is working with an outside consultant on potential revisions to the structure of the Capital Replacement surcharge to help cover the rising costs of software maintenance. In addition to cost recovery from local jurisdictions, the Department will continue to request reimbursement for qualifying expenditures from the State when possible and will participate in pursuing State reimbursements for state election costs. The Department strives to identify new revenue sources and minimize election and Department costs whenever possible. FY25-26 Election Division expenditures are reduced by 4% to approximately $14 million, reecting primarily the elimination of one-time capital funds for equipment replacement and ofce reorganization. Revenues are reduced by 57% to approximately $1.9 million because the March 2026 Gubernatorial Primary election is a County scal responsibility with limited opportunity for cost recovery. The Recommended Budget allocates approximately $12.1 million of General-Purpose Revenue (net County cost) to Elections. The Recommended Budget for Elections includes the deletion of two Elections Services Technician positions and the addition of two Election Services Specialist positions to increase the capacity of staff to serve in lead capacity for temporary staff around peak election processing periods, resulting in no change to the FTE number of positions in Elections. Clerk-Recorder Contra Costa County | FY25-26 Recommended Budget Page 74 Clerk-Recorder staff closely monitor Recording Revenue, which declined signicantly across California over the past three years but has started to stabilize. The Recommended Budget assumes that FY25-26 recording revenue will remain low because the local housing market continues to suffer from low supply. Clerk-Recorder Division expenditures are increased by 6% reecting anticipated cost savings from staff vacancies and decreased costs for postage, building occupancy, and outside services. Revenues are increased by 14% to $4,443,100 in recognition of the downward trend in recording volume, but ameliorated by fee increases adopted pursuant to the cost recovery fee study completed in 2024. The Recommended Budget relies on a general-purpose revenue (net County cost) contribution by the Clerk-Recorder Division of approximately $966,000. The FY25/26 Recommended Budget for the Clerk-Recorder Division adds 1 Account Clerk Experienced Level, 1 Clerk-Recorder Services Technician, and 1 Clerk-Recorder Services Specialist positions to anticipate increased recording activity, and cancels 4 Clerk Experienced Level positions no longer required. In summary, the Recommended Budget for the General Fund portion of the Clerk-Recorder Department is balanced through the increase of General Purpose Revenue (net County cost) by $1.8 million to $13.1 million and the imposition of a 5% staff vacancy factor, assuming, based on the historical staff turnover rate, that the Department will avoid at least $541,000 in associated salary costs. Recorder Micrographics/Modernization The Recorder Micrographics/Modernization (Micro/Mod) Fund provides support, improvement, and operation of a modernized recording system; including infrastructure, technology, equipment and staff to efciently process, organize, maintain, preserve, and have ofcial documents and records in the Clerk-Recorder Division readily available to the public; improve vital records and recordkeeping; develop and maintain a Recorder Records Management and Archives Program; redact a portion of Social Security numbers and offensive restrictive language from public documents; and establish and maintain an electronic recording program. Recorder Micro/Mod includes several restricted funds. Micrographics Program Recorder Modernization Program Vital Records Improvement Program Recorder Redaction Program Recorder Electronic Recording Program The recommended Micro/Mod budget funds 13 FTE positions. No stafng changes are recommended for the Micro/Mod programs. Total expenditures are recommended at $6,719,880, a 21% decrease from the FY24-25 Revised Budget, and funded primarily with projected current-year fund balance. Salaries and Benets are increased by 6% to $1,961,580. All other expenditures are reduced by 26% to $4,758,300. Revenues are increased by 10% to $1,048,325 based on current year receipts. The County appropriates Micro/Mod fund balance each year, resulting in budgeted expenditures that may appear higher than actual annual expenditures. Fund balance is restricted to projects appropriate to the legislated requirements. In recent years, Micro/Mod revenues have not kept pace with expenditures and the balances for some programs will soon become exhausted. The Clerk-Recorder is actively pursuing legislation to increase and align Micro/Mod revenues with current program costs to avoid future service reductions. Contra Costa County | FY25-26 Recommended Budget Page 75 Equity in Service Delivery In 2024, the Department continued its program to bring services into county communities, in particular East and West County, where constituents have asked for more exible options to utilize services. The Department has worked with local community and government partners to increase its presence at more community events and its visibility throughout the county. Some of the events our Outreach teams have attended include, National Night out in San Pablo, the Fiestas Patrias Parade in San Pablo, the EHSD Resource Fair in Antioch, Welcome Back events at all three campuses of the Contra Costa Community College District, California High School Voter Education Weeks at 20 County High Schools, and National Voter Registration Days at several EAH (Ecumenical Association for Housing) Housing sites in East, Central and West County. In November 2024, the Elections Division completed an impactful 14-month Trust in Elections Campaign with Martinez-based communications rm Brown Miller and will incorporate new insights into future outreach strategies for reaching young voters, underrepresented demographics, and mistrustful voters. In coordination with CCTV (Contra Costa Television) staff, the Department developed new videos and updated existing videos about different election processes. The Department also produces videos about its services as part of its commitment to transparency. These videos are available on the Department's YouTube channel. To provide quality service to all voters, Elections staff work closely with community members to share information, better understand voting needs, and gather feedback. The Election Community Engagement Group (ECEG) meets regularly with representatives from community groups to answer questions, receive feedback, and provide suggestions for future elections, civic engagement programs, and policies. ECEG members ask questions and offer suggestions about improving outreach and operations. In 2024, suggestions from ECEG member, the NAACP Richmond Branch, resulted in improved outreach to eligible voters in county jails. Language accessibility remains a priority for the Clerk-Recorder Division through the continued use of its video Language Line translation services. The video service has been used to perform marriage ceremonies in French, Cantonese, Tagalog, Vietnamese, Portuguese, and Arabic, and has aided in explaining recording requirements to customers in Korean and Mandarin, among other languages. Over 200 languages can be translated by the Language Line service. Staff use this service, as needed, when answering the phones as well as in-person interactions. This service is an invaluable addition to customer service. Bilingual staff also ensure an equitable approach. During expanded ceremonies offered on Valentine’s Day in 2025, bilingual staff performed dozens of wedding ceremonies in Spanish. The Clerk-Recorder Division continually pursues collaborative opportunities to offer its services to the public outside the ofce. Since 2017, the Division began hosting a yearly event called Operation Documentation, which facilitates veterans' recording of honorable discharge (DD-214) documents at no charge. In 2024, the Clerk-Recorder partnered with Contra Costa College to provide services at the Veteran’s Day Event on campus. The Contra Costa Clerk-Recorder’s Division’s Destination Weddings program remains popular. In addition to two programs at the Summit of Mount Diablo in conjunction with Mount Diablo State Park, the Division held Valentine’s Day ceremonies for a third consecutive year at the COBRA Experience Museum in Martinez. In addition, in the third quarter of 2024, the City of San Ramon partnered with the Clerk-Recorder Division to marry ve couples in its beautiful City Hall. Contra Costa County | FY25-26 Recommended Budget Page 76 Goals The Department highlights the following goals for FY25-26 in addition to continuing all current services and initiatives: Continue to work at the state and federal levels on legislation and policies to benet California and Contra Costa County, including potential reimbursement for state and federal election costs. Actively participate in statewide, national, and international associations, including the California Association of Clerks and Election Ofcials (CACEO), the County Recorder ’s Association of California (CRAC), the National Elections Center, and the International Association of Government Ofcials (IGO). Kristin B. Connelly co-chairs CACEO’s Elections Legislative Committee. Senior leaders in the Department also serve in leadership roles in both CACEO and CRAC. Contra Costa is honored to host the annual conference of CACEO in San Ramon July 8-11, 2025. The conference will feature both remarks by Board Chair Candace Andersen and the Contra Costa County Sheriff ’s Honor Guard. Successfully prepare and conduct Special Elections in 2025, as needed, and the California Gubernatorial Primary election in June 2026. Maintain a safe working environment for Department staff and the public through general fund support of contracted security guard services, begun with grant funding just before the March 2024 primary. Collaborate with the Public Works Department to complete any remaining tenant improvements at the Department’s ofce building at 555 Escobar Street to maximize productivity and fully remediate damage from the unexpected ood on September 30, 2024 that impacted dozens of employee work spaces. Continue to lead the Coalition of Bay Area Election Ofcials to promote local elections ofcials as the trusted source for accurate election information. Continue to monthly email newsletters to all registered voters for whom the Department has a known email address through Constant Contact. Establish best practices and pursue grant opportunities for long-term map and ofcial document restoration. Encapsulation of 2023, 2024, and 2025 Condential Marriage Licenses to permanently preserve the records. Develop a community volunteer program for in-ofce wedding ofciants. Establish a quarterly meeting with title companies and electronic recording agents for collaboration and to share best practices. Partner with California Secretary of State to host an Apostille (document authentication) Pop-Up Shop for the public to have access to Apostille services in a location close by. Utilize services provided by the Cybersecurity and Infrastructure Security Agency for cyber hygiene with system vulnerability scans and penetration testing of systems as well as ongoing staff training with best practices to prevent unauthorized access to Department data systems. Focus on the Center for Internet Security Critical Security Controls - a recommended list of actions for cyber defense to thwart the most pervasive attacks. Continue working towards the highest and most secure status of Implementation Group 3. Create and maintain IT (information technology) disaster recovery and business continuity plans, including a backup data center. Contra Costa County | FY25-26 Recommended Budget Page 77 Accomplishments Clerk-Recorder Recorded 156,038 real property documents in 2024, an average of 13,794 documents per month – a 2.8% increase from 2023 despite interest rates at levels not seen in the last 15 years. Implemented QR (Quick Response) codes for vital record applications, for customers to complete and submit requests from their mobile devices. 1,884 customers took advantage of this easily accessible option when visiting the ofce. Hired the Division’s rst-ever Records Archive Manager to implement, maintain, and manage a new archive program. The Records Archive Manager reduced the Division's footprint by removing 103 boxes of items that were beyond the retention period. In 2024, increased wedding ceremonies conducted by 20%, with 3,075 couples choosing to have their ceremonies at the Clerk-Recorder’s Ofce. The “Destination Weddings” Program continues to be popular with the public. With four events in 2024 -- two at the summit of Mount Diablo, one at the Cobra Experience Museum in Martinez, and one at the City Hall in San Ramon -- 37 couples took advantage of this great opportunity to get married at these beautiful locations. In 2024, couples without appointments for ceremonies could walk in and be married, a service offered pre-pandemic. 37% of all ceremonies performed were couples that did not have appointments. Celebrated and recognized over 60 years of combined service in the Clerk-Recorder Division by three staff members. Implemented a Recording Notication Program where the public can register online for an email notication of recorded documents. Currently, there are over 400 registered users. Implemented a paperless receipt option for customers to have their receipt directly emailed, instead of printed. Partnered with First Five of Contra Costa to provide literature for parents for the agency’s Cal Kids program as well as information about their centers, services, and locations. What started as Summer Extended hours became year-round extended hours in 2023. Every rst and third Thursday throughout the year, the Clerk-Recorder Division extends County Clerk and Recorder services by remaining open until 6:30 pm. About 200 customers took advantage of the extended hours in 2024, bringing in a total of $15,915.50. Staff are pleased to provide extended hours to County residents who nd it difcult to get to the Department’s ofce in Martinez during normal business hours, making services more accessible to the public. Elections The Elections Division conducted three successful elections in 2024: the March 5, 2024 California Presidential Primary, the May 7, 2024 Special Election for the San Ramon Valley Unied School District, and the November 5, 2024 Presidential General Election. What follows is a summary depicting the scale of the Presidential Elections conducted by the 28 full-time employees of the Elections Division in 2024: Contra Costa County | FY25-26 Recommended Budget Page 78 March 5 Presidential Primary Election November 5 Presidential General Election 710,254 registered voters 722,861 registered voters 269,304 voters cast ballots (37% turnout)539,219 voters cast ballots (74.6% turnout) 147 polling places 146 polling places 40 secure drop boxes 43 secure drop boxes 31 ballot types 188 ballot types 62 seasonal workers 89 seasonal workers 894 poll workers 1200 poll workers 20,324 Election Day Polling Place voters (473 Early, in-person) 54,953 Election Day Polling Place voters (6,179 Early, in-person) th th Contra Costa County | FY25-26 Recommended Budget Page 79 Performance Measures - County Clerk and Recorder 1. Objective: Maintain or increase productivity without reducing accuracy a. Indicator: Return of recorded documents submitted over the counter or through the mail. In 2023, documents were being returned to customers within two weeks of processing. This performance was maintained throughout the rst half of 2024, and customers were receiving their documents within about 8 business days of recording. However, due to a computer glitch during a midyear system update, the Department experienced a quality control backlog project that stalled its return process. During the second half of 2024, customers received their documents on average about 4 - 6 weeks after recording. b. Indicator: Improve customer service times (see chart at right) 2. Objective: Maintain or increase productivity through use of automation a. Indicator: In-person customers compared to online customers. Contra Costa County | FY25-26 Recommended Budget Page 80 Clerk Recorder Performance Measures Workload Indicator 2020 2021 2022 2023 2024 Difference from 2023 % change from 2023 to 2024 Marriage Licenses 3,094 4,564 5,102 4,840 5,274 434 10% Marriage Ceremonies 1,550 1,991 2,350 2,553 3,097 544 27% FBN Filings 6,292 7,465 7,128 6,657 6,818 161 2% Notaries 654 1,441 1,292 1,196 894 -302 -21% Birth Certicates 15,157 23,279 22,695 21,087 20,589 -498 -2% Death Certicates 4,069 5,954 5,803 5,592 5,597 5 0% Marriage Certicates 8,641 11,112 12,296 11,644 12,580 936 8% Recorded Documents 384,381 415,116 215,656 151,894 156,038 4,144 1% Recorded Documents per Staff 35,239 51,890 35,943 30,337 31,208 871 2% Contra Costa County | FY25-26 Recommended Budget Page 81 Performance Measures - Elections . Objective: Conduct elections in a cost-efcient manner while having the highest degree of participation through education and outreach efforts. a. Indicator: Number of registered voters and turnout percentage Turnout for the 2024 Presidential Election was 74.6%. b. Indicator: Election cost per registered voter Performance Measures Public Outreach and Engagement c. Indicator: Public Education and Outreach Metrics - Social Media Impressions. Page & Prole Impressions are the number of times any content from the department's Social Media Pages/Proles or about its Pages/Proles entered a person’s screen. Reach refers to the number of people who viewed any content from the department's Pages/Proles or about its Pages/Proles. Posts refers to total social media posts on all the social media networks tracked (Facebook, Twitter, Instagram). Contra Costa County | FY25-26 Recommended Budget Page 82 Engagement rate is a measure of the number of interactions with content posted (like, click, share, etc.). A good engagement rate is between 1% and 5% according to social media marketing experts. Total Fans & Followers is the total number of followers on a platform at the end of the year. New Fans & Followers is the number of new followers over the course of the year. Page & Prole Impressions is the number of times any content from the Department's Social Media Pages/Proles or about the Department's Pages/Proles entered a person’s screen. Reach refers to the number of people who saw any content from the Department's Pages/Proles or about the Department's Pages/Proles. **Note that the huge increase in Page &Prole Impressions and Reach resulted from the Department's 2024 ad campaign. Contra Costa County | FY25-26 Recommended Budget Page 83 2. Objective: Maintain a high level of voter registration of eligible citizens in the county and maintain accurate voter rolls. a. Indicator: Percentage of registered voters to those eligible to register b. Indicator: Voter Roll Maintenance: Registration Activity Statistics (Jan-Dec, 2024): 722,861 registered voters Activity Amount New registrations added 65,674 Updates completed 157,844 Voter registrations inactivated 11,681 Voter registrations canceled 4,447 Contra Costa County | FY25-26 Recommended Budget Page 84 3. Voting Trends a. Indicator: Vote by Mail vs. In-Person Voting Contra Costa County | FY25-26 Recommended Budget Page 85 Performance Measures: Cybersecurity . Objective: Analyzing trends to gain insights into the effectiveness of the department's cyber security measures and identify areas for improvements. This assists informed decision-making involving resource allocation, risk mitigation strategies, and security investments. a. Indicator – Incident types, number of incidents, and mitigated/resolved incidents. Number of Incidents Incident Type Severity 2022 2023 2024 Suspicious Movement Medium 2 0 0 Potential Risky Activity Medium 1 0 0 Suspicious Domain Activity Medium 1 0 0 Unusual Use of Endpoint Informational 10 0 0 Unusual Access to Server Informational 7 0 0 Unusual Activity Informational 7 0 0 Total 28 0 0 . Objective – Active Directory Hygiene: Improve the security of the organization's primary domain network environment with regular maintenance and monitoring of potential security threats. AD Hygiene assesses the risks related to Active Directory management and auditing: password vulnerabilities, suspicious privilege modications, and stealthy privileges. a. Indicator - The “Risk Score” is an overall security risk score, with 10 being maximum risk. The ranges are from 0.0 (lowest) to 10.0 (highest). The score is calculated based off of the severity, urgency and probability of a vulnerability being used to exploit a system. Active Directory Hygiene 2022 2023 2024 1.3 1.0 1.0 Current Risk Contra Costa County | FY25-26 Recommended Budget Page 86 Contra Costa County | FY25-26 Recommended Budget Page 87 Conservation and Development John Kopchik Director For more information, call 925-655-2700 or visit https://www.contracosta.ca.gov/dcd (https://www.contracosta.ca.gov/dcd). DEPARTMENT OVERVIEW Department Description The Department of Conservation and Development (DCD) is responsible for the formulation and implementation of the County General Plan, administration and enforcement of the County building and zoning codes, and coordination of planning, building, affordable housing, community improvement, economic development, transportation, water, infrastructure, solid waste, sustainability, home weatherization, and habitat conservation programs. Additionally, the Department provides support to the Contra Costa Redevelopment Successor Agency as it continues to implement the Dissolution Act, which eliminated redevelopment agencies in California. The Department budget is presented in three sections: Land Development Fund, General Fund Programs, and Special Revenue Programs. Program Area Description Land Development Fund The Conservation and Land Development Fund comprises Land Development Operations, Energy Efciency Programs, and Measure WW (Open Space) Grant Projects. Immediately below is a description of the programs included in Land Development Operations. Tables on the following pages present budget information for DCD’s two other budget units: General Fund Grant Programs and Other Special Revenue Programs. Most expenditures related to DCD’s operations are budgeted in the Conservation and Development Fund. This fund receives specic revenues generated through departmental activities, including fees for residential, commercial and industrial building and construction inspection services, building permit and application fees, and solid waste franchise fees. Land Development Operations include: Current and Advance Planning: Regulate land use and facilitate conservation and development to enhance communities in accordance with the County General Plan and other adopted goals and policies. Develop and maintain long-range policy planning through the County General Plan to anticipate and respond to changes in legal mandates and local priorities. Develop ordinances to respond to community concerns. Review and permit projects consistent with the Zoning Code and monitor projects during and after construction to ensure compliance with permit conditions. Contra Costa County | FY25-26 Recommended Budget Page 88 Building Inspection Services: Review plans, issue building and grading permits, and inspect the construction of buildings in the unincorporated area and ve contract cities to ensure construction complies with Building Code requirements for safety, accessibility and energy efciency. Permit Center: Assist the public with applying for and receiving planning and building permits. Water Planning: Develop the County’s water policy, and administer the County Water Agency, a County special district whose operating budget is included within the budget for County special districts. Habitat Conservancy: Manage the East Contra Costa County Habitat Conservancy, a joint exercise of powers authority, to conserve endangered species habitat and streamline permitting for development. Solid Waste & Recycling: Administer curbside collection franchises (including rate reviews) and implement waste reduction and recycling programs in unincorporated areas of the County. Monitor use permit compliance at solid waste landlls and transfer stations. Transportation Planning: Develop an effective transportation network throughout the County by planning for roads, transit, bicycle/pedestrian facilities and other types of transportation systems on countywide corridors and within local and neighborhood areas. Administer programs related to growth management. Housing and Community Improvement: Administer funding programs to promote affordable housing and community revitalization and implement the County's Inclusionary Housing Ordinance and similar programs as part of the Department's development review process. Code Enforcement: Respond to building and zoning complaints, perform on-site inspections and investigations of potential violations and abate hazardous and nuisance conditions and other code violations. Provide inspection services and arrange for the removal of abandoned vehicles that pose a hazard or public nuisance. Weatherization: Provide free home weatherization services to low-income homeowners or tenants of single-family homes, apartments and mobile homes. Energy Efciency: Provide energy efciency resources to residents, businesses, and local governments with funding from the California Public Utilities Commission through the Bay Area Regional Energy Network, with the Association of Bay Area Governments as the program administrator. General Fund – Federal and Other Specic Grant Programs DCD administers a variety of grant programs through the County General Fund. DCD’s General Fund budget includes the following budget units: Non-Federal Grant Programs: Keller Canyon Mitigation: Provide funding for community benet programs within East County. Economic Development: DCD’s economic development team works to encourage investment and job growth within the unincorporated communities of Contra Costa County, responds to challenges associated with economic changes and industrial transitions, and supports efforts of cities within the County to grow business within their boundaries. Sustainability: Develop organizational capacity within the County to address climate concerns, implement the County’s Climate Action and Adaption Plan and coordinate projects and initiatives in related areas such as sea level rise and resiliency planning. Measure X: DCD receives Measure X funding for the following four program areas: Local Housing Fund, Accessible Transportation, Illegal Dumping Initiative and Sustainability Planning. Federal Grant Programs: U.S. Department of Housing and Urban Development (HUD) Community Development Block Grant: Administer annual direct HUD grants that can be used to revitalize neighborhoods, expand affordable housing (including housing rehabilitation for low-income owner-occupants) and economic opportunities, and/or improve community facilities, infrastructure improvements and services, principally to benet low- and moderate-income persons. HUD Emergency Solutions Grant: Provide homeless persons with basic emergency shelter services and other essential supportive services. HUD HOME Investment Partnership Act: Provide loans for the acquisition, rehabilitation, or new construction of affordable housing for rent or ownership, tenant-based rental assistance, and assistance to homebuyers. The remaining DCD programs budgeted in the General Fund are community benet programs funded by community benet agreements, and grant programs that rely extensively on federal and state sources of revenue. Contra Costa County | FY25-26 Recommended Budget Page 89 Other Special Revenue Programs AVA Service Authority (Trust 814000): With funding provided by a State Department of Motor Vehicle fee of $1 per vehicle registered, provide for collection and disbursement of State funds for reimbursement of costs associated with the abatement of abandoned vehicles in Contra Costa County. Due to a classication of this fund, funds are no longer appropriated in the County Budget. SB1186/SB1379 Cert Access Program: With funding provided by a $4 fee collected from applicants for local business licenses, provide training to increase compliance with construction-related accessibility standards as set by California’s Division of the State Architect. Used Oil & Beverage Container Recycling Grants: With grant funding provided by the Department of Resources Recycling and Recovery (CalRecycle), aid the establishment or enhancement of permanent, sustainable used oil and beverage container recycling programs. Fish and Game Protection: With funding from nes levied for violation of the California Fish and Game Code, provide programs promoting the propagation and conservation of sh and game in the county. Livable Communities: With funding from developer fees in the Camino Tassajara area, aid in the implementation of the Smart Growth Action Plan as directed by the Board of Supervisors. Successor Agency and Housing Successor: Manage funding for all Successor Agency-related obligations and oversee activities related to the former Redevelopment Agency pursuant to the Dissolution Act. Manage the sale and disposition of former Redevelopment Agency assets suitable for housing development. Private Activity Bonds: Operate a multifamily housing revenue bond nancing program to increase or preserve the supply of affordable rental housing available to low and very low-income households. The bonds are solely secured by and payable from revenues (e.g., development rents, reserves, etc.) pledged under the bond documents. No County funds are pledged to secure the bonds. Affordable Housing: Provide nancial assistance for additional affordable housing and economic development through reimbursement to the affordable housing program of mortgage payments on loans made from federal affordable housing program funds. HUD Neighborhood Preservation: With funding from HUD’s Community Development Block Grant program, administer and provide Neighborhood Preservation Program loans and grants to low-income homeowners. Transportation Improvement- Measure J: With funding from Measure J, provision specic transportation projects, which are budgeted based upon a 7-year Capital Improvement Program approved by the Board of Supervisors and other agencies. Permanent Local Housing Allocation (PLHA): With State funding allocated to the County, aid the development of affordable housing units countywide. Contra Costa County Water Agency DCD also administers the Contra Costa County Water Agency, a Board of Supervisors-governed special district that advises the Board on water policy that may affect the County. For more information about the Water Agency, please see the Municipal Special Districts (https://county-contra-costa-ca-budget-book.cleargov.com/8308/departments/public-works- special-districts)section of the Recommended Budget. Contra Costa County | FY25-26 Recommended Budget Page 90 Organizational Chart During FY24-25, the Board of Supervisors canceled 9 vacant positions. The Recommended Budget adds 2 Structural Engineers and 1 Principal Structural Engineer to meet increased demand for building permit applications and for succession planning; adds 1 Sr. Planning Technician and 2 Planners to address housing development on publicly owned land and to address large- scale grant programs; adds 1 Principal Building Inspector and 1 Grading Inspector to manage a more complex caseload and duties in Building Inspection; and adds 1 Accountant III, 1 Secretary-Advanced Level, and 1 Clerk-Senior Level positions to increase scal and administrative support across the varied department programs, for a net increase of 11 FTE positions. Agency - Name FY24-25 Revised FY25-26 Recommended Change 38 - CONSERVATION & DEVELOPMENT 209 220 11 Contra Costa County | FY25-26 Recommended Budget Page 91 Expenditures Summary 129,824 ,759 $7,924 ,202 (6.50% vs. prior year) Expenditures by Expense Type This chart illustrates the expenditure of all funds and programs of the Conservation and Development Agency. Budget year expenditures are programmed 6.5% or approximately $7.9 million higher than the current year Revised Budget. The increased expenditures relate primarily to the recommended 11 new staff positions described under the Key Budget Updates section, negotiated wage and benets increases, interdepartmental support costs, ofce space refurbishment, and the planned replacement of vehicles that have reached obsolescence. Budgeted and Historical Expenditures by Expense Type Millions Expenditure Transfers Fixed Assets Other Charges Salaries And Beneﬁts Services And Supplies FY2024 FY2025 FY2026 $-25 $0 $25 $50 $75 $100 $125 $150 Contra Costa County | FY25-26 Recommended Budget Page 92 Salaries And Benefits $28,573,540 $36,240,570 $40,036,255 $3,795,685 10.5% Services And Supplies $24,371,907 $80,507,946 $84,094,847 $3,586,901 4.5% Other Charges $3,088,933 $4,370,668 $5,060,465 $689,797 15.8% Expenditure Transfers $8,660,461 -$343,626 -$1,051,808 -$708,182 206.1% Fixed Assets $69,784 $1,125,000 $1,685,000 $560,000 49.8% Total:$64,764,625 $121,900,558 $129,824,759 $7,924,202 6.5% Name FY2024 Actuals FY2025 Revised Budget FY2026 Recommended Budget FY24-25 Revised vs. FY25-26 Recommended ($) FY24-25 Revised vs. FY25-26 Recommended (%) Expenditures by Fund Most Conservation and Development Agency programs are operated within two primary funds: the Conservation and Development (or "Land Development") Fund and the General Fund. Where, historically, the Land Development Fund comprised most Department expenditures, in the current and coming scal years, budgeted expenditures in the Land Development Fund and the General Fund are roughly even, at $58.2 million and $54.5 million respectively in FY25-26. The increase in General Fund expenditures can be primarily attributed to new programs funded by the Measure X sales tax. Budgeted and Historical 2026 Expenditures by Fund Millions General Fund Special Revenue Funds FY2024 FY2025 FY2026 $0 $25 $50 $75 $100 $125 $150 Contra Costa County | FY25-26 Recommended Budget Page 93 General Fund $17,740,831 $59,358,476 $54,522,685 -$4,835,791 -8.1% Special Revenue Funds Fish and Game Fund $84,231 $242,000 $242,000 $0 0% Transportation Improvement Fund $2,699,276 $4,013,000 $4,100,000 $87,000 2.2% Private Activity Bond Fund $4,362,260 $1,833,290 $1,833,953 $663 0% Affordable Housing Spec Rev Fund $0 $410,000 $410,000 $0 0% HUD NSP Fund $0 $1,110,000 $1,110,000 $0 0% Used Oil Recycling Grant Fund $36,164 $60,000 $60,000 $0 0% Conservation & Development Fund $37,222,035 $49,240,290 $58,156,119 $8,915,829 18.1% L/M HSG Asset Fd-LMI Fund $485,325 $2,376,000 $2,436,000 $60,000 2.5% Home Invstmt Prtnrshp Act Fund $1,572,540 $900,000 $970,000 $70,000 7.8% CASP Cert & Training Fund $1,366 $40,000 $40,000 $0 0% Livable Communities Fund $326,657 $1,817,502 $1,817,502 $0 0% Permanent Local Housing Alloc Prgm $0 $0 $3,626,500 $3,626,500 N/A ARRA HUD Bldg Insp NPP Fund $233,941 $500,000 $500,000 $0 0% Total Special Revenue Funds:$47,023,794 $62,542,082 $75,302,074 $12,759,993 20.4% Total:$64,764,625 $121,900,558 $129,824,759 $7,924,202 6.5% Name FY2024 Actuals FY2025 Revised Budget FY2026 Recommended Budget FY24-25 Revised vs. FY25-26 Recommended ($) FY24-25 Revised vs. FY25-26 Recommended (%) Contra Costa County | FY25-26 Recommended Budget Page 94 Revenues Summary 129,824 ,759 $7,924 ,202 (6.50% vs. prior year) Revenue by Fund Of DCD’s $129.8 million estimated FY25-26 revenue, approximately 45% or $58.2 million is earned by the Land Development Fund, 42% or $54.5 million is earned by the General Fund, and 13% or $17.1 million derives from Special Revenue funds. Of the General Fund portion, 70% or $37.9 million comes from state and federal grant programs and other miscellaneous revenue, and 30% or $16.7 million is General Purpose Revenue (net County cost). A breakdown of the net County cost portion of DCD's Recommended Budget is provided under the Key Budget Issues section and, in summary, it comprises a $15,590,400 Measure X sales tax allocation and $1,070,250 in special Board of Supervisors allocations for high-priority activities. The Contra Costa Water Agency revenues are not reected in these totals and are reported under the Municipal Special Districts  section of the Recommended Budget. 2026 Revenue by Fund Special Revenue Funds (58%)Special Revenue Funds (58%)Special Revenue Funds (58%) General Fund (42%)General Fund (42%)General Fund (42%) Revenues by Source The chart below displays Conservation and Development Department revenue for all funds and programs. The signicant increases in federal and miscellaneous revenue relate to new grants in the areas of housing and economic development and recycling, further illustrated in the Revenue by Department table. The signicant decrease in FY25-26 General Purpose revenue reects the removal of one-time Measure X balances totaling $24.2 million carried forward from prior scal years. Contra Costa County | FY25-26 Recommended Budget Page 95 Budgeted Revenues by Source Millions State Assistance General Purpose Revenue Federal Assistance Other Local Revenue FY2024 FY2025 FY2026 $0 $25 $50 $75 $100 $125 $150 Federal Assistance $10,227,420 $18,160,000 $37,220,000 $19,060,000 105% State Assistance $494,399 $435,000 $745,000 $310,000 71.3% Other Local Revenue License/Permit/Franchises $18,414,171 $20,143,531 $21,322,573 $1,179,042 5.9% Fines/Forfeits/Penalties $24,957 $262,000 $262,000 $0 0% Use Of Money & Property $4,048,431 $1,185,000 $1,366,000 $181,000 15.3% Intergovernmental Revenue $2,306,682 $3,920,000 $3,920,000 $0 0% Charges For Services $13,347,116 $15,352,811 $15,798,796 $445,985 2.9% Miscellaneous Revenue $23,739,784 $19,961,018 $30,856,574 $10,895,556 54.6% Fund Balance -$12,751,747 $1,649,757 $1,673,166 $23,410 1.4% Total Other Local Revenue:$49,129,394 $62,474,117 $75,199,109 $12,724,993 20.4% General Purpose Revenue $4,913,412 $40,831,441 $16,660,650 -$24,170,791 -59.2% Total:$64,764,625 $121,900,558 $129,824,759 $7,924,202 6.5% Name FY2024 Actuals FY2025 Revised Budget FY2026 Recommended Budget FY24-25 Revised vs. FY25-26 Recommended ($) FY24-25 Revised vs. FY25-26 Recommended (%) Contra Costa County | FY25-26 Recommended Budget Page 96 Revenue by Department Of signicance in the table below are projected increases in HUD grant revenue and zoning and construction permit revenue. Conservation & Development $36,627,592 $48,086,590 $53,452,604 $5,366,014 11.2% Sb1186 Cert Access Prgm $1,366 $40,000 $40,000 $0 0% Energy Efficiency Progs $347,385 $459,700 $926,100 $466,400 101.5% Msr Ww Grant $15,526 $319,000 $302,715 -$16,285 -5.1% Used Oil Recycling Grant $36,164 $60,000 $60,000 $0 0% Game Protection $84,231 $242,000 $242,000 $0 0% Livable Communities $326,657 $1,817,502 $1,817,502 $0 0% Hud Nsp $0 $1,110,000 $1,110,000 $0 0% L/M Hsg Asset Fd- Lmihaf $485,325 $2,376,000 $2,436,000 $60,000 2.5% Home Income Invstmt Acct $1,572,540 $900,000 $970,000 $70,000 7.8% Keller Cnyn Mtigatn Fund $1,375,342 $4,448,943 $2,000,000 -$2,448,943 -55% Hopwa Grant $25,619 $736,000 $736,000 $0 0% Econ Dev/Sustainability $1,222,966 $1,993,285 $1,893,285 -$100,000 -5% Hud Block Grant $6,171,606 $6,378,000 $5,128,000 -$1,250,000 -19.6% Hud Emergency Solutions Grt $1,155,900 $725,000 $8,400,000 $7,675,000 1,058.6% Home Invstmt Prtnrshp Prg $3,376,886 $7,515,000 $20,775,000 $13,260,000 176.4% Private Activity Bonds $4,362,260 $1,833,290 $1,833,953 $663 0% Affordable Housing $0 $410,000 $410,000 $0 0% Arra Hud Bldg Insp Npp $233,941 $500,000 $500,000 $0 0% Transprtation Impv- Meas J $2,699,276 $4,013,000 $4,100,000 $87,000 2.2% Sb 1383 Local Asst Grant $231,532 $375,000 $3,474,700 $3,099,700 826.6% Cdbg Sm Bus&Microent Loan $0 $0 $3,626,500 $3,626,500 N/A Dcd-Measure X $4,412,511 $37,562,248 $15,590,400 -$21,971,848 -58.5% Total:$64,764,625 $121,900,558 $129,824,759 $7,924,202 6.5% Name FY2024 Actuals FY2025 Revised Budget FY2026 Recommended Budget FY24-25 Revised vs. FY25-26 Recommended ($) FY24-25 Revised vs. FY25-26 Recommended (%) Contra Costa County | FY25-26 Recommended Budget Page 97 Key Budget Updates The Department of Conservation and Development (DCD) is responsible for facilitating land use and development consistent with the County General Plan; administering, enforcing and updating the County building and zoning codes through application review, project permitting, building inspection, code enforcement and development of new plans and code amendments; and coordinating various functions and programs for the County including the following: land use and transportation planning, housing planning and nancing, community and economic development, water policy and planning, infrastructure planning, solid waste planning and franchise oversight, habitat conservation, sustainability and energy conservation, demographic and geographic analysis, and home weatherization. The COVID-19 pandemic had a transformative impact on the Department. Long-range plans to transition the Application and Permit Center from a paper-based and in-person service to an electronic or web-based service were, by necessity, accelerated. Post-pandemic, customers can electronically submit building and use permit applications on a 24/7 basis via a dynamic application portal that adjusts to the application type. Plan check and review can now be performed without paper. Routine transactions can be processed more quickly, while more complex transactions can be discussed via email, phone, or virtual meeting platform, relieving customers from having to travel to Martinez for service. Customers also continue to have the option of scheduling in-person appointments. DCD’s core public service programs of plan checking, permitting, building inspection, solid waste, and code enforcement are often overshadowed by special issue, policy, and long-range planning initiatives. Plan checking and permitting can range from simple backyard decks and room additions to commercial towers, apartment complexes, and parks to renery modernization. Code enforcement can range from abatement of dumped debris to destruction of illegal cannabis crops to abatement of major health and safety hazards, at costs that can reach hundreds of thousands of dollars. A major recent example was the clean-up of truckloads of debris and unsafe wiring at Anchor Marina, an unpermitted RV (recreational vehicle) park on Bethel Island, and subsequent accelerated work to address the signicant hazard posed when a portion of the dock structure broke free of its moorings during high winds and threatened boaters and many properties in that portion of the Delta. While these core services comprise the most direct engagement with members of the public, what follows is a sampling of several major policy and planning initiatives the Department has in progress and that will continue to be a budgetary priority in FY25-26. The Department commenced “Envision Contra Costa (https://gcc02.safelinks.protection.outlook.com/? url=https%3A%2F%2Fenvisioncontracosta2040.org%2F&data=05%7C02%7CDeidra.Dingman%40dcd.cccounty.us%7C1b1f08 in 2018, an effort to update the County’s General Plan, Zoning Code, and Climate Action and Adaptation Plan (CAAP), and associated Environmental Impact Report (EIR). The County’s General Plan provides guidance for decisions concerning land use planning and expresses the County’s long-term vision for its future development. The General Plan contains the following eight elements: Stronger Communities; Land Use; Transportation; Housing; Public Facilities and Services; Health and Safety; Conservation, Open Space, and Working Lands; and Growth Management. The CAAP includes strategies to reduce greenhouse gas emissions from County operations and in the community and outlines measures to adapt to the effects of climate change. The Public Review Drafts of the General Plan and CAAP were released in October 2023 and public comment was taken through April 22, 2024. The nal versions of the General Plan, CAAP, and EIR addressed public comments and were adopted by the Board of Supervisors on November 5, 2024. The documents include plans to assist identied Impacted Communities and integrate the four themes for the effort established by the Board: Environmental Justice, Economic Development, Community Health, and Sustainability. Implementation work has commenced and will continue to require signicant resources throughout FY25-26 and beyond. A continuing high priority is the Board’s 2020 adoption of the Climate Emergency Resolution calling for the implementation of a Climate Action Plan to achieve greenhouse gas reductions in a manner that promotes equality and social justice. The Department coordinates and staffs the Board’s Climate Action Task Force made up of County department representatives and has spearheaded the launch of the County’s Green Government Champions (G3) group. This group meets regularly to identify additional actions, policies, and programs the County can undertake to reduce and adapt to the impacts of a changing climate. Contra Costa County | FY25-26 Recommended Budget Page 98 Sea Level Rise is altering the physical environment and is a continual challenge to the 1.16 million people of Contra Costa County. Sea level rise modeling indicates we can expect the County’s shoreline to be subject to more severe and frequent ooding. The assets at risk include homes and businesses, shoreline disadvantaged / impacted communities adjacent to industrial sites, hazardous materials sites, brownelds, the US Navy’s Military Ocean Terminal at Concord, fuel reneries, railroads, wastewater treatment facilities, electrical substations, natural gas and crude oil pipelines, prime agricultural resources, and in-Delta Legacy Communities. In July 2024, the Board established the Contra Costa Resilient Shoreline Committee (Committee) composed of two County Supervisors with staff support by DCD, superseding the Ad Hoc Committee created in 2023, to address sea level adaptation and resilience. The Committee will lead the effort to prepare the Contra Costa County Sea Level Rise Resilience and Adaptation Plan (https://www.contracosta.ca.gov/9981/Contra- Costa-Resilient-Shoreline-Plan) (Plan). The Plan will be developed and guided by community input with the goal of building capacity to prepare for, and recover from, the disruptions of sea level rise. The Committee’s work is funded by the Measure X – Climate Equity and Resilience Investment allocation administered by DCD. In 2024, the County was awarded a $1,499,285 grant from the California Ocean Protection Council to help develop the Plan. Staff continue to pursue additional funding that will likely be necessary to develop a robust sea level rise adaptation plan. In November 2021, the Board of Supervisors allocated $10 million of Measure X funds for Year One and $12 million on an annual basis thereafter for housing-related activities, now termed the MX Housing Fund (https://www.contracosta.ca.gov/8750/Measure-X-Housing-Fund). In 2022, the Board authorized DCD and the Health Services Department-Health, Housing, and Homelessness Division (H3) to commence soliciting annual proposals for various affordable housing and homelessness prevention and crisis response projects. In the most recent cycle, in June 2024, the Board approved awards totaling $7.5 million to assist with funding affordable housing development projects and $3.85 million for housing/homelessness-related services. Remaining Measure X Housing funds were dedicated to DCD and H3 to assist with administering the grant awards. California's Housing Element Law emphasizes the crucial role of local governments in facilitating housing development to meet the needs of residents. The 6th Cycle Housing Element covers the planning period from 2023 to 2031 and includes a Regional Housing Needs Allocation (RHNA) of 7,610 housing units as the unincorporated County’s fair share of development towards the regional housing need. To achieve this ambitious target, modications to the Land Use Element and Zoning Code are essential to enable the development of housing units aligned with the RHNA allocation. In January 2024, the Board of Supervisors, in anticipation of a future General Plan Update, amended the General Plan Land Use Element and Zoning Code to create a Housing Element Consistency (HEC) land use designation and zoning district. The primary purpose of the new designation is to increase and enable housing development consistent with the recently adopted Housing Element (https://www.contracosta.ca.gov/8525/Housing-Element-Update). DCD will continue its work on noise regulation. Noise complaints are frequently received by the County -- reported to Board of Supervisors ofces, DCD Code Enforcement, the Sheriff ’s Ofce and other departments. These complaints often relate to large events, loud parties, and construction, but other noise concerns are also raised. The County has existing regulations to address noise, and has recently expanded regulation to address the emerging problem of loud commercial events. However, the County’s regulations are not comprehensive. In March 2024, the Board of Supervisors authorized DCD to evaluate whether additional regulation of noise is necessary and practical, and report back to the Board of Supervisors with its ndings and recommendations. Subsequently, DCD reached out to all Municipal Advisory Councils, conducted a noise concerns survey, and convened a meeting of a Noise-Related Issues Task Force. Expanding regulation of noise and effective enforcement will be a challenging but potentially worthy effort. The Department leads a countywide consortium oriented towards creating more jobs in the county overall, and along the Highway 4 corridor specically, under the umbrella of the Northern Waterfront Economic Development Initiative (https://www.contracosta.ca.gov/4437/Northern-Waterfront-Economic-Development). The Initiative incorporates resident and business feedback gathered over many years of public meetings to sustain and create new jobs in advanced manufacturing, biomedical/biotechnology, agricultural technology and food processing, clean technology, and advanced transportation technology as the key avenues in this region for greater economic opportunity. The initiative is a collaboration between the County and seven partner cities that work together on diverse actions to enhance the economic vitality of the region. The Department provides staff support and research for the leadership partners. Contra Costa County | FY25-26 Recommended Budget Page 99 In September 2021, the Legislature created a Green Empowerment Zone (GEZ) for the Northern Waterfront area of the county to “build upon the comparative advantage provided by the regional concentration of highly skilled energy industry workers by prioritizing access to tax incentives, grants, loan programs, workforce training programs, and private sector investment in the renewable energy sector ”. The following year, the Legislature allocated $5 million to the County to support the GEZ. At the recommendation of the GEZ, in August 2024, the Board of Supervisors approved a $2 million contract with the UC Berkeley Institute of Research on Labor and Employment to analyze and design implementation strategies for clean energy economic development in the Green Empowerment Zone. DCD provides staff and technical assistance to the 44-member GEZ governing board (https://www.contracosta.ca.gov/9963/Governing-Board-of-the-Green- Empowerment) that meets bi-monthly. One County Supervisor and one alternate are appointed to the GEZ Board. The County’s Northern Waterfront Economic Development Initiative and Just Transition Economic Revitalization Plan (see below) are complementary efforts to the GEZ, and the Department serves to coordinate these efforts. Key objectives of the General Plan Update and the Climate Emergency Resolution are to help the County anticipate and plan for an economy that is less dependent on fossil fuels and to make a “Just Transition” away from a fossil-fuel- dependent economy. To advance those objectives, the Department has been heavily engaged in reviewing plans and issuing permits for two local reneries to reposition from petroleum processing to the production of renewable fuels from used cooking oils, fats, greases, soybean oils, and other renewable sources. The transition and potential downsizing of reneries points to the need for industrial land policies, which have become a key focus of the Department’s work. The Department is developing the Just Transition Economic Revitalization Plan with funding appropriated by Congress to set a roadmap for an economy not based on fossil fuels. The Board of Supervisors and the Board of Contra Costa Transportation Authority (CCTA) both approved the Accessible Transportation Strategic Plan (https://ccta.net/wp- content/uploads/2021/05/d212e7_b7dd9b28e27b490caac69cd554352df5.pdf) in March 2021. The Plan denes how Contra Costa will improve transportation options for older adults, persons with disabilities, and veterans. The Plan was conducted by the CCTA with County support and was collaboratively developed over several years in consultation with elected ofcials and staff at affected public agencies, advocates representing community-based organizations, and users of the system. In October 2022 and November 2023, the County executed MOUs with CCTA and allocated $1.4 million in Measure X funds annually for Plan implementation. CCTA and County staff have made signicant progress implementing the Plan with CCTA , creating a new Ofce of Accessibility and Equity and hiring new staff to implement the Plan. DCD staff, with CCTA oversight, continue supporting the CCTA-led effort. Contra Costa County | FY25-26 Recommended Budget Page 100 In 2018, the County formed an interdepartmental Illegal Dumping Think Tank team and began implementing numerous strategies in the unincorporated county area to combat illegal dumping as part of the Contra Costa County Illegal Dumping Initiative. Strategies are grouped into four categories: educate, prevent, clean up, and enforce, and include a public outreach campaign to educate residents about dumping, street signs placed near dumping zones with information on how to report dumping activity, removal of abandoned recreation vehicles, and dedicated law enforcement to investigate dumping crimes. The Board of Supervisors’ Illegal Dumping Ad Hoc Committee was formed in June 2019 to help oversee the implementation of the approved illegal dumping strategies. Annually, beginning in FY22-23, the Board allocated $600,000 in Measure X funding to support the illegal dumping initiative. The Measure X funding secured an additional $695,000 in California Department of Transportation (CalTrans) grant funds to support the ongoing effort. Since the passage of the County’s Cannabis Zoning Ordinance and completion of the 2019 process to select applicants to apply for the limited number of commercial cannabis activity land use permits, the Department has been processing permit applications and overseeing the implementation of these new commercial enterprises. The County’s commercial cannabis (https://www.contracosta.ca.gov/7122/Commercial-Cannabis-Permitting) implementation has been a tremendous learning experience and continues to evolve amid adopted and proposed changes to cannabis laws. Commercial cannabis activities and code enforcement are expected to remain signicant responsibilities for DCD and other County departments in FY25-26 and beyond. Two commercial cannabis dispensaries (Artist Tree in El Sobrante and Stiiizy in Pacheco), four commercial cannabis cultivation businesses, and one commercial cannabis delivery business have been approved and are operating in the county unincorporated area, while the process to permit a third dispensary is still in progress. In addition to long-term projects and major initiatives, the Department is regularly called to develop and recommend land use policies to the Board on any number of issues arising from current issues or events, such as agricultural tourism, energy efciency in new construction, accessory dwellings, illegal dumping, temporary events, nuisance abatement, tree protection and preservation and obstruction of views, cell tower placement, etc. Land Development Fund DCD’s operations are funded primarily through the Land Development Fund. DCD’s Land Development Fund has 3 major organizational components: Conservation and Development Energy Upgrade California; and the Measure WW Grant Project. The FY25-26 Recommended Budget for salaries and benets totals $40,036,255, approximately $3.8 million (10.5%) more than the FY24-25 Revised Budget. The increase can be primarily attributed to the recommended addition of 11 FTE positions, workers' compensation cost increases, and negotiated wage adjustments. Through the deletion of 9 FTE positions during FY24-25 and the recommended addition of 11 FTE positions, the Recommended Budget increases authorized FTE positions to 220, from 209 FTE in the FY24-25 Revised Budget. The Recommended Budget will add the following 11 positions necessary to create the organizational structure that will best support the department’s FY25-26 work plan: 2 Structural Engineers and 1 Principal Structural Engineer to meet increased demand for building permit applications and for succession planning; 1 Sr. Planning Technician and 2 Planner Is to address housing development on publicly owned land and to address large-scale grant programs; 1 Principal Building Inspector and 1 Grading Inspector to manage a more complex caseload and duties in Building Inspection; and 1 Accountant III, 1 Secretary Adv Level, and 1 Clerk Senior Level to increase scal and administrative support across the varied department programs. Contra Costa County | FY25-26 Recommended Budget Page 101 Services and Supplies are increased by 30% to $25,803,734 primarily due to the anticipated need for contracted professional services and other administrative expenses related to new grants and projects including a $19 million Community Change Grant from the U.S. Environmental Protection Agency. Other Charges are increased by 16% to $4,520,760 primarily for the planned refurbishment of ofce workspaces and replacement of outdated equipment. Fixed Assets are increased by 50% to $1,685,000 for the replacement of retired vehicles with electric vehicles. Expenditure Transfers, which are credits against expenditures, are increased by 16% to ($13,889,630) in recognition of increases to personnel costs and in allocation of departmental overhead cost. Overall, the budget for Land Development is increased by 18% to a total of $58,156,119 as compared to $49,240,290 in FY24-25. Land Development Fund revenues are increased by 18% in FY25-26, to $58,156,119, due to anticipated receipts from new construction projects and grants. The remainder of the projected revenues for FY25-26 in the Land Development Fund will come from a variety of land use projects, permitting activities, grants, and various reimbursements. General Fund - Federal and Other Specic Grant Programs DCD administers numerous programs budgeted from the General Fund, including Keller Canyon Landll Mitigation, Economic Development, Sustainability, Measure X initiatives, and a variety of federal grant programs. None of the 220 recommended FTE positions are budgeted for DCD's General Fund programs. The Recommended Budget for Services and Supplies is reduced by 11% to $48,424,613 from the FY24-25 Revised Budget. Other Charges are maintained at $397,250. Expenditure Transfers, which are intra-County costs charged to these programs, are increased by 19% to $5,700,822. In total, FY25-26 General Fund expenditures are reduced by 8% to $54,522,685. FY25-26 General Fund revenues are increased by 204% to $37,862,035 primarily due to anticipated receipts from new grants and construction projects. Most of DCD’s General Fund programs are completely supported by outside revenues. DCD is allocated General Purpose Revenue (net County cost) in FY25-26 totaling $16,660,650 of Special Board Allocations: $15,590,400 supported by Measure X sales tax revenue. DCD's Measure X-funded initiatives comprise: Local Housing Trust in the amount of $12.9 million for the construction of permanent housing for people earning less than 50% of the Area Median Income; Accessible Transportation Plan in the amount of $1.5 million to dene how Contra Costa will improve transportation options for older adults, persons with disabilities, and veterans; Illegal Dumping in the amount of $645,000 to support strategies employed by DCD, Public Works, and the Ofce of the Sheriff to combat illegal dumping in the county's unincorporated area; and Climate Equity and Resilience in the amount of $538,000 for new community planning initiatives to design and implement additional programs that will advance the County’s progress and leadership on climate equity and resilience. $432,000 to support economic development activities $500,000 to support environmental sustainability activities $138,250 to support code enforcement activities The potential for signicant shifts in the federal government’s approach to allocating and expending funds could impact some key activities in the Department and will be monitored closely. Long-standing programs such as the Community Development Block Grant, Home Investment Partnership Act and Emergency Solutions Grants have not so far been signicantly affected but could be if future federal budgets include dramatic cuts. It should also be noted the Department’s $19 million grant from the US Environmental Protection agency for climate resiliency in North Richmond has been affected by the federal freeze of certain expenditure programs and the submission of invoices and receipt of reimbursement is not currently possible. Other Special Revenue Programs DCD administers, as the local scal agent, several special revenue funds for the collection and disbursement of State funds to the cities and the County for costs related to program administration. These programs are self-supporting and require no contributions from the Land Development Fund or the General Fund. FY25-26 expenditures and revenues for these programs are increased by 29% or $3,844,163 from the FY24-25 Revised Budget to $17,145,955. Most of the increases relate to housing development programs. In summary, the FY25-26 Recommended Budget will permit the DCD to enhance current operations and support the Department's many and varied budget year goals and initiatives. Contra Costa County | FY25-26 Recommended Budget Page 102 Equity in Service Delivery DCD’s top equity priority is to evaluate its programs to ensure it is equitably serving the people of Contra Costa County. Based on its work in 2024, the Department has identied programs that address equity that will be continued and improved as well as new programs that are planned to be implemented. The following sections describe the ongoing and new programs planned for launch and their desired outcomes. Planning initiatives to address equity As DCD updated the County’s General Plan, Climate Action Plan, and begins updating the Zoning Ordinances in the Envision Contra Costa project, environmental justice has been a consistent theme. When adopted in late 2024, the General Plan included environmental justice goals, policies, and actions that were developed between 2021 and 2023 through an extensive community engagement process and in consultation with the Sustainability Committee of the Board of Supervisors. The Climate Action Plan includes complementary policies and actions. The Climate Action Plan includes goals specic to climate equity. Public outreach for Envision Contra Costa commenced in February 2019. Over the next four years, the County held or participated in over 125 public and community-organized meetings with residents, community advocates, stakeholders, and public ofcials, including: meetings with all 13 Municipal Advisory Councils, almost 50 community meetings, workshops, and open houses held across the county, stakeholder meetings on environmental justice, community health, sustainability, and economic development, Native American tribal consultations and over 20 meetings with various community-based organizations representing a wide range of interests in the county. Envision Contra Costa includes equity goals focused on (1) ensuring all residents live in clean, healthy homes and neighborhoods, have access to parks, open space, and fresh food, and can easily move through the county, and (2) planning for the transition to a local economy that is less reliant on fossil fuels. DCD is focused on impacted communities in many other areas of work already underway, including planning for Just Transition from fossil fuels, making communities resilient to sea level rise, developing more housing affordable for more people throughout the County, attracting more well-paying jobs in clean industries near where people live, attracting neighborhood-serving uses to communities that lack key resources such as grocery stores, providing accessible and affordable transportation options and facilitating conversion of existing buildings in Contra Costa County to all-electric. Programs to address equity Housing & Community Improvement: The various U.S. Department of Housing and Urban Development (HUD) federal programs and State Housing & Community Development (HCD) programs that DCD’s Housing and Community Improvement (HCI) Division administers primarily benet extremely low, very low, and low-income residents of Contra Costa County. There are specic communities within the county that have a higher concentration of racial/ethnic minorities but also have a high percentage of households that are considered or dened as “low-income households” (earning less than 80% of the Area Median Income). The federal and state programs (primarily though the Community Development Block Grant (CDBG), Emergency Solutions Grant (ESG) and HOME Investment Partnerships (HOME) Programs) that DCD’s HCI Division administers provide funds to various non-prot organizations or public agencies to either provide services, improve infrastructure/public facilities, or develop or preserve affordable housing within these cities or neighborhoods. DCD’s HCI Division also administers the Housing Opportunities for Persons with AIDS (HOPWA) funding program, which also serves a vulnerable population. Contra Costa County | FY25-26 Recommended Budget Page 103 During FY 2023/24, CDBG-funded public service projects provided a wide range of social services to over 30,000 Urban County residents and households, including the homeless, mentally and physically disabled, seniors, victims of domestic violence, and other special needs populations. Table of assistance to racial and ethnic populations by source of funds CDBG % of Total (CDBG) ESG % of Total (ESG) White 9,853 33.31% 4,378 35.71% African American/Black 5,310 17.95% 3,202 26.12% Asian 2,315 7.83% 169 1.38% Am. Ind./Native Alaskan 1,328 4.49% 891 7.27% Native Hawaiian/Pac. Islander 203 0.69% 124 1.01% American Indian/White 64 0.22% 135 1.10% Asian/White 61 0.21% 39 0.32% Af. American/White 210 0.71% 181 1.48% American Indian/Af. American 35 0.12% 40 0.33% Other 10,203 34.49% 3,102 25.30% Total 29,582 12,261 Hispanic 6,043 20.43% 1,757 14.33% Not Hispanic 23,539 79.57% 10,504 85.67% Contra Costa County | FY25-26 Recommended Budget Page 104 Promoting protection, preservation, and production of affordable housing is a key priority. In 2024, the Board approved DCD recommendations to fund three housing project applications for approximately $8.1 million in funds from the U.S. Department of Housing and Urban Development, four project applications for approximately $7.5 million in local funds from the Measure X Housing Fund, two project applications for over $3.5 million in State of CA - Permanent Local Housing Allocation Program funds. In 2023, the County issued building permits for 31 units affordable to very-low-income households, which includes 10 units affordable to extremely-low-income households, 71 units affordable to low-income households, 112 units affordable to moderate-income households, and 171 units affordable to above-moderate-income households for a total of 385 new units in the unincorporated area. DCD has recently expanded its efforts to collaborate with other County departments and partners to seek to address the critical issue of homelessness. Utilizing funds from the Measure X Housing Fund, the Department was able to increase its investment in Homelessness Prevention activities by almost an order of magnitude. More specically, the Board approved an approximately $1 million investment in homelessness prevention and eviction prevention services that encompass emergency nancial assistance, legal services, outreach, and supportive services. In addition, in December 2024, the Board authorized the Department to execute a contract with a planning consultant to work with other County departments and partners to develop a Homelessness Strategic Plan for the County. The Department has also initiated a new program to make grants to benet communities impacted by their proximity to two reneries. In 2022, the Contra Costa County Board of Supervisors approved the Martinez Renewable Fuels Project and Phillips 66 Rodeo Renewed Project. Each land use permit contains a condition of approval that provides that Contra Costa County and the applicant enter into a Community Benets Agreement (CBA). The CBAs will provide funding for the County to use to benet nearby communities. Former District 5 Supervisor Glover and the Department of Conservation and Development worked together to establish a community engagement process to provide ideas and input on how the Community Benets Agreements funds should be spent. On December 17, 2024, the Board accepted a report summarizing community priorities and ideas for how to distribute the CBA funds and approved recommendations addressing the solicitation process, including the creation of two community review panels to evaluate applications; entities eligible to apply for funding, including type of entity and geographic location; and community priorities identied through the community forums to be used by the community review panels to evaluate applications. The approved process will be initiated in 2025. Economic Development: DCD’s Economic Development ofce works across multiple agencies to ensure equitable economic opportunities for historically underserved communities and people of color. The County is preparing to develop a Just Transition Economic Revitalization Plan, and the communities closest to the reneries in Contra Costa County align with the State's impacted communities map and are the intended main beneciaries of the planning effort that will go to improving the health and job opportunities of residents in these communities. Through partnership with the Workforce Development Board on Just Transition and business retention and attraction, economic growth promotes career growth, improved quality of life, and economic prosperity for underserved communities. Through small business ombudsperson services, businesses in the unincorporated county learn about grant programs and can access warm introductions to small-business-serving organizations that offer resources for investment and business growth. The Northern Waterfront Initiative established Priority Contra Costa County | FY25-26 Recommended Budget Page 105 Production Areas and pursues grants and infrastructure nancing districts to identify and prepare industrial lands for the creation of jobs that are closer to more affordable housing. A new economic development program with its own governing board was initiated in late 2023 following state legislation—the Green Empowerment Zone (GEZ)-- and staff support to this body and its work is provided by DCD. The GEZ covers parts of Contra Costa and Solano counties and its mission includes identication of projects and programs that will best utilize public dollars and most quickly improve the economic vitality of the Northern Waterfront area of the County of Contra Costa, especially those that leverage federal, state, local, and private sector resources in a coordinated effort to support the development of the clean energy economy. Weatherization Program: DCD’s Weatherization Program serves economically-disadvantaged populations in the unincorporated and incorporated areas of the county. Eligibility for Weatherization services is limited to low-income households. Most of the County’s Weatherization Program clients are considered vulnerable populations. The Weatherization Program provides energy efciency measures based on the needs of the dwellings, after an assessment, to ensure energy savings and comfort for the residents of the dwellings. Each client is treated with respect and provided the best service the Contra Costa County | FY25-26 Recommended Budget Page 106 Weatherization Program and its subcontractors can provide. If necessary, the Weatherization Program provides translators for clients. In order to reach those who may most benet from Weatherization Services, staff conducted outreach in collaboration with the County's Employment and Human Services Department programs such as Head Start, distributed yers to Impacted Communities, and participated in community events such as the County Block Party. Weatherization Participation and Expenditures by Race/Ethnicity Number of Participants Amount of Weatherization Dollars Percent of Participants Percent of Dollars Hispanic/Latino 23 $226,892.02 14.4%18.5% White 49 $296,030.22 30.6%24.2% Black or African American 35 $293,767.57 21.9%24.0% Asian 12 $59,861.45 7.5%4.9% Other/Multi Race 17 $172,774.55 10.6%14.1% Not Reported/ Decline to State 24 $175,696.17 15.0%14.3% Contra Costa County | FY25-26 Recommended Budget Page 107 Climate Equity and Resilience: As it implements energy efciency programs through the Bay Area Regional Energy Network (BayREN), DCD has shifted more of its marketing and outreach efforts to impacted communities historically not served by these programs. DCD also worked with the nine-county BayREN membership to develop a BayREN Strategic Plan that includes an equity framework to focus more intently on equity priority communities. This includes offering Spanish language workshops and marketing materials in Contra Costa County. BayREN is retooling its single-family program to better serve residents of impacted communities. The retooled program is expected to be offered at minimal cost to participants and more focused on whole house, which will mean it will serve fewer people. BayREN also provides rebates and services to Bay Area businesses that are eligible, which requires that they are either located in a Disadvantaged Community or the primary language spoken at the business is something other than English. In 2024, funding has been secured to launch the following new programs: Bay Point/Pittsburg Energy Enhancement Rebate Program is based on a pilot program DCD launched on behalf of the City of Pinole. This program offers extra incentives for qualied energy efciency or all-electric projects located within Bay Point that participate in certain existing rebate programs or the County Weatherization Program. Provide energy efciency and weatherization upgrades at no cost for buildings within impacted communities in the unincorporated area that operate as licensed childcare facilities. County staff will partner with community-based organizations to help identify eligible daycare facilities and provide educational materials and technical support to retrot facilities during all phases of the project. Contra Costa County | FY25-26 Recommended Budget Page 108 Addressing equity within DCD DCD formed an Equity and Inclusion Committee in 2020 composed of staff volunteers. The Committee produced a report in 2021-22 containing recommendations related to internal culture, customer service, and planning for more inclusive communities. Work to prioritize and implement recommendations is ongoing. Contra Costa County | FY25-26 Recommended Budget Page 109 Goals The Department's goals for FY25-26 are to: Improve customer service by implementing new technologies and procedural changes to increase responsiveness to customer inquiries and reduce application review times. Continue to implement the Department of Energy Weatherization Assistance Program that was funded by the Bipartisan Infrastructure Law. Develop a roadmap for constructing all-electric new buildings and converting existing buildings to operate solely on electricity, a key strategy for reducing greenhouse gas emissions from the built environment. Implement an Energy Efciency Community Block Grant from the U.S. Department of Energy by focusing on energy efciency and weatherization retrots for family daycare centers in impacted communities. Continue to implement a pilot program in partnership with the City of Pinole that expands on the energy efciency programs provided through the Bay Area Regional Energy Network, and launch Bay Point / Pittsburg Energy Enhancement Pilot Program, which provides rebates for electric heat pumps and is funded by a grant from the Keller Canyon Mitigation Fund. Begin development of an Urban Forest Management Plan, funded by a grant from Governor’s Ofce of Land Use and Climate Innovation. Work with the Cities of Concord, Pittsburg, Antioch, and Oakley and the Metropolitan Transportation Commission (MTC) and consultant procured by MTC to implement the multi-jurisdictional Northern Waterfront Technical Assistance Project funded by the 2023 Priority Production Areas (PPAs) Pilot Grant Program, which will support planning for infrastructure improvements in the PPAs in the Northern Waterfront, including in Bay Point and Pacheco. Continue to provide administrative and other support services for the Green Empowerment Zone consistent with the State legislation AB 179 and the Budget Act of 2022 and manage the related contract. Develop the Just Transition Economic Revitalization Plan by securing professional consultants and commencing economic and other analyses. Review and revise the Surface Mining and Reclamation Ordinance in accordance with the new changes to the Surface Mining and Reclamation Act of 1975. Adopt revisions to the County’s Tree Preservation and Protection Ordinance to make it a more effective, efcient tool for regulating impacts to signicant resources. Continue to engage with interested community members to explore what if any regulatory changes and approaches can be implemented to better address the impacts of noise and report back to the Board. Allocate approximately $15 million dollars in federal, state, and local funds, including Measure X Housing Fund, for the development of new, or preservation of existing, affordable housing units throughout the county. Outreach to new or smaller community-based organizations and developers to facilitate the development of programs, services, or affordable housing for lower-income or disadvantaged communities. Implement the County’s recently-approved General Plan and Climate Action and Adaptation Plan Update that were created through the multi-year Envision Contra Costa effort. As the next phase of the Envision Contra Costa process, comprehensively update the County’s Zoning Code consistent with guidance provided by the Board through its consideration of the Zoning Update Report, with goals that include modernizing requirements, making requirements more clear and accessible to the public and achieving consistency with the newly-adopted General Plan. Assist the board with the development of a voter measure to renew the Contra Costa County Urban Limit Line. Continue implementing Disposition and Development Agreements with developers for the Orbisonia Village transit- oriented development and Rodeo Senior Housing – Phase 2 Projects and position remaining Housing Successor assets for affordable housing development. Continue to market Surplus Housing Successor Properties for the development of affordable housing. In cooperation with the Contra Costa Transportation Authority, support the continued implementation of the Countywide Accessible Transportation Strategic Plan including oversight of Measure X fund expenditures, nal design and establishment/approval of the new Coordinated Entity. Assist the Board with its efforts to oppose the “Delta Conveyance Project,” a de novo single tunnel project to convey Sacramento River water under the Delta to the export pumps for use south of the Delta, proposed by the Department of Water Resources. Prepare a County Drought Resilience Plan, working through the recently created Water Shortage Task Force, pursuant to a new state law (Senate Bill 552) that requires all counties to improve drought and water shortage preparedness for state small water systems and domestic wells within a county’s jurisdiction. Prepare the Contra Costa Resilient Shoreline Plan pursuant to a state law (Senate Bill 272) that requires the County to develop a subregional sea level rise plan that includes actionable adaptation pathways to become more resilient to rising seas and ooding. Leverage grant funding opportunities with existing funding streams to provide improved parks, open space, habitat, bike and pedestrian improvements, accessible transportation services, and other capital facilities. Contra Costa County | FY25-26 Recommended Budget Page 110 Transition the Department’s Geographic Information System to a more secure software solution and coordinate with state/regional agencies and county departments to update data and online mapping resources. Continue implementing the County’s Illegal Dumping Initiative in partnership with the District Attorney’s Ofce, Sheriff ’s Ofce, Health Services Department and Public Works Department. Continue implementing programs and services to reduce solid waste disposal and promote reuse and recycling in accordance with the Integrated Waste Management Act (Assembly Bill 939), Short-Lived Climate Pollutant Reduction Strategy (Senate Bill 1383) and other applicable state laws, including dedicating resources to help collect and recover more recyclables and compostable materials from County facilities and enforcing mandatory commercial recycling and organics recovery requirements. Approve the 2025 California Building Code, train staff on the changes from the prior code, and implement the new regulations. Enhance and improve the Department’s website and social media presence to communicate more effectively with the public and make services more accessible. Attract and retain staff needed to provide adequate service levels to the public in an increasingly competitive job market. Provide training and career development opportunities to existing staff to expand expertise and enhance the services provided by the department. Contra Costa County | FY25-26 Recommended Budget Page 111 Accomplishments The Conservation and Development Department is pleased to highlight these recent accomplishments: Hired additional staff in the Application and Permit Center and made other organizational changes to reduce processing times for permit applications. Completed work on the Contra Costa County 2045 General Plan, Climate Action and Adaptation Plan 2024 Update, and Environmental Impact Report covering both documents. The Board of Supervisors approved all three documents on November 5, 2024. The documents include plans to assist identied Impacted Communities and integrate the four themes for the effort established by the Board: Environmental Justice, Economic Development, Community Health and Sustainability. Prepared for Board review on June 4, 2024 a plan to comprehensively update the County’s Zoning Code in order to implement the new General Plan, improve accessibility to the public, simplify regulatory processes where possible, and better align land use regulation with the County’s goals and vision. Implemented new State laws to streamline the permitting of new housing and installation of rooftop solar panels, including a new process to receive and review applications for pre-approved Accessory Dwelling Units plans. Continued investments in an increased capacity for the Code Enforcement program, enabling the department to investigate and address violations, hazards and nuisances. A noteworthy recent example is the clean-up of truckloads of debris and unsafe wiring at Anchor Marina, an unpermitted RV park on Bethel Island, and subsequent time-critical work to address the signicant hazard posed when a portion of the dock structure broke free of its moorings during high winds and threatened boaters and many properties in that portion of the Delta. Partnered with community-based organizations and other agencies to serve approximately 170 low-income households through the Weatherization Program, improving the energy efciency, comfort, health and safety of the homes served. Awarded a $1,499,285 grant from the California Ocean Protection Council to help develop the Contra Costa County Sea Level Rise Resilience and Adaptation Plan, an effort to build capacity to prepare for, and recover from, the disruptions of sea level rise. Continued to support the Green Government Group (G3) Champions and the Interdepartmental Climate Action Task Force. The G3 Champions developed an Activity Guide they can use to encourage their departments to support the County’s climate action goals. Amended the 2022 California Energy Code to increase energy efciency standards for certain newly constructed buildings, a replacement for prior County regulations pertaining to all-electric building construction. Continued to expand work on Economic Development. Staff and organizational capacity to pursue economic development, initially assembled to implement with the city partners the Northern Waterfront Economic Development Initiative, continues to grow. New programs are starting up, including the Green Empowerment Zone, the Just Transition Economic Revitalization Plan, implementation of Priority Production Area grants from the Association of Bay Area Governments/Metropolitan Transportation Commission and planning for the Team California event to be hosted in Contra Costa County in 2025. The Board approved creating a new, standing committee on Economic Development, which held its rst meeting on December 4, 2024. Allocated over $28.4 million dollars for the production/preservation of 623 affordable housing units through federal and state nancing programs, including multifamily housing revenue tax-exempt bonds, HOME Investment Partnerships Act, Community Development Block Grant (CDBG), Housing Opportunities for Persons with AIDS, Measure X Housing Funds, In-Lieu Housing Funds, and various State of California grant programs. Provided over $2.87 million to over 130 local non-prot service agencies serving low-income residents through the CDBG, Emergency Solutions Grant, and the Keller Canyon Mitigation Fund. Continued efforts to implement the County’s Illegal Dumping Initiative utilizing Measure X funds and leveraged grant funds, a collaborative effort of ve County departments, including conducting a marketing campaign to educate the public on how to properly dispose of unwanted items and report incidents of illegal dumping. Approved the sale of Housing Successor lands for housing development in Bay Point and continued to work with contracted developers of two Housing Successor sites, one in Bay Point (Orbisonia Village) and a senior housing development in Rodeo (LaLoma) on the nancing phase of the projects. Continued supporting the Contra Costa Transportation Authority in the implementation of the Accessible Transportation Strategic Plan (ATSP) including administering Measure X funds, initiating the rst program (Low Income Fare Equity) and the hiring of ATSP dedicated staff. The East Contra Costa County Habitat Conservancy continued to manage land in the East Contra Costa County Habitat Conservation Plan / Natural Community Conservation Plan Preserve System and continued design on two large wetland restoration projects. The Conservancy also provides streamlined permit coverage for housing and infrastructure projects, providing a range of benets for the communities of East Contra Costa County. Awarded a $19 million grant through the U.S. Environmental Protection Agency, Community Change Grant Program for the North Richmond Community Resilience Initiative that will include a community resilience center, creating a green school yard at Verde Elementary, planting trees, providing clean energy upgrades to homes, renovating four former Contra Costa County | FY25-26 Recommended Budget Page 112 Housing Authority units, improving the Wildcat Creek Trail, creating an e-bike lending library, creating green spaces and a community garden, and leveraging these projects for workforce development. Operations Indicators Building Division FY 2021-2022 FY 2022-2023 FY 2023-2024 Number of building permits issued 13,066 13,566 13,328 Number of construction inspections conducted 49,589 49,724 50,165 Number of code enforcement cases closed 1,063 1,904 1,545 Number of homes, multifamily units and businesses that received energy efciency services (BayREN retrots and Weatherization improvements) 738 907 823 DCD has identied the following performance measures for annual reporting. Current Planning Division*FY 2022-2023 FY 2023-2024 Finalize 60% of applications received during the scal year for land use permits and development plans within one year 44%53% Finalize 60% of applications received during the scal year for variances and tree permits within six months 51%54% Finalize 60% of applications received during the scal year for Second Units (Accessory Dwelling Units) within 60 days 34%28% * NOTE: The time periods assessed are from the initial application submittal and include applicants’ time to respond to comments and submit a complete application. Housing & Community Improvement Division FY 2021-2022 FY 2022-2023 FY 2023-2024 Perform on-site monitoring of 25% of funded programs to assure compliance with federal regulations and contract specications This will be implemented beginning in FY 2023-24 This will be implemented beginning in FY 2023-24 Completed 34%. In FY 2023/24, staff performed monitoring of 21 of 61 previously funded housing developments Number of affordable housing units constructed or rehabilitated 56 269 232 Amount of nancial assistance provided to development/preservation of affordable housing units Over $12.7 million of FY 2021/22 funds were allocated to the development or preservation of 283 affordable housing units Over $12.7 million of FY 2022/23 funds were allocated to the development or preservation of 459 affordable housing units Over $28.4 million of FY 2023/24 funds were allocated to the development or preservation of 623 affordable housing units Contra Costa County | FY25-26 Recommended Budget Page 113 Policy Planning Division CY 2022 CY 2023 CY 2024 Housing Successor: Number of properties sold/units developed 0 0 3 parcels (1 site) sold Transportation: Amount in grant funds received #### $0 awarded, ($1.8 applied for) Advance Planning: Number of general plan amendments processed 5 1 3 East County Habitat Conservancy: Number of new acres preserved 79.8 0 0 Business Information Services and Solid Waste Division CY 2021 CY 2022 CY 2023 Solid Waste: Pounds Per Person Per Day (PPD) Disposed [Target = 3.9 or less which is equivalent to 50% of waste diverted from landlls, the lower the PPD the higher the waste diversion] 2.2 PPD 2.1 PPD 2.3 PPD Contra Costa County | FY25-26 Recommended Budget Page 114 County Counsel Thomas L. Geiger County Counsel For more information, call (925) 655-2200 or visit https://www.contracosta.ca.gov/1370/County-Counsel (https://www.contracosta.ca.gov/1370/County-Counsel) DEPARTMENT OVERVIEW Department Description The County Counsel’s Ofce is the civil legal advisor to the Board of Supervisors, the County Administrator, County elected ofcials, County departments, boards and commissions, and various other public agencies in the county. The Ofce litigates civil and administrative cases and provides a wide range of other legal services to the Board, County departments, Board- governed special districts, authorities and agencies, the Contra Costa Local Agency Formation Commission (LAFCO), and the Civil Grand Jury. By fee contract, the County Counsel’s Ofce provides legal services to the County Superintendent of Schools, the County Board of Education, the Contra Costa County Schools Insurance Group, the Children and Family Services Commission (First Five), Contra Costa Resource Conservation District, and Delta Diablo, a sanitation district. Program Area Description General Law Division: Provides a full range of legal services necessary for the continued operation of County departments and special districts. These services include providing general government advice and representation in matters involving land use, labor and employment, nance, election law, property taxation, public works, construction and transportation, real property, technology, Public Records Act, open meeting laws, and conicts of interest. The Division also provides transactional services, such as reviewing, drafting, and negotiating contracts for services, real estate purchase agreements, leases, and construction documents. The Division also litigates administrative cases and federal and state civil court cases, except those where monetary damages are sought against the County. Juvenile Dependency/Conservatorship Division: Represents the Children and Family Services Bureau of the Employment and Human Services Department in all juvenile dependency proceedings; represents the Public Guardian in conservatorship proceedings involving persons disabled by mental illness and dementia; represents the Behavioral Health Services Division of the Health Services Department in Assisted Outpatient Treatment (Laura’s Law) and involuntary medication matters; and represents Contra Costa Regional Medical Center and John Muir Medical Center on writs of habeas corpus from psychiatric holds. Tort and Civil Rights Litigation Division: Defends claims and lawsuits where monetary damages are sought against the County, the Contra Costa County Fire Protection District, and their ofcers and employees. The Division defends cases involving allegations of personal injury, property damage, and medical malpractice, as well as cases concerning employment matters and civil rights. Contra Costa County | FY25-26 Recommended Budget Page 115 Organizational Chart County Counsel is currently staffed by 57 full-time equivalent positions. The total is comprised of 38 attorneys and 19 staff support. Full-time Equivalent Employee (FTE) Summary FY24-25 Revised FY25-26 Recommended Change 17 - COUNTY COUNSEL 57 57 0 County Counsel Organizational Chart County Counsel General Law Division Legal Services for County Departments and Special Districts Tort and Civil Rights Litigation Division Defense of Claims and Lawsuits against the County Juvenile Dependency/ Conservatorship Division Conservatorships, Laura's Law, Involuntary Medication Matters, Juvenile Dependency Contra Costa County | FY25-26 Recommended Budget Page 116 Expenditures Summary The summary reects net expenditures totaling $10,698,918 for County Counsel. This amount includes expenditure transfers (charges for services) in the amount of $7,681,912, thus, gross costs for FY25-26 total $18,380,830. 10,698,918 $270,271 (2.59% vs. prior year) Expenditures by Expense Type The chart below reects expense type as a percentage of net expenditures (including expenditure transfers). If reected as a percentage of gross costs, salary and benets would reect 87.4% of the total anticipated costs for FY25-26. The budget includes salary and benet costs for 57 positions and includes negotiated wage and benet adjustments. Budgeted Expenditures by Expense Type Salaries And Beneﬁts (150.2%)Salaries And Beneﬁts (150.2%)Salaries And Beneﬁts (150.2%) Services And Supplies (21.2%)Services And Supplies (21.2%)Services And Supplies (21.2%) Other Charges (0.4%)Other Charges (0.4%)Other Charges (0.4%) Contra Costa County | FY25-26 Recommended Budget Page 117 Budgeted and Historical Expenditures by Expense Type Millions Expenditure Transfers Other Charges Services And Supplies Salaries And Beneﬁts FY2024 FY2025 FY2026 $-10 $-5 $0 $5 $10 $15 $20 Salaries And Benefits $13,756,449 $15,315,542 $16,067,314 $751,772 4.9% Services And Supplies $1,128,044 $2,695,810 $2,266,662 -$429,148 -15.9% Other Charges $40,302 $46,600 $46,854 $254 0.5% Expenditure Transfers -$6,695,883 -$7,629,305 -$7,681,912 -$52,607 0.7% Total:$8,228,913 $10,428,647 $10,698,918 $270,271 2.6% Name FY2024 Actuals FY2025 Revised Budget FY2026 Recommended Budget FY24-25 Revised vs. FY25-26 Recommended ($) FY24-25 Revised vs. FY25-26 Recommended (%) Contra Costa County | FY25-26 Recommended Budget Page 118 Revenues Summary In addition to the expenditure transfers (cost transfers to other departments within the General Fund) of $7,681,912, County Counsel anticipates revenue of $6,905,113. Revenue is generated by charges to non-general fund clients (including Special Districts). Additionally, the Tort/Civil Rights Litigation division is 100% offset by charges to the General Liability Self-Insurance Fund. The Ofce is able to offset 79% of gross costs through charges for services. The remaining costs of $3,793,805 are funded by an allocation of general purpose revenue (net County cost) and reect legal services to general fund County departments (including the County Administrator and Board of Supervisors). 10,698,918 $270,271 (2.59% vs. prior year) Revenues by Source Budgeted Revenues by Source Millions General Purpose Revenue Other Local Revenue FY2024 FY2025 FY2026 $0 $10 $2.5 $5 $7.5 $12.5 Other Local Revenue Charges For Services $7,025,272 $6,852,493 $6,905,113 $52,620 0.8% Total Other Local Revenue:$7,025,272 $6,852,493 $6,905,113 $52,620 0.8% General Purpose Revenue $1,203,641 $3,576,154 $3,793,805 $217,651 6.1% Total:$8,228,913 $10,428,647 $10,698,918 $270,271 2.6% Name FY2024 Actuals FY2025 Revised Budget FY2026 Recommended Budget FY24-25 Revised vs. FY25-26 Recommended ($) FY24-25 Revised vs. FY25-26 Recommended (%) Contra Costa County | FY25-26 Recommended Budget Page 119 Key Budget Updates The County Counsel’s Ofce, in its role as legal advisor to the County, maintains a staff of 38 attorneys and 19 support staff. Most costs are recoverable through charges for services. Costs for departments and programs whose legal services are supported by the general fund are offset by general purpose revenue. These General Fund clients include the following departments: Board of Supervisors, County Administrator, Sheriff-Coroner, Employment and Human Services, Human Resources, Clerk Recorder- Elections, District Attorney, Probation, Civil Grand Jury, Public Defender, Department of Information Technology, Merit Board, and Agriculture. The capacity of the Ofce to provide services to these clients in such matters as Public Records Act requests, employment, and contract review and administration, continues to be a signicant challenge based on funding limitations. In 2024, County Counsel attorneys worked 1,778 hours of uncompensated overtime—approximately the equivalent of three- quarters of a full-time attorney. The FY25-26 recommended budget reects gross expenditures of $18,380,830, the majority (87%) of which is for salary and benet costs. This amount is partially offset by intra-fund charges for legal services to County departments in the amount of $7,681,912. Revenue in the amount of $6,905,113 is anticipated from County departments in other funds and special districts. The balance of costs will be offset by a general-purpose revenue allocation (net County cost) of $3,793,805. Salary and benet costs increased by $751,772 and general operating costs decreased by $429,148. The net decrease reects the elimination of $569,000 of one-time costs for technology upgrades as well as increases in general operating costs of $139,852. Expenditure transfers (cost transfers to other County departments within the General Fund) increased by $52,607. Revenue increased by $52,620 and the resulting share of General-Purpose revenue increased by $217,651. The Ofce was able to address increased costs by applying adjustments to operating costs and moderate increases to fee-for-service clients and reviewing billable rates. There are no anticipated adverse programmatic, operational, or stafng impacts on the FY25-26 budget. County Counsel is implementing a new, integrated document management system to replace its separate timekeeping, calendaring, and case le management systems. The system is scheduled to go live in mid-April 2025. The new ProLaw Case Management system will streamline operations by simplifying procedures and signicantly reducing the time spent entering data across multiple systems. The FY25-26 Recommended Budget will allocate the necessary funding to support County Counsel's ongoing operations, as well as its goals and initiatives for the upcoming scal year. Equity in Service Delivery The County Counsel’s Ofce provides legal services to the Board of Supervisors, County departments, boards and commissions, as well as other public agencies, and is committed to providing legal support to the Board and County departments as they implement their equity priorities. One of the ofce’s top priorities is to continue to provide legal support to the Ofce of Racial Equity and Social Justice (ORESJ) in FY25-26. On behalf of ORESJ, the County Counsel’s Ofce will draft and review contracts for the provision of equitable health and wellness services, provide advice on open meeting laws as ORESJ establishes the County’s Lived Experience Advisory Board, and provide personnel advice as ORESJ increases its stafng. The County Counsel’s Ofce will also provide legal services to various departments as the County proceeds toward establishing an African American Holistic Wellness and Resource Hub. Internally, the County Counsel’s Ofce is fully committed to diversity, equity, and inclusion by employing a workforce that reects the diversity of the County as a whole, and by maintaining a work environment where everyone in the ofce is treated fairly and respectfully so they can fully contribute to the County’s success. The ofce will create a diverse pool of qualied applicants through extended outreach efforts by announcing recruitments to at least 70 different legal job posting outlets, including law school career centers, professional organizations, and community-based organizations. As a Minimum Continuing Legal Education (MCLE) provider, the ofce is committed to providing in-house diversity, equity, and inclusion training, and will explore opportunities to provide these educational opportunities to the ofce in FY25-26. Contra Costa County | FY25-26 Recommended Budget Page 120 Goals GOALS Tort and Civil Rights Litigation Division – Litigation Goals Resolve 80% of assigned cases with no liability ndings and no adverse verdicts or judgments against the County. Prevail, in whole or in part, on the majority of motions led by the Division. Handle 80% of litigation matters in house. General Law Division – Litigation Goals Resolve with a favorable outcome at least 75% of civil cases litigated by the Division. Resolve with a favorable outcome at least 80% of administrative proceedings before the California Civil Rights Department, the Equal Employment Opportunity Commission, and the Division of Labor Standards Enforcement. Resolve with a favorable outcome at least 75% of arbitrations, Merit Board appeals, and proceedings before the Public Employment Relations Board. General Law Division – Advisory Goals Respond to 90% of requests for approval of County standard form contracts within seven working days after receipt of request. Respond to 90% of written requests for services requiring contractual drafting or legal analysis within 30 days or within negotiated time targets, including extensions. Trainings – Goals To reduce litigation exposure and assist its clients, the Ofce provides training and instruction on a variety of topics, including conicts of interest, the Brown Act, the Public Records Act, contract preparation, and other substantive legal issues affecting various departments. The Ofce, as a Minimum Continuing Legal Education (MCLE) provider, also provides MCLE trainings to its attorneys to ensure they receive complete and current information in relevant practice areas. The Ofce’s goal is to provide 25 training sessions in 2025. Case Management System Implementation In 2025, the Ofce plans to complete the replacement of its separate case le management, time keeping and calendaring systems with a single integrated case management system. Once fully integrated, the new system will considerably decrease the time spent entering data into separate systems. Contra Costa County | FY25-26 Recommended Budget Page 121 Accomplishments Ordinances. The Ofce drafted 23 ordinances adopted by the Board in 2024, including ordinances removing gendered pronouns from the County Ordinance Code, rezoning for consistency with the new General Plan Housing Element, authorizing agritourism, regulating microenterprise home kitchens, adding noise restrictions and other requirements for temporary events, regulating nonfranchise solid waste haulers that use county roads, increasing energy efciency standards in new buildings, regulating tank terminals that store ammable liquids, authorizing re protection districts governed by the Board of Supervisors to use informal bidding for certain construction projects, updating the agriculture/weights and measures device fee and registration, amending merit system exemptions, and establishing an administrative process that Kensington property owners can use to restore access to views and sunlight. Land Use, Planning, Zoning and Housing. The Ofce advised the Department of Conservation and Development on issues related to preparing a new General Plan, the adoption of a new General Plan Housing Element, and several builder’s remedy issues. The Ofce also defended the County in several California Environmental Quality Act (CEQA) challenges, including on appeal, in cases involving a senior housing project near Heather Farms Park in the Walnut Creek area, a housing development near Danville and San Ramon, and renery projects in Martinez and Rodeo. Transportation, Real Estate, and Infrastructure. The Ofce assisted the East Contra Costa Regional Fee and Financing Authority (ECCRFFA) with its addition of 18 new transportation projects in the ECCRFFA fee program in East County. Ofce attorneys also worked on several signicant real estate transactions, including acquiring property in San Pablo for the Health Services Department’s Whole Person Care pilot program, acquiring a parcel in Brentwood for potential future use as a re station and as a District 3 youth center, leasing 40 motel rooms in Concord for transitional housing, and leasing space in Pittsburg for use by the District Attorney’s Ofce. The Ofce also worked with the Health Services Department on its application for an $18.6 million State grant to fund improvements to a behavioral health facility in Richmond. The Ofce reviewed and prepared transaction documents for a Measure X grant to Community Youth Center for expanded youth center services in District 4. The Ofce also represented the Public Works and Health Services Departments and the Contra Costa County Fire Protection District in several construction-related disputes. Delta Protection. The County continued to partner with other Delta counties and water agencies in litigation and administrative actions challenging the State’s Delta Conveyance Project approvals and challenging proposed changes to the State’s water rights that are necessary to use the project. Code Enforcement. The Ofce assisted the Department of Conservation and Development with several code enforcement matters, including an unpermitted car wash business and an unpermitted commercial kennel, both in residential zones. Public Safety. The Ofce advised the Contra Costa County Fire Protection District on legal issues related to its annexation of the Rodeo-Hercules Fire Protection District. The Ofce litigated an eminent domain action to acquire property for new CCCFPD Fire Station No. 94 in downtown Brentwood, and the Ofce assisted with negotiating a contract for aerial reghting services during the height of re season. The Ofce also prepared an ordinance adopted by the Board to authorize cost recovery for emergency ambulance services. The Ofce also assisted the Animal Services Department with negotiating and drafting a new dispatch services contract with the San Ramon Valley Fire Protection District. Information Technology. In conjunction with the Department of Information Technology, the Ofce developed an administrative bulletin on cybersecurity. To prevent and minimize the effects of cyberattacks, the administrative bulletin provides County departments with standards for managing electronic data, implementing electronic security measures, and responding to a cyberattack. Contra Costa County | FY25-26 Recommended Budget Page 122 Technology Agreements. The Ofce assisted County departments with drafting and negotiating several complex information technology contracts, including contracts for automated license plate reader technology, a criminal justice information dashboard application, and an automated reporting information exchange system (ARIES) application, all for the Ofce of the Sheriff. The Ofce also assisted with drafting and negotiating a contract for a diversity procurement platform for the Health Services Department. Elections. The Ofce successfully defended the Election Division’s role in a post-election challenge to the results of the 2020 general election. The plaintiffs sued the California Secretary of State and 15 county registrars of voters, challenging the Secretary of State’s certication of 2020 election results and seeking to declare California’s vote-by-mail election system unconstitutional. The District Court ruled in favor of the County and co-defendants, nding no constitutional violations, and the Ninth Circuit Court of Appeals afrmed the judgment. CARE Act. The Ofce provided legal advice and support to the Behavioral Health Division of the Health Services Department on the December 1, 2024, implementation of Community Assistance, Recovery, and Empowerment (CARE) Act proceedings in Contra Costa County. The Ofce drafted templates and standard forms to be used by the Behavioral Health Division in CARE Court proceedings, advised staff on court processes and assessments for individuals referred to CARE Court, and met with justice partner stakeholders to coordinate ling and processing of CARE Act petitions. The Ofce also attended CARE Act meetings held with the public. Housing Authority. Ofce attorneys advised and drafted revisions to Housing Authority policies, including an updated Violence Against Women Act policy, and an updated Admissions and Continued Occupancy policy outlining eligibility and other requirements for tenants consistent with new regulations issued by the federal Department of Housing and Urban Development. Ofce attorneys also represented the Housing Authority in dozens of unlawful detainer actions, defended the Housing Authority in litigation challenging reasonable accommodation determinations and against complaints led with the California Civil Rights Department, and participated in weekly meetings with staff to review approximately 20 to 30 reasonable accommodation requests per week. Head Start. The Ofce advised the Employment and Human Services Department’s Community Services Bureau, the County Administrator, and the Board of Supervisors on legal issues involving the County’s Head Start program that included legal guidance on governance, program, and scal matters, resulting in a successful grant application and awarding of a new ve-year Head Start grant. Law Enforcement. The Ofce provided legal advice and support to the Sheriff ’s Ofce on updates to its policies on religious accommodations in detention facilities and automated license plate recognition and provided legal guidance on disclosure of peace ofcer records, evolving legal updates to concealed carry rearms application processes, and ongoing compliance with Senate Bill 2, pertaining to peace ofcer certication. Health and Workplace Safety. The Ofce advised the Health Services Department on the creation of a new behavioral health board in compliance with Proposition 1, provided legal guidance on Public Health’s syringe services program, and provided legal representation to the local Emergency Medical Services Agency on 36 Emergency Medical Technician (EMT) license certication, revocation, and discipline cases. The Ofce also worked with the Risk Management Department in drafting a new Workplace Violence Prevention Plan and a new Indoor Heat Illness Prevention Program in compliance with recent legislative and regulatory requirements. Contra Costa County | FY25-26 Recommended Budget Page 123 Labor Relations and Personnel. The Ofce provided legal advice and support to the Human Resources and Health Services Departments on a working group to improve hiring processes. The Ofce also assisted the County Administrator’s Ofce, the Labor Relations Division, Human Resources, and departments with labor relations and personnel matters, including updating policies on new sick leave requirements, providing advice on compliance with work authorization requirements, implementation of the new healthcare worker minimum wage, ADA and leave accommodations, collective bargaining laws and procedures, and reviewing bargaining proposals, agreements, and records requests. The Ofce also provided legal advice and support to the Human Resources Department in implementing a 401(a) Plan, a tax-qualied dened contribution plan, to provide retirement funds for the benet of members of the Physicians’ Dentists’ Organization of Contra Costa, and their beneciaries, who became new members of the Contra Costa County Employees’ Retirement Association on or after January 1, 2013. External Trainings. In 2024, the Ofce provided 31 trainings for County departments, the Grand Jury, the Housing Authority, and the County Board of Education and County Ofce of Education on several topics. General Law Division attorneys provided 18 training sessions, including on the following topics: Contracting principles and procedures Brown Act Subpoena handling Public Records Act Powers and duties of the Grand Jury CARE Court proceedings First Amendment Auditors Progressive discipline Pitchess Motions Juvenile Dependency/Conservatorship Division attorneys provided 13 trainings, including trainings for social workers on assessing parentage of a child and reporting to the court, writing juvenile dependency petitions, and preparing for and testifying in court. Minimum Continuing Legal Education Trainings. The Ofce is a State Bar of California Minimum Continuing Legal Education (MCLE) provider. In 2024, the Ofce provided an MCLE training on the fundamentals of contract review, covering legal contracting principles, Health Insurance Portability and Accountability Act (HIPAA) compliance, insurance, purchase orders, software agreements, cooperative purchasing agreements, group purchasing organization contracts, and condentiality. At the Fall 2024 Taxation Study Section Meeting of the County Counsels’ Association of California, two attorneys from the General Law Division presented at the conference on special taxes and assessments. Contra Costa County | FY25-26 Recommended Budget Page 124 Operations Indicators & Performance Measures Tort and Civil Rights Litigation Division – Performance Measures Files Resolved/Closed The Tort and Civil Rights Litigation Division resolved 100% of assigned cases with no liability ndings and no adverse verdicts or judgments against the County. The Division resolved 60 cases in 2024. Of these cases, the Division resolved 70% of assigned cases without any monetary payment, and 87% of the cases for less than $50,000. Files resolved for $0: 42 Files resolved for under $10K: 1 Files resolved between $10K and $50K: 9 Files resolved for over $50K and up to $100K: 1 Files resolved for over $100K and up to $1M: 7 Files resolved for over $1M: 0 Files Opened The Division met its goal of handling at least 80% of litigation matters in house. In 2024, the Division handled 99% of cases in- house, with only 2 of 72 cases assigned to outside counsel. Civil Rights Cases Opened: 18 Employment Cases Opened: 4 Medical Malpractice Cases Opened: 4 Dangerous Condition Cases Opened: 20 Other Cases Opened: 26 Motions The Division met its goal of prevailing, in whole or in part, on the majority of motions led by the Division in 2024. The Division initiated 87 motions in 2024. Of these motions, 75% were granted in whole or in part or resulted in a dismissal of the case, were resolved before the motions was heard, or were withdrawn by the Ofce. Only 9% were denied and 16% remain pending before the court. General Law Division – Litigation Performance Measures The Division resolved 56 civil cases in 2024. Of these cases, 99% resulted in an outcome favorable to the client. The Division resolved 20 administrative proceedings before the California Civil Rights Department, the Equal Employment Opportunity Commission, and the Division of Labor Standards Enforcement in 2024. Of these administrative proceedings, 95% resulted in an outcome favorable to the client. The Division resolved 12 arbitrations, Merit Board appeals, and proceedings before the Public Employment Relations Board in 2024. Of these administrative proceedings, 92% resulted in an outcome favorable to the client. General Law Division – Advisory Performance Measures In 2024, the General Law Division reviewed 1285 standard form contracts for approval as to form. The Division responded to 99% of requests for approval within seven working days after receipt of request. The General Law Division provided 1466 responses to written requests for complex transactional and advisory services. The Division responded to 100% of these requests within 30 days or within negotiated time targets. The Division opened 51 new court cases and 57 new administrative cases in 2024. Juvenile Dependency/Conservatorship Division – Workload Contra Costa County | FY25-26 Recommended Budget Page 125 In 2024, the Juvenile Dependency/Conservatorship Division opened 371 new cases. The Division appeared in 556 dependency contests in juvenile court. The Division led 19 responsive briefs with the Court of Appeal on corresponding dependency appeals, resulting in all matters being afrmed on the merits. The Division made 866 court appearances in conservatorship proceedings, involuntary medication hearings and other matters. The Division led 8 responsive briefs on LPS conservatorship appeals. Service Hours In 2024, attorneys in the ofce worked a total of 1,778 hours of overtime. Contra Costa County | FY25-26 Recommended Budget Page 126 County Administrator Monica Nino County Administrator For more information, call (925) 655-2075 or visit County Administrator's Ofce | Contra Costa County, CA Ofcial Website. (https://www.contracosta.ca.gov/94/County-Administration) Department Description The County Administrator is a Board appointed position that is responsible for directing and coordinating the operations of all departments over which the Board exercises control. The County Administrator serves both the legislative and executive functions of the Board by providing analysis and recommendations to guide the Board’s policy development. The County Administrator’s Ofce (CAO) implements the policy direction of the Board of Supervisors and serves the public by collaboratively leading and supporting the County organization. Program Area Descriptions General Administration executes Board direction, provides executive-level guidance, and serves as the Department’s administrative services hub for all programs within the County Administrator’s Ofce. Staff are responsible for producing and monitoring the County budget, developing scal plans, stafng the Board of Supervisors and its committee meetings, analyzing proposals, and providing recommendations to the Board of Supervisors to support alignment with Board policies and effective and efcient use of County resources. The Board committees and advisory bodies for which CAO staff provides support include: Family and Human Services, Finance, Internal Operations, Legislation, Measure X Community Advisory Board, Measure X Community Fiscal Oversight Committee, Contra Costa Commission for Women and Girls, and Public Protection. Legislative Services develops and manages the County’s legislative platforms to respond to state and federal actions that could impact the County of Contra Costa. In coordination with state and federal advocacy consultants and in collaboration with Department staff countywide, CAO staff track and monitor state and federal legislation and provide timely updates to the Board. Provides leadership and manages major capital projects. Law and Justice Information Systems (LJIS) Planning and Development provides administration, planning, and coordination of data systems and networks that affect and support the entire County justice system, including case management systems for the District Attorney, Public Defender, and Probation Departments, the countywide Automated Warrant System, and the All County Criminal Justice Information Network (ACCJIN). Labor Relations manages the collective bargaining process, investigates grievances, and provides training and counseling to managers and employees, as well as problem resolution. Ofce of Communications & Media supports countywide centralized communications under one cohesive strategy to enhance and improve information services to the community through proactive communications. OCM also administers cable franchises and community access television (known as CCTV). Clerk of the Board provides staff support to the Board of Supervisors by recording and compiling the actions of the Board taken in open session; maintains the ofcial records; prepares the weekly agenda and summary; provides staff support to the Assessment Appeals Board; and maintains the roster of various boards and committees. Contra Costa County | FY25-26 Recommended Budget Page 127 Organizational Chart The County Administrator's Ofce is budgeted for 46 full-time equivalent positions. While the FY24-25 Adopted Budget included 45 full-time equivalent positions, a position was added mid-year. The FY25-26 Recommended Budget includes an existing vacant Senior Deputy County Administrator position that was added during the prior scal year. During FY25-26, the County Administrator's Ofce plans to reclassify this existing position at a Senior Management Analyst level to support countywide capital projects administration. FY24-25 Revised FY25-26 Recommended Change 03 - COUNTY ADMINISTRATOR 46 46 0 County Administration County Administrator General Administration Budget, Capital Projects, Legislative Services Ofce of Communications & Media Law and Justice Information Systems Labor Relations Clerk of the Board Expenditures Summary 18 ,097,503 -$1,765,740 (-8.89% vs. prior year) Expenditures by Expense Type The County Administrator expenditures for FY25-26 were reduced by $1,765,740, primarily attributable to reduced Services and Supplies budget. Much of this reduction is attributable to one-time Measure X funding that was awarded in prior scal years. Salaries and Benets expenditures are increased by $913,484, or 8.7%, to $11,380,595 in FY25-26 due to scheduled compensation increases. Services and Supplies expenditures are reduced by $2,790,499, or 28.9%, to $6,853,402 due to reductions in professional service contracts. Other Charges expenditures are reduced by $4,146 due to decrease in allocation of general liability costs in the County Administrator Ofce. Expenditure Transfers are increased by $115,421 due to higher inter-departmental charge estimates. Contra Costa County | FY25-26 Recommended Budget Page 128 Budgeted and Historical Expenditures by Expense Type Millions Expenditure Transfers Fixed Assets Other Charges Services And Supplies Salaries And Beneﬁts FY2024 FY2025 FY2026 $-5 $0 $5 $10 $15 $20 $25 Salaries And Benefits $9,605,037 $10,467,111 $10,467,111 $11,380,595 $913,484 8.7% Services And Supplies $5,431,494 $9,643,900 $7,832,082 $6,853,402 -$2,790,499 -28.9% Other Charges $27,729 $39,607 $39,607 $35,461 -$4,146 -10.5% Expenditure Transfers -$482,304 -$287,375 -$287,375 -$171,954 $115,421 -40.2% Fixed Assets $172,342 $0 $0 $0 $0 0% Total:$14,754,298 $19,863,243 $18,051,425 $18,097,503 -$1,765,740 -8.9% Name FY2024 Actuals FY2025 Revised Budget FY2025 Adopted Budget FY2026 Recommended Budget FY24-25 Revised vs. FY25-26 Recommended ($) FY24-25 Revised vs. FY25-26 Recommended (%) Revenues Summary 18,085,906 -$1,777,337 (-8.95% vs. prior year) Revenues by Source Contra Costa County | FY25-26 Recommended Budget Page 129 Budgeted Revenues by Source Millions Other Local Revenue General Purpose Revenue FY2024 FY2025 FY2026 $0 $5 $10 $15 $20 $25 Other Local Revenue License/Permit/Franchises $1,268,158 $1,253,111 $1,146,111 -$107,000 -8.5% Intergovernmental Revenue $54,310 $21,000 $21,000 $0 0% Charges For Services $1,343,667 $1,361,623 $1,505,947 $144,324 10.6% Miscellaneous Revenue $320,376 $361,000 $344,000 -$17,000 -4.7% Total Other Local Revenue:$2,986,511 $2,996,734 $3,017,058 $20,324 0.7% General Purpose Revenue $11,767,569 $16,866,509 $15,068,848 -$1,797,661 -10.7% Total:$14,754,080 $19,863,243 $18,085,906 -$1,777,337 -8.9% Name FY2024 Actuals FY2025 Revised Budget FY2026 Recommended Budget FY24-25 Revised vs. FY25-26 Recommended ($) FY24-25 Revised vs. FY25-26 Recommended (%) Key Budget Updates The County Administrator proposed budget for FY25-26 fully funds its operational requirements, which include General Administration, Labor Relations, the Ofce of Communications & Media, Law and Justice Information Systems Planning and Development, and the Clerk of the Board. The FY25-26 general purpose revenue allocation (net County cost) for the County Administrator budget is reduced by $1,797,661 from FY24-25. The decrease derives primarily from reduced expenditures of Services and Supplies ($2,790,499), which are offset against increasing costs for Salaries and Benets ($913,484). The FY25-26 Recommended Budget will permit the County Administrator's Ofce staff to continue to enhance current operations, including administration for the Measure X program, funding for additional technology support for County boards, commissions, and committees, as well as increased support for capital services administration. Contra Costa County | FY25-26 Recommended Budget Page 130 Equity in Service Delivery The County Administrator will continue to support and advance the Board of Supervisors' goal of improving the quality of life for Contra Costa County residents through diverse, equitable, inclusive, and accessible programs and services. In FY25-26, the Ofce will primarily focus on equity in service in the following areas: Objective: Continue to ensure that County policies use gender-neutral pronouns in its policies. • Complete codication of ordinance code updates to remove gendered pronouns and replace them with gender-neutral pronouns. • Develop tools and procedures to assist departments with revising their own department policies. Objective: Continued support of language access programs for Board of Supervisors meetings, including advisory committees as directed. • Coordinate scheduling for language access support for meetings of the Board of Supervisors. • Assist departments with vendor-provided language access services for advisory committees as directed by the Board. Objective: Support the ongoing efforts of the Board of Supervisors to allocate approximately $120M annually in Measure X sales tax funds to a broad range of services and resources to increase equity. • Provide stafng support to the Measure X Community Advisory Board to facilitate the development of recommendations for community-informed, equity-driven priorities for utilizing Measure X funding. • Coordinate Spanish language translation and American Sign Language interpretation services for Measure X Community Advisory Board meetings to promote access, inclusion and participation in the decision-making process. • Assist with outreach for recruitments to enable representation of diverse communities and perspectives on the Measure X Community Advisory Board and the Measure X Community Fiscal Oversight Committee. Contra Costa County | FY25-26 Recommended Budget Page 131 Goals Goal #1: Increase public access to the County’s budget and nancial information online. Measurement: Successful transition to the updated digital platform for the annual budget book and receipt of the GFOA Distinguished Budget Presentation award for the year, along with completion of a Popular Annual Financial Report (PAFR) with receipt of the GFOA PAFR Award. Goal #2: Successfully complete labor negotiations for all agreements expiring during FY25-26, including MOUs with the California Nurses Association (CNA) and the Physicians' & Dentists' Organization of Contra Costa (PDOCC). Measurement: New labor agreements will be executed with affected bargaining units, including CNA and PDOCC. Goal #3: Deploy new technologies that enhance customer services and County practices. Measurement: Implementation of enhancements to County workows and systems, such as the Workday nance system modules, articial intelligence, and electronic timekeeping to increase efciencies and improve services and reporting. Goal #4: Expand the use of the award-winning Government Speak podcast, developed by the Ofce of Communications & Media. Measurement: Five departments representing a variety of County services participate. Goal #5: Expand countywide use of agenda management system, Legistar. Measurement: All Board-appointed advisory bodies are using Legistar. Goal #6: Provide leadership in the completion of the review of the Ofce of Emergency Services and Community Warning System. Measurement: Develop request for qualications and oversee for an organizational study of key emergency communications systems. Goal #7: Effectively and efciently complete the hiring process of Department Head positions when vacant. Measurement: Complete the hiring process of Department Head positions within a period of four months. Goal #8: Resolve of any outstanding federal claims or revenue sources related to COVID-19, including Federal Emergency Management Agency (FEMA), American Rescue Plan Act of 2021 (ARPA), and Coronavirus Aid, Relief, and Economic Security Act (CARES Act) funds. Measurement: Reimbursement has been received in full and all relevant close-out requirements have been met. Contra Costa County | FY25-26 Recommended Budget Page 132 Accomplishments Continued to successfully modernize the presentation of the FY24-25 Recommended Budget using the ClearGov online budget presentation platform. The Government Finance Ofcers' Association (GFOA) reviewed the FY24-25 Recommended Budget in its new format and again awarded the County with the Distinguished Budget Presentation Award for the fourteenth consecutive year. Successfully led recruitments for the following critical vacancies: Animal Services Director, Child Support Services Director, and Public Works Director. Continued to administer the countywide cost recovery for COVID-19, including federal grant programs totaling approximately $765 million, including the Coronavirus Relief Fund ($227 million), the Emergency Rental Assistance Program ($232 million), the Coronavirus State and Local Recovery Fund ($224 million), and FEMA Public Assistance reimbursement program (estimated at $82 million). Staffed the Measure X Community Advisory Board (MXCAB), helping to advise the Board of Supervisors’ FY24-25 allocation of $120.2 million in ongoing funding and an additional net $30.6 million in one-time allocations. Developed, in coordination with the DoIT, an interactive website featuring the Measure X project dashboard , project explorer tool , and FY23-24 Measure X Annual Report increasing public access to information about Measure X-funded programs. Constituted and staffed the Measure X Community Fiscal Oversight Committee (MXFOC), and coordinated with County department scal staff, an independent audit rm, and the MXFOC to complete and report on a clean three- year nancial audit. Administered the $2 million second round of the Measure X Innovation Fund, a competitive grant process for county community-based organizations to drive innovative public service projects. CAO provided process design and coordination, competitive recruitment, staff to an independent rating panel, contract negotiation and administration, and periodic public reports and recommendations. Additionally, CAO concurrently administered the rst round of the $2 million Measure X Innovation Fund as the awarded projects were implemented. Continued providing project oversight and successfully moved County teams into the new 60,000 square foot, three-story County ofce building, parking garage, and community plaza, including historical markers honoring the old jail facility and its history. This project completed the County Administration Campus in downtown Martinez and became occupied during summer of 2024. Ofce of Communications & Media successfully updated the County's social media policy, in partnership with County departments, to reect the current social media landscape. The Law and Justice Information Systems (LJIS) Division successfully implemented the District Attorney's Ofce's Juvenile Module, which integrates with electronic referrals from Probation’s Enterprise Supervision case management system. The LJIS Division established quarterly technology meetings with the Justice Partners to stay up to date with their future needs, relocated ofces to the new County Administration campus, and successfully recruited, hired, and trained new team members. Completed a holistic review and comprehensive update to the County Ordinance Code sections to ensure that the County Ordinance Code uses gender-neutral pronouns and terminology. Continued project to update decades-old Administrative Bulletins, including completion of the following: Administrative Bulletin 144: Information Security Policy Administrative Bulletin 400: Position Adjustment Requests Administrative Bulletin 413: 40 Hour Sick Leave Benet Administrative Bulletin 434: Violence in the Workplace Administrative Bulletin 439: Form: Remote Work Request Form Administrative Bulletin 527: Capital Projects and Real Estate Services Administrative Bulletin 617: Small Business Enterprise Program Contra Costa County | FY25-26 Recommended Budget Page 133 Under the direction of the Legislation Committee and in coordination with numerous County departments, committees, and partners, revised and signicantly reformatted the County's State and Federal Legislative Platforms for the 119th Congress and 2025-26 State Legislative Session. Contra Costa County | FY25-26 Recommended Budget Page 134 Department of Information Technology Marc Shorr Chief Information Ofcer County Radio Tower For more information, call (925) 313-1200 or visit https://www.contracosta.ca.gov/195/Information-Technology (https://www.contracosta.ca.gov/195/Information-Technology). DEPARTMENT DESCRIPTION Empowering Contra Costa County through Innovative Technology Solutions The Department of Information Technology (DoIT) is at the forefront of driving innovation and excellence in technology, providing County departments with the tools and solutions they need to effectively serve the residents of Contra Costa County. DoIT's mission is to leverage cutting-edge technology to streamline operations, enhance services, and ensure a secure and efcient environment for both County employees and the public. Supporting the County through Expert Divisions DoIT operates through a robust structure of specialized divisions, each playing a pivotal role in ensuring that County operations run smoothly and effectively. DoIT's divisions include: Administration Enterprise Systems Technology Management Information Security Telecommunications Each division is focused on delivering the highest level of service, supporting County departments with innovative, reliable, and secure technology solutions to meet the needs of our community. Through the collective strength of these divisions, DoIT enables Contra Costa County to achieve greater efciency, transparency, and service quality in all aspects of government operations. The County is committed to providing exceptional leadership, support, and technology services to help drive efciency, transparency, and innovation across all departments. DoIT's divisions are expertly equipped to tackle the diverse challenges of modern operations, ensuring that services meet the highest standards and support the County’s ongoing mission. Administration Division plays a crucial role in supporting DoIT by offering top-tier leadership, accounting, administrative services, and customer care services. By driving efciencies and ensuring transparency, the Administration division helps foster smooth daily operations across the County. The Customer Care Team is dedicated to delivering exceptional support through the County’s service desk, enterprise license management, and business and technology consulting services. By working closely with departments, the Administration division helps optimize technology and processes, ensuring that every department receives the support they need to perform at their best. Enterprise Systems Division is a powerhouse of specialized technical expertise. From PeopleSoft and Workday support to Law & Justice, Geographic Information Systems (GIS), and operations, this division handles a wide array of applications for the County. It not only maintains a variety of enterprise and departmental systems, but also denes business requirements, conducts system analysis, and develops custom applications tailored to the needs of each County department. Technology Management Division is at the heart of the County’s technological infrastructure. This division is responsible for maintaining the County’s primary Datacenter, managing server storage and end-user devices, and ensuring the smooth operation of the mainframe and cloud technologies. This division also oversees critical systems such as Active Directory, Contra Costa County | FY25-26 Recommended Budget Page 135 email services, and cloud services, while offering specialized support to ensure the efciency of County operations. Information Security Division is committed to protecting the County’s networks and computer systems from security threats in today’s rapidly evolving digital landscape. With a proactive approach to risk management, this division provides continuous security monitoring, cyber intelligence, advanced endpoint protection, and vulnerability management. It ensures that County systems remain secure, with effective account and data access management protocols in place to safeguard critical information. Communications Division manages and maintains the County’s essential communications infrastructure. From the Wide Area Network (WAN) to telephone and voicemail systems, and even the advanced East Bay Regional Communications P25 System for public safety, this division is the backbone of the County’s connectivity. Additionally, Telecommunications provides comprehensive radio system installation and maintenance services for police agencies, special districts, medical facilities, and cities. Together, these divisions create a seamless and robust support system, driving the County’s mission forward with precision, security, and a commitment to excellence. Organizational Chart The Department of Information Technology (DoIT) is currently budgeted for 105 full-time equivalent (FTE) positions. The FY25-26 Recommended Budget includes the deletion of two (2) FTE positions and the request to add eight (8) FTE positions to support a department reorganization, transition of contracted positions into full-time staff across various divisions, and to increase customer service. The net result is six (6) FTE additions for a total of 111 FTEs in FY25-26. FTE Summary FY24-25 Revised FY25-26 Recommended Change 06 - INFORMATION TECHNOLOGY 105 111 6 DoIT Organizational Chart DoIT Chief Information Ofcer Technology Management Network Endpoint Services, Project Management, Database Administration Communications Telecommunications, Communications Equipment Infrastructure, Materials, Clerical Enterprise Systems Articial Intelligence, Operations, GIS Enterprise Applications, Legacy Applications Information Security Cybersecurity Governance Administration Services Personnel, Finance Customer Care Contra Costa County | FY25-26 Recommended Budget Page 136 Expenditures Summary Salaries and Benets represent 34.54% of the Department's FY25-26 Recommended Budget (excluding expenditure transfers), providing funding for 111 FTE positions. Of the $3.2 million (5.3%) expenditure increase when compared to FY24-25, $2.7 million is attributed to increases to Salaries and Benets. Included in Services and Supplies is a $3,123,500 allocation for special information technology projects, formerly known as "Venture Capital," to build, purchase, or signicantly update technologies to create measurable improvements to County operations and service delivery. Most notably, expenditure transfers (negative expenditures) increased by $9.2 million by realigning funding sources to enhance accuracy in accounting practices. 25,231,366 -$6,023,964 (-19.27% vs. prior year) Expenditures by Expense Type Budgeted and Historical Expenditures by Expense Type Millions Expenditure Transfers Other Charges Fixed Assets Salaries And Beneﬁts Services And Supplies FY2024 FY2025 FY2026 $0 $-50 $-25 $25 $50 $75 Contra Costa County | FY25-26 Recommended Budget Page 137 Salaries And Benefits $16,910,087 $19,151,187 $21,895,192 $2,744,005 14.3% Services And Supplies $32,854,409 $38,674,897 $40,774,089 $2,099,192 5.4% Other Charges $530,228 $1,717,409 $66,676 -$1,650,733 -96.1% Expenditure Transfers -$35,935,958 -$28,934,248 -$38,153,076 -$9,218,828 31.9% Fixed Assets $1,406,449 $646,085 $648,485 $2,400 0.4% Total:$15,765,215 $31,255,330 $25,231,366 -$6,023,964 -19.3% Name FY2024 Actuals FY2025 Revised Budget FY2026 Recommended Budget FY24-25 Revised vs. FY25-26 Recommended ($) FY24-25 Revised vs. FY25-26 Recommended (%) Revenues Summary DoIT offsets the costs of operations through charges to customer departments. The FY25-26 Recommended Budget includes total revenue of $25,231,366 for the Department primarily through these charges. A General Purpose Revenue allocation (net County cost) of $3,123,500 is included to fund specically approved information technology projects (formerly known as Venture Capital). The decreased revenue of $6 million when compared to FY24-25 is the result of a comprehensive review the Department conducted when establishing its rates for both non-General Fund and General Fund departments to enhance transparency and accountability in the budget processes. Alignment of expenditure transfers and revenue accounts resulted in the notable adjustment. 25,231,366 -$6,023,964 (-19.27% vs. prior year) Contra Costa County | FY25-26 Recommended Budget Page 138 Revenues by Source Budgeted Revenues by Source Millions General Purpose Revenue Other Local Revenue FY2024 FY2025 FY2026 $0 $5 $10 $15 $20 $25 $30 $35 Other Local Revenue $14,960,824 $25,795,330 $22,107,866 -$3,687,464 -14.3% General Purpose Revenue $804,391 $5,460,000 $3,123,500 -$2,336,500 -42.8% Total:$15,765,215 $31,255,330 $25,231,366 -$6,023,964 -19.3% Name FY2024 Actuals FY2025 Revised Budget FY2026 Recommended Budget FY24-25 Revised vs. FY25-26 Recommended ($) FY24-25 Revised vs. FY25-26 Recommended (%) Contra Costa County | FY25-26 Recommended Budget Page 139 Equity in Service Delivery DoIT is committed to budget equity. It is evident in the Department's proactive approach to sourcing from Small Business Enterprise (SBE) vendors and prioritizing local, women, and minority-owned businesses. Fostering diversity and inclusivity is important not only in procurement practices, but also in hiring initiatives. By reaching out to veterans, engaging with community colleges, and collaborating with other departments to understand and support their equity goals, DoIT is actively working toward creating a more inclusive and representative environment. Through these efforts, DoIT aims to not only achieve budget equity but also contribute to the broader goals of social and economic equality within the community. Key Budget Updates The Department of Information Technology’s (DoIT) activities encompass Countywide information security, desktop and network services, systems and programming, and telecommunications - including the East Bay Regional Communications Public Safety Radio System (EBRCS). DoIT's total FY25-26 Recommended Budget is $25,231,366. The Department's operating budget is $63 million, excluding expenditure transfers, which is a $3.2 million increase from FY24-25. Costs increased for personnel, hardware, software, and various programs and licenses. All costs are funded by charges to County departments and recovered using two methods: Charges for General Fund departments are captured in Expenditure Transfers of -$38,153,076; charges for non-General Fund departments are accounted for in Other Local Revenue of $22,107,866. The General Purpose Revenue allocation (net County cost) of $3,123,500 funds six (6) specic information technology projects (formerly known as Venture Capital projects) approved through the budget development process and is $2.1 million less than FY24-25. Service charges to County departments are based on direct charges for service or a standard allocation. Where a Countywide allocation is appropriate, the charge for the specic function is calculated based on the Departments' proportional number of lled FTE positions. Functions charged using this methodology include security, network endpoint services, wide area network, geographic information systems (GIS), and payroll infrastructure. For the rst time, the $1.7 million charge for the Workday application within the nance infrastructure is allocated countywide using the standard allocation methodology. DoIT's Recommended Budget includes the net addition of six (6) positions for a total of 111 FTEs in FY25-26. The Department requests to add eight (8) FTE positions to support a department reorganization, transition of contracted services into full-time staff positions across various divisions, an increase in customer service, a focus on information security, and one (1) FTE dedicated resource for the Ofce of the Public Defender. Two (2) FTE dedicated resources for the Library will be deleted. Offsetting the Salaries and Benets costs are a reduction in contracted stafng and a $878,961 vacancy factor. Contra Costa County | FY25-26 Recommended Budget Page 140 Goals Transforming the Future: Department of Information Technology Goals for Fiscal Year 2025-2026 DoIT is dedicated to driving innovation, enhancing efciency, and strengthening security for the County. As the Department enters FY25-26, it is committed to delivering transformative technology initiatives that support its mission to provide superior digital services. Focus areas include enterprise systems, cybersecurity, and operations, ensuring that the County remains at the forefront of technological advancements. Enterprise Systems Division Geospatial Strategy & GIS Service Center Future-Ready Geospatial Strategy: DoIT is nalizing and implementing a comprehensive 3-5-year Geospatial Strategy, paving the way for advanced location-based services across the County GIS Service Center: Launching a full-scale GIS Service Center to enhance accessibility and utilization of geospatial data and services Countywide Enterprise Applications Americans with Disabilities Act (ADA) Compliance: With allocated budget support, DoIT will initiate planning and resource allocation to ensure County websites meet ADA compliance standards, improving accessibility for all users AI Strategy & Pilot Products: DoIT is actively supporting the County’s articial intelligence (AI) strategy, providing expertise and documentation while assisting with the implementation of AI pilot projects Legacy System Upgrades: Migration of department SQL databases to modern technology Cloud Application Pilot to explore scalable, innovative solutions Mainframe Legacy Modernization: Conducting assessments and soliciting proposals to transition from mainframe legacy systems to modern, efcient technologies Enterprise Resource Planning (ERP) UKG Implementation: Ensuring a seamless transition and continued stabilization from Kronos to UKG for timekeeping PeopleSoft Single Sign-On: Enhancing user experience and security with streamlined SSO integration for PeopleSoft Operations & Infrastructure Mainframe System Upgrades: Upgrading to z/OS V3.1 to maintain optimal performance, increase reliability, and enhance security options Optimizing computing workloads for efciency and uptime Driving increased pervasive encryption for enhanced data security Technology Management Division (previously known as Technical Services) .GOV – plan, communicate, and begin multi-year implementation Complete the implementation of the County’s Enterprise Private Cloud Windows Hello for Business Deployment for all departments Address EOL (end of life) & EOS (end of support) hardware and software DOIT and Countywide SQL Server compliance upgrade/migration implementation Continue to work on security remediation on all endpoints (servers, PCs, mobiles, tablets) Build out a second Data Center, upgrade existing Data Center, set up a Disaster Recovery Site Communications Division Public Safety Radio Team: To ensure that critical Public Safety Radio communications remain operational, the Radio Team will upgrade critical infrastructure at various County Radio Tower sites. The Radio Team is responsible for monitoring and completing all scheduled preventative maintenance to ensure the uptime of critical Public Safety Radio systems. Infrastructure - Wide Area Network (WAN) Team: The WAN team will keep modernizing the County's network and security infrastructure in accordance with the Information Security Division's guidelines and recommendations. Modernization efforts will enhance the County's overall network security posture, while ensuring redundancy and resiliency for network services. Contra Costa County | FY25-26 Recommended Budget Page 141 Telecommunications Team: To support the mobile workforce of various County departments, the Telecommunications Team is committed to transforming legacy telephone services to Voice over Internet Protocol (VoIP). The Telecommunications Team will continue to upgrade low-voltage cabling as necessary to meet modern network capacity and throughput needs. Information Security Division 24/7 Information Security Monitoring & Protection: Continuously rening cybersecurity measures to detect and mitigate threats to County IT infrastructure Comprehensive Cybersecurity Deployment: Collaborating with departments to ensure alignment with Administrative Bulletin 144, "Information Security Policy" by deploying state-of-the-art cybersecurity tools across all County systems Information Security Standards Development: Establishing and enforcing cybersecurity best practices to fortify County data integrity Vulnerability Management Program: Keeping departments informed of security vulnerabilities, ensuring timely remediation to reduce risks to County operations DoIT is committed to leveraging technology to drive efciency, security, and innovation. Strategic initiatives for Fiscal Year 2025- 2026 will enhance service delivery, streamline operations, and ensure the highest standards of information security. By embracing cutting-edge solutions, DoIT is building a future-ready County that is more accessible, efcient, and secure for all stakeholders. Contra Costa County | FY25-26 Recommended Budget Page 142 Accomplishments The Department of Information Technology accomplished a signicant number of initiatives that upgraded and enhanced the County’s technology capabilities and infrastructure. The Technology Management Division, formerly known as Technical Services, collaborated with the Clerk of the Board to implement Legistar, replacing Agenda Quick as the County’s agenda repository system. The division prepared and relocated several departments to 1026 Escobar Street, including building out new IT infrastructure. It upgraded server infrastructure for the County’s HVAC and Badge Security Systems for Public Works. Additionally, the team established a cloud presence in Amazon Web Services (AWS) and congured Control Tower for enterprise-wide cloud management. Business- to-business connections with County department Azure tenants were implemented to enhance collaboration, while Microsoft Intune was deployed to support mobile device management. Other initiatives included implementing Microsoft LAPS (Local Administrator Password Solution) across 15+ departments, enabling Single Sign-On to improve user experience and authentication security, deploying ProofPoint to reduce cybersecurity risks in MS Outlook, and completing Multi-Factor Authentication (MFA) requirements for all County Azure services. CrowdStrike was rolled out to all endpoints, and Microsoft Ofce 365 was implemented in the remaining departments. The division also migrated the printing of tax bills to Public Works for greater efciency, and DoIT upgraded server infrastructure at Animal Services to newer technology. The Enterprise Systems Division advanced the County’s articial antelligence (AI) roadmap by developing a Countywide AI policy, creating an AI strategy, and deploying Microsoft 365 Copilot as an authorized AI tool. The division completed the migration of the Enterprise GIS infrastructure to the cloud and issued an Request for Proposals (RFP) to modernize the County’s mainframe environment. It also initiated the upgrade of the County’s Kronos Timekeeping application to the latest supported version. Furthermore, the team successfully integrated Contra Costa County Employee's Retirement Association (CCCERA’s) new retirement system with the County’s Human Resources and payroll data, completing a system-wide audit to ensure seamless data synchronization and efciency. The Information Security Division collaborated with the County Administrator’s Ofce and stakeholders to develop and adopt the County’s Information Security Policy. The division implemented a vulnerability management process to quickly identify, evaluate, and respond to risks affecting County systems. It partnered with departments to consolidate email security vendor contracts and contracted with a third-party managed services provider for 24x7 security monitoring and remediation services. The Communications Division upgraded security cameras at the County's radio communications tower sites to improve the security of the County’s communications facilities. To comply with the California Department of Justice mandate for encrypted radio communications, it committed to enabling encryption for all County-supported radios by July 2025. The division partnered with the Contra Costa Fire Protection District to provide technical resources for building the new re communication center. Security and redundancy enhancements were made to the County’s wireless infrastructure, Public Safety Radio System (EBRCSA), and networking systems. New communication technologies were implemented at County facilities, including 1026 Escobar Street in Martinez and the airport terminal at 151 John Glenn Drive in Concord. The division replaced end-of-life infrastructure for ACCJIN (Law and Justice Network), upgraded structured cabling at six (6) County sites, transitioned nine (9) sites from legacy telephony to Cisco VoIP phones (totaling 650 devices), and installed 920 new phones at the Contra Costa Regional Medical Center. Contra Costa County | FY25-26 Recommended Budget Page 143 Performance Measures DoIT Workload 4,1144,1144,114 4,6974,6974,697 8,0668,0668,066 2,3322,3322,332 4,0654,0654,065 5,5145,5145,514 1,0041,0041,004 1,6551,6551,655 1,5791,5791,579 557557557 1,1041,1041,104 2,2482,2482,248 524524524 1,0381,0381,038 616161 1,3281,3281,328 2,2272,2272,227 Service Desk (First Call Resolution)Network / Endpoint Services (NES) Telecommunications / Radio Enterprise Systems Wide Area Network Operations FY22-23 FY23-24 FY24-25 0 2,000 4,000 6,000 8,000 10,000 DoIT implemented a new work order ticketing system in FY22-23. The data represents the work orders and security activity entered into the system from July 1, 2022, through February 27, 2025. Note the signicant increases in several data points during the years following the ticketing system's implementation. Network Endpoint Services (NES) workload increased by 36% due a number of factors, including signicant ongoing work in improving security by implementing single sign-on for County applications, improving security in the County’s MS 365 platform, expanding the deployment of security software across County departments, and a general increase in demand for NES services by County departments. Communications (previously Telecommunications / Radio) workload stabilized over FY23-24 and FY 24-25 and decreased slightly by 5%. Enterprise Systems workload doubled from the prior year due to expanding services supporting a variety of enterprise applications and implementing stricter security controls as enabled through SSO, work related to PeopleSoft upgrades, increased operations service requests, increases in support for the Land Information System (LIS) and California Statewide Automated Welfare System (CALSAWS), and an increase in demand for GIS services. Operations workload increased 68% from FY23-24. The FY23-24 gure was initially so robust compared to FY22-23 because of the Operations data being included in the ticketing system for the rst time. The signicant increase from FY23-24 to FY 24-25 is due to increased effort relating to necessary equipment upgrades and a project to migrate printing services to a centralized printing service within the County. Contra Costa County | FY25-26 Recommended Budget Page 144 Information Security FY22-23 FY23-24 FY24-25 Bulk SPAM Blocked 1,368,885 2,068,576 1,983,775 Threats Mitigated (virus/malware/imposter)509,355 547,118 513,837 Targeted Attack Prevention Effectiveness Rating 99.7%96.6%99.82% Targeted Attack Prevention Effectiveness: 99.82% 99.8299.8299.82 General Purpose Revenue: Recommended IT Projects For the FY24-25 budget development cycle, the County introduced a more formal process to submit proposals for information technology (IT) projects (formerly known as Venture Capital). For the FY25-26 cycle, the process was unchanged and departments were encouraged to develop their proposals in consultation with DoIT. The County Administrator’s Ofce and DoIT reviewed the requests together and determined the FY25-26 funding recommendations based on three (3) primary criteria areas. 1) Value to the County •Does the request represent value to the County’s Mission? •Does the request provide opportunities for all County departments to leverage? •Is the request required or desired? 2) Ability to Achieve the Goals of the Request •Is the request within the County’s ability to fund? •Are there County resources available to deliver the request? •Does the request require outside resources? •Has the request identied one time cost and ongoing expense? 3) Change Management •How will the project be governed? •How will the project be measured for success? Of the 17 IT project proposals received this budget cycle, six (6) projects were approved for one-time General Fund support, totaling $3,123,500. The approved projects will help modernize and protect the County’s information technology infrastructure and encourage innovation to improve services. The FY25-26 Recommended Budget for IT Projects is listed below. Department Project Type Project Title Budget Amount County Administrator Articial Intelligence Articial Intelligence Professional Services$ 500,000 DoIT Communications Webex Implementation $ 790,000 DoIT Communications Radio Sites Back Up Power $ 121,000 DoIT Security Email Data Protection $ 662,500 DoIT Network Infrastructure Network Equipment Upgrades $ 750,000 Sheriff Network Infrastructure Server Renewals $ 300,000 Total $ 3,123,500 Contra Costa County | FY25-26 Recommended Budget Page 145 General County DEPARTMENT OVERVIEW Local Agency Formation Commission (LAFCo) encourages orderly formation and development of local government agencies and approves, amends, or disapproves applications to create new cities or special districts, or modify the boundaries of existing agencies. Management Information Systems provides funding for critical automation projects which have no other funding source, including the County Budget System and the County Finance System replacement project. Economic Promotion supports the arts and culture throughout the county by funding the development of an arts council for the county and the Northeast Antioch Joint Powers Agreement (JPA). Employee/Retiree Benets provides funding for retiree health costs for certain retirees from former County departments, and retirees from the Superior Court prior to reorganizing under the State of California's jurisdiction. Retirement Litigation Settlement Debt Service provides funding for the Retirement Litigation Settlement Debt Services repayment schedule that resulted from a court case requiring the County to pay $28.1 million over a period of approximately 20 years through February 2024. Crockett / Rodeo Revenues account for expenditure of the property tax increment from the co-generation facility in Crockett and the Ultra-Low Sulfur Diesel Fuel Project at the Philips 66 Rodeo facility (previously the Reformulated Gasoline Project), for both capital and program uses. The Crockett Cogeneration allocation is split with 43% transferred to the Crockett Community Foundation to be spent on various community benet programs, including additional hours for the Crockett Library, capital improvements for the Crockett Community Foundation and capital equipment for the Crockett Carquinez Fire Department. The remaining 57% is transferred to the Sheriff ’s Ofce for police services in the community of Crockett (based on the December 12, 1995 action by the County Board of Supervisors). The Philips 66 – Ultra-Low Sulfur Diesel Fuel Project allocation (based on the April 19, 2005 action by the County Board of Supervisors) stipulates that approximately $60,000 be allocated annually for projects in the Rodeo, Crockett, and Tormey communities. Measure X Allocations tracks the transfer of Measure X revenues across funds. On November 3, 2020, Contra Costa County voters approved Measure X, a general purpose ½ cent sales tax levied countywide. The ballot measure language stated the intent of Measure X is “to keep Contra Costa’s regional hospital open and staffed; fund community health centers, support timely emergency response; support crucial safety-net services; invest in early childhood services; protect vulnerable populations; and for other essential county services.” The tax became effective April 1, 2021. Capital Improvements provides funding for facility improvements, including the planning, designing and constructing of new facilities; and facilities renewals and maintenance. Contingency Reserve provides funding for necessary, unanticipated expenditures occurring during the scal year that have no other funding sources. Contra Costa County | FY25-26 Recommended Budget Page 146 Expenditures Summary 72,605,970 -$4,385,552 (-5.70% vs. prior year) Expenditures by Major Account Budgeted and Historical Expenditures by Major Account Millions Other Charges Salaries And Beneﬁts Services And Supplies Expenditure Transfers Provisions For Contingencies Fixed Assets FY2024 FY2025 FY2026 $0 $100 $-25 $25 $50 $75 $125 Salaries And Benefits -$726,260 $268,083 $245,673 -$22,410 -8.4% Services And Supplies $4,841,939 $6,636,396 $5,437,560 -$1,198,836 -18.1% Other Charges $1,797,219 -$472,503 -$472,503 $0 0% Expenditure Transfers $16,988,831 $16,706,640 $13,340,240 -$3,366,400 -20.2% Fixed Assets $72,496,915 $33,852,906 $32,555,000 -$1,297,906 -3.8% Provisions For Contingencies $0 $20,000,000 $21,500,000 $1,500,000 7.5% Total:$95,398,645 $76,991,522 $72,605,970 -$4,385,552 -5.7% Name FY2024 Actuals FY2025 Revised Budget FY2026 Recommended Budget FY24-25 Revised vs. FY25-26 Recommended ($) FY24-25 Revised vs. FY25-26 Recommended (%) Expenditures by Function Contra Costa County | FY25-26 Recommended Budget Page 147 Budgeted and Historical Expenditures by Function Millions Ret Litgtn Stlmnt Dbt Svc Facility Lifecycle Improv Local Agency Formation Management Info Systems Crockett-Rodeo Revenues Economic Promotion Minor Cap Improvements Employee/Retiree Beneﬁts Measure X Gen Purpose Allocations Contingency Reserve Plant Acquis-General Fund FY2024 FY2025 FY2026 $0 $100 $-25 $25 $50 $75 $125 General Government Management Info Systems $1,894,884 $2,500,000 $500,000 -$2,000,000 -80% Economic Promotion $340,441 $735,024 $568,800 -$166,224 -22.6% Employee/Retiree Benefits -$689,004 $1,200,000 $1,200,000 $0 0% Ret Litgtn Stlmnt Dbt Svc $1,406,503 -$1,406,503 -$1,406,503 $0 0% Crockett-Rodeo Revenues $521,236 $988,455 $560,000 -$428,455 -43.3% Measure X Gen Purpose Allocations $15,465,000 $20,256,640 $18,178,673 -$2,077,967 -10.3% Local Agency Formation $225,592 $350,000 $350,000 $0 0% Capital Improvements $76,233,993 $32,367,906 $31,155,000 -$1,212,906 -3.7% Contingency Reserve $0 $20,000,000 $21,500,000 $1,500,000 7.5% Total General Government:$95,398,645 $76,991,522 $72,605,970 -$4,385,552 -5.7% Name FY2024 Actuals FY2025 Revised Budget FY2026 Recommended Budget FY24-25 Revised vs. FY25-26 Recommended ($) FY24-25 Revised vs. FY25-26 Recommended (%) Revenues Summary 72,605,970 -$4,385,552 (-5.70% vs. prior year) Contra Costa County | FY25-26 Recommended Budget Page 148 Revenues by Source Budgeted Revenues by Source Millions Other Local Revenue State Assistance General Purpose Revenue FY2024 FY2025 FY2026 $0 $100 $-25 $25 $50 $75 $125 State Assistance $16,483,281 $25,000 $0 -$25,000 -100% Other Local Revenue $25,021,791 -$1,406,503 -$1,406,503 $0 0% General Purpose Revenue $53,893,573 $78,373,025 $74,012,473 -$4,360,552 -5.6% Total:$95,398,645 $76,991,522 $72,605,970 -$4,385,552 -5.7% Name FY2024 Actuals FY2025 Revised Budget FY2026 Recommended Budget FY24-25 Revised vs. FY25-26 Recommended ($) FY24-25 Revised vs. FY25-26 Recommended (%) Contra Costa County | FY25-26 Recommended Budget Page 149 Key Budget Updates LAFCo - The General Fund annually contributes an amount equal to one-third of the estimated net operating costs for LAFCo. The Cortese-Knox-Hertzberg LAFCo Reorganization Act of 2000 requires that LAFCo’s operating costs be shared equally among the cities, County, and special districts. The LAFCo operating budget is not reected in a County fund; instead, it is treated as an outside agency with only the County’s one-third contribution appropriated in the County General Fund. The FY25- 26 recommended budget provides $350,000 for the County's contribution to LAFCo. Management Information Systems - The FY25-26 budget of $500,000 is unchanged from FY24-25, supporting annual maintenance and license fees for the Budget System as well as funding for other critical information technology-related projects that may occur throughout the scal year for which there are no other funding sources. Economic Promotion - For FY25-26, $568,800 is budgeted to fund the development of a countywide arts council and also meet the County’s obligations under the Reorganization and Tax Revenue Allocation Agreement and JPA with the City of Antioch to implement the annexation of areas located near Northeast Antioch. The budget for arts and culture includes $268,800 of Measure X funding to provide support for contracted arts council services provided by ARTSCCC, a scally- sponsored “grassroots arts organization” that will implement the Arts & Culture Master Plan for Contra Costa County  adopted by the Board of Supervisors on June 27, 2023. ARTSCCC is a scally-sponsored “grassroots arts organization” that was developed in 2022 after the dissolution of AC5 and is led by Jenny Balisle, the former manager of AC5. ARTSCCC receives scal sponsorship from Independent Arts & Media, which is a nonprot organization with over twenty years of arts administration experience. Employee/Retiree Benets - The FY25-26 budget is funded at the same level as FY24-25. The budget provides $1,200,000 of centralized funding for retiree health costs for certain retirees from County departments that no longer exist. Retirement Litigation Settlement Debt Service - The FY25-26 budget of -$1,406,503 reconciles the fund balance related to the nal payment made in February 2024. Crockett/Rodeo Revenues - The FY25-26 budget provides $560,000 to fund the return to source agreements for the Crockett Co-Generation Facility and Rodeo Unocal return to source agreements. The allocations to the Crockett Community Foundation and the Sheriff ’s Ofce are specied as part of the property tax increment return to source agreement and will be determined once the annual assessment information is released for the Crockett Co-Generation facility. The Rodeo Unocal return to source agreement is approved at a set amount of $60,000 annually. Capital Improvements - The capital improvements recommended budget for FY25-26 totals $31.155 million. More details are provided in the Capital Improvements section  of this budget book, including a narrative summary, lists of recommended projects for FY25-26 and FY26-27, descriptions of major projects, and the Capital Facilities Master Plan . Contingency Reserve - For FY25-26, $21.5M is budgeted for necessary, unanticipated expenditures occurring during the scal year that have no other funding sources. Measure X Allocations - The FY25-26 Recommended Budget for Measure X allocations is $122,530,187, which includes $120,181,754 for previously approved ongoing allocations plus $2,348,433 in unallocated expenditure appropriations. During base budget development in Fall 2024, the county’s sales tax consultant had projected Measure X revenue would grow to $123,891,335. At the January 28, 2025 Board of Supervisors Retreat, the County Administrator’s Ofce recommended applying the approximately $3.7M in revenue growth toward a 3.1% cost-of-living adjustment (COLA) across all ongoing Measure X allocations. The Board of Supervisors opted not to approve the COLA’s due to the uncertainty of current and future federal funding for existing programs. Subsequently, for the FY25-26 Recommended Budget, the Measure X revenue growth assumption has been lowered to the more recent sales tax projection of $122.5M, and ongoing allocations are proposed to be budgeted at their FY24-25 Adopted Budget amounts. As a result, the FY25-26 Recommended Budget includes $2,348,433 in unallocated expenditure budget. An additional $1,571,362 in one-time Measure X revenue surplus funds is also available for appropriation by the Board of Supervisors. Contra Costa County | FY25-26 Recommended Budget Page 150 FY25-26 - Recommended Measure X Funding Allocations Measure X Allocations FY21-22 One-time FY22-23 FY23-24 Revised FY23-24 One-Time FY24-25 FY24-25 One-Time FY25-26 Spay/neuter, mobile clinic, pet retention grants (one-time) 750,000 Aerial reghting capacity improvements/equipment 800,000 Build, Reopen and Staff Fire Stations 18,800,000 3,500,000 7,350,000 7,526,400 7,526,400 Fire/Wildland Mitigation/Fuel Reduction 4,500,000 4,725,000 4,838,400 1,500,000 4,838,400 Pinole Fire – Increase Service 2,000,000 2,100,000 2,150,400 2,150,400 South County Training Center and Communications 1,100,000 1,100,000 1,100,000 Diversity, Equity and Inclusion in Democracy Initiative 400,000 409,600 409,600 Mapping Prejudice Project (one-time) 50,000 72,400 Accessible Transportation Strategic Plan 1,400,000 1,470,000 1,505,280 1,505,280 Climate Equity and Resilience Investment 500,000 525,000 537,600 537,600 Illegal Dumping Initiative 600,000 630,000 645,120 645,120 Local Housing Trust Fund 10,000,000 12,600,000 12,902,400 12,902,400 Arts and Culture Programs 250,000 262,500 268,800 268,800 East County Community Orgs Capacity Building (one-time) 1,000,000 Emergency Management System Organizational Study 500,000 Innovation Fund 2,000,000 2,000,000 Language Access Equity for the MXCAB 50,000 25,000 26,250 26,880 26,880 MXCAB Retreat/Needs Assessment Consulting (over 3 yrs) 30,000 Measure X Needs Assessment Report Writer 20,000 Measure X Reserve Fund 20,000,000 Measure X Staff Support 275,000 (180,000)281,600 281,600 Sales Tax Consulting Administrative Expense 65,000 200,000 210,000 (220,000)200,000 200,000 SRVFPD Behavioral Health Crisis Response 740,200 Children with Disabilities/Childcare Support 450,000 472,500 483,840 (413,057)483,840 Community-Based Services for Seniors and Disabled Residents 1,000,000 County Youth Centers 10,000,000 1,750,000 3,500,000 1,693,000 3,623,898 6,855,387 3,623,898 Develop Additional Childcare Providers 1,500,000 1,575,000 1,612,800 (3,411,967)1,612,800 Early Childhood Education/Childcare 4,000,000 4,200,000 4,300,800 (2,184,266)4,300,800 Contra Costa County | FY25-26 Recommended Budget Page 151 Measure X Allocations FY21-22 One-time FY22-23 FY23-24 Revised FY23-24 One-Time FY24-25 FY24-25 One-Time FY25-26 Empowering Enrollment Program 2,500,000 Family Navigators 584,000 788,200 807,117 (825,896)807,117 Food Security 800,000 819,200 1,000,000 819,200 Guaranteed Income Pilot 3,250,000 Master Plan for Aging/Community Based Services 250,000 1,000,000 2,100,000 2,150,400 2,150,400 Refugee Resettlement Resources 1,000,000 (20,201) South County Family Justice Center Start-Up Costs 2,500,000 A3 Contra Costa Community Crisis Initiative 5,000,000 21,000,000 21,504,000 21,504,000 CCRMC Capital Projects 80,000,000 Contra Costa CARES 750,000 750,000 (156,533) 750,000 Contra Costa Regional Medical Center 40,000,000 42,000,000 43,008,000 43,008,000 EPSDT Leverage Fund/Children’s MH Services 3,250,000 Mental Health Services for 26 and under, and LGBTQ+ 1,400,000 1,433,600 1,433,600 Permanent Supportive Housing (Net of Match)5,200,000 Library Building Improvements 4,000,000 2,417,241 Library Literacy Program 200,000 210,000 215,040 (105,762)215,040 Startup Costs for the Library Foundation 50,000 African-American Holistic Wellness - Feasibility Study (one-time) 80,000 African-American Holistic Wellness Center (one-time) 1,000,000 7,500,000 Ofce of Racial Equity and Social Justice 600,000 1,260,000 1,290,240 1,290,240 Community Based Restorative Justice 2,000,000 Stand Together Contra Costa 829,000 848,896 848,896 Climate Sustainability-Sustainability Trust 2,500,000 2,625,000 2,688,000 2,688,000 County Facilities Deferred Maintenance 3,750,000 Parks in Unincorporated Communities 1,000,000 1,024,000 1,024,000 Schroder Bridge Repair (Iron Horse Trail) 1,200,000 Veterans Halls Deferred Maintenance 3,750,000 Body Worn and In-Car Cameras 720,000 1,841,000 1,933,050 (339,432)1,979,443 1,979,443 Total Allocations 156,895,200 78,150,000 118,196,500 4,493,000 120,181,754 37,625,028 120,181,754 Contra Costa County | FY25-26 Recommended Budget Page 152 Measure X Allocations FY21-22 One-time FY22-23 FY23-24 Revised FY23-24 One-Time FY24-25 FY24-25 One-Time FY25-26 One-time return of Measure X funds (895,965) (6,961,149) Total Unallocated 2,348,433 Legend Animal Services CCC Fire Protection District Clerk Recorder-Elections Conservation and Development County Administration Employment and Human Services Health Services Library Ofce of Racial Equity and Social Justice Probation Public Defender Public Works Sheriff-Coroner Contra Costa County | FY25-26 Recommended Budget Page 153 Human Resources Ann Elliott Director HR staff at career fair For more information, call (925) 655-2100 or visit https://www.contracosta.ca.gov/361/Human-Resources (https://www.contracosta.ca.gov/361/Human-Resources). Mission The Human Resources Department's mission is to support each County department in providing services to the community by attracting and retaining a highly skilled and diversied workforce that is fairly compensated and rewarded for its efforts in an equitable and responsible work environment. DEPARTMENT OVERVIEW Human Resources comprises four program areas: Administration, Employee Benets, Talent & Development (previously Personnel Services), and Human Resources Systems Management. Administration develops, administers, and monitors the annual budget, general purchasing, countywide contracts, and accounts payable and accounts receivable activities. It formulates Countywide Human Resources policies and procedures, consults on Human Resources and Merit Board issues, administers Countywide contracted temporary workers, and manages the pre-employment ngerprinting and I-9 processes. Employee Benets administers competitive benet programs and services that contribute to the health and well-being of County employees and retirees. The mix of insured and self-insured programs include medical, dental, and vision insurance, State Disability Insurance, 457(b) Deferred Compensation Plan, Health Care Spending Account, Health Savings Account, Supplemental Life Insurance, Unemployment Insurance, Dependent Care Assistance Program, Computer-Vision-Care (CVC) Eye Screening Program, and the Employee Assistance Program. American with Disabilities Act (ADA) Program and Leaves of Absence Program management provide guidance, support and training to departments on the variety of laws which govern their use. Talent & Development provides innovative, responsive, fair, and consistent recruitment and selection services to departments, employees, and job applicants to ensure the County employs, develops, and retains a qualied and diverse workforce that delivers essential services to the public. Additionally, T&D creates, promotes and fosters individual and organizational effectiveness for employees by developing and offering an array of innovative and diverse programs in support of the County’s commitment to employee development and organizational enrichment. Services include recruitment and assessment, classication and compensation, training, professional and organizational development, and departmental consulting for stafng, hiring needs and organizational planning. Human Resources Systems Management is responsible for the development, implementation, integration, and maintenance of all County Human Resources information systems including PeopleSoft and NEOGOV. They also ensure the efcient and accurate processing of personnel transactions, recordkeeping, salary tables, benets, applicant tracking, and other related human resource functions and support data analytics. The prime objective is to take full advantage of available technology to improve the efciency and effectiveness of Human Resources operations. Contra Costa County | FY25-26 Recommended Budget Page 154 Organizational Chart The Human Resources Department is budgeted for 57 full-time equivalent (FTE) positions for FY25-26. Three (3) positions were added mid-FY24-25 to provide personnel services for the Public Works and Employment & Human Services departments. An additional two (2) positions are being recommended for the Talent & Development unit to enhance Countywide recruitment and selection services. FTE Summary FY24-25 Revised FY25-26 Recommended Change 05 - HUMAN RESOURCES 55 57 2 Human Resources Organizational Chart Human Resources Director Employee Benets Services Employee Benets Active Employees Benets, Retired Employees Benets, Deferred Comp Benets ADA Program Management ADA Support Services - Title I and the Fair Employment & Housing Act (FEHA) Leave Management Program Department & Employee Consultation Leave Rights & Administration HR Systems Management HRIS Transactions Administration Pre-employment Processes Admin, Accounting Talent & Development Recruitment Compensation & Classication Studies Professional & Organization Development (POD) Training & Consulting for Employees & Departments Contra Costa County | FY25-26 Recommended Budget Page 155 Expenditures Summary Salaries and Benets represent 75.7% of the Department's FY25-26 Recommended Budget, providing funding for 57 full- time equivalent positions, including a proposal to add two (2) Human Resources Analyst positions. Total expenditures increased by $1.3 million compared to the FY24-25 Revised Budget and are mainly attributed to negotiated salary increases. 14 ,401,355 $1,324,167 (10.13% vs. prior year) Expenditures by Expense Type Budgeted and Historical Expenditures by Expense Type Millions Expenditure Transfers Other Charges Services And Supplies Salaries And Beneﬁts FY2024 FY2025 FY2026 $0 $5 $10 $15 $-5 $20 Salaries And Benefits $7,852,936 $9,641,882 $10,904,183 $1,262,301 13.1% Services And Supplies $3,775,693 $4,487,084 $4,710,708 $223,624 5% Other Charges $81,079 $23,701 $25,942 $2,241 9.5% Expenditure Transfers -$628,542 -$1,075,478 -$1,239,478 -$164,000 15.2% Total:$11,081,166 $13,077,189 $14,401,355 $1,324,167 10.1% Name FY2024 Actuals FY2025 Revised Budget FY2026 Recommended Budget FY24-25 Revised vs. FY25-26 Recommended ($) FY24-25 Revised vs. FY25-26 Recommended (%) Contra Costa County | FY25-26 Recommended Budget Page 156 Revenues Summary The Human Resources Department offsets operating costs through charges to customer County departments. The FY25-26 Recommended Budget includes total revenue of $14,401,355 for the Department through these charges. Most notably, $7.4 million is a Benets and Administration fee charged to departments to fund the Employee Benets division, Health Plan Administration, and a portion of the Department's administrative overhead. The Health Services Department is charged $2.8 million for services through the County's FY24-25 2CFR Part 225 Cost Allocation Plan. A General Purpose Revenue allocation (net County cost) of $3,565,213 primarily funds the Talent & Development and the general Administration divisions. 14 ,401,355 $1,324,167 (10.13% vs. prior year) Revenues by Source Budgeted Revenues by Source Millions General Purpose Revenue Other Local Revenue FY2024 FY2025 FY2026 $0 $2.5 $5 $7.5 $10 $12.5 $15 $17.5 Revenue Source Fines/Forfeits/Penalties $179,107 $0 $54,900 $54,900 N/A Charges For Services $2,401,376 $2,823,224 $3,358,333 $535,109 19% Miscellaneous Revenue $5,389,310 $7,271,114 $7,422,909 $151,795 2.1% General Purpose Revenue $3,111,373 $2,982,851 $3,565,213 $582,363 19.5% Total Revenue Source:$11,081,166 $13,077,189 $14,401,355 $1,324,167 10.1% Name FY2024 Actuals FY2025 Revised Budget FY2026 Recommended Budget FY24-25 Revised vs. FY25-26 Recommended ($) FY24-25 Revised vs. FY25-26 Recommended (%) Contra Costa County | FY25-26 Recommended Budget Page 157 Key Budget Updates The Human Resources Department's FY25-26 Recommended Budget of $14,401,355 includes a General Purpose Revenue allocation (net County cost) of $3,565,213 and provides the funding necessary for the Department's personnel services and benets administration. It includes funding of $366,000 for two (2) new Human Resources Analyst positions to support the increased demand for personnel services within the Talent & Development unit. To further bolster classication and compensation capacity within the unit, the Department, in collaboration with the County Administrator's Ofce, will be developing a qualied consultant pool through a Request for Qualications process prior to the start of FY25-26. This increased capacity and availability for approved requests is consistent with the new provisions of Administrative Bulletin 400 for "Position Management and Adjustment Requests," adopted in January 2025. The FY25-26 Recommended Budget includes estimated costs for salary and benet increases and interdepartmental charges to serviced departments. Any unused, or forfeited, funds attributed to the administration of deferred compensation, health care spending, and dependent care assistance programs will be re-budgeted to the next scal year for related costs. Equity in Service Delivery The addition of two (2) HR Analysts and the Department's focus on internal staff development specically relates to the Professional and Organizational Development (POD) team's purpose and expansion in training and coaching to create a more diverse and accepting work environment. The Human Resources Department has a Request for Proposal (RFP) underway for a Countywide performance management system to be implemented in the upcoming scal year. This platform will provide a consistent and equitable framework for employee evaluation. It will also identify opportunities for professional and personal development, allowing for continued employee growth. The Department will introduce a Countywide ADA case management system in the upcoming scal year. This platform will track and evaluate requests for employee accommodations, and it will assist with providing adequate and necessary resources in the workplace. Contra Costa County | FY25-26 Recommended Budget Page 158 Goals Talent & Development (previously Personnel Services) Goal 1: Expand Outreach Efforts . Partner with departments to increase awareness and visibility of County positions. . Collaborate with each of the ve (5) Board of Supervisors' Ofces in the County to share information on job openings and increase applications in their communities. . Increase attendance at job fairs throughout the County. . Explore partnerships with local colleges for recruitment and possible internship opportunities. . Expand branding, marketing efforts, social media presence, candidate sourcing and proactive recruitment efforts. Goal 2: Hiring Efciency . Provide proactive vacancy data to departments monthly to determine department priorities for hiring, upcoming needs, and organizational planning. . Decrease time to ll Countywide and highly recruited roles by comparing department vacancies to eligible lists available and working with departments to secure lists for interviews. . Continue to discuss dedicated resources for high-demand departments. Goal 3: Hiring Education . Develop and provide training on the roles and responsibilities of hiring managers and department personnel throughout the recruitment and selection process. a. Phase one for implementation in FY24-25: Develop “on-demand” training offerings for department personnel on hiring, selection, and promotional processes. . Develop videos for candidates on how to apply for a County job, completing a job application, and what to expect next. Goal 4: Classication and Compensation System . Rene the County’s classication and compensation philosophy. . Consolidate/align and modernize repetitive or department-specic classications. . Reduce the number of new classications created by utilizing current classications. . Partner with departments on organizational restructuring for longevity and sustainability. Goal 5: Performance Management System – Phase Three . Conduct a request for proposals (RFP) posting and selection for the management system vendor . Implementation planning Goal 6: Enhance Leadership Development Programs . Expand and rene the Leadership Launchpad to maximize participation and networking opportunities, delivering transformative experiences in a time-efcient format. Goal 7: Strengthen Engagement Tools . Research for investment in platforms to streamline communication and amplify survey capabilities, enhancing feedback collection and ensuring equitable access to learning and engagement opportunities across all departments. Goal 8: Expand Learning Opportunities . Launch Countywide instructor-led training. . Launch a monthly Professional and Organizational Development (POD) Newsletter to share insights and updates. . Introduce bite-sized, on-demand learning modules designed for quick, impactful skill-building tailored to both frontline and management staff. . Broaden access to learning resources through exploration of platforms that could provide County-wide opportunities for task-specic training. Employee Benets Goal 9: Increase awareness and visibility of available benets, by providing specic benet options for each bargaining unit, on the County’s job opportunities website. Goal 10: Develop initiatives to ensure equitable access to benets resources by offering additional explanation tools, such as virtual presentations and user-friendly guides. ADA Title I Program Goal 11: Establish a service contract for an ADA electronic le management program for ADA accommodations. A state- of-the-art system will enable County employees to quickly seek assistance for accommodations and will support departments with documentation and record keeping. Contra Costa County | FY25-26 Recommended Budget Page 159 Leaves of Absence Program Goal 12: Produce an “Introduction to Leave of Absences and How to Begin Your Request for Leave” video. This video will show the steps to requesting a leave of absence (LOA) which will reduce the number of calls to Leave Personnel from employees asking for guidance on the application procedures. This will allow Leave staff more time to process the LOA requests and meet mandated response timelines. Goal 13: Develop a “Standard Email Response Booklet for LOA Requests & Designations”. This booklet will contain email templates for employees requesting a LOA and conrming their LOA request. These templates will list all required federal & state documents needed to be provided to employees and will provide an efcient and uniform response for LOAs throughout the County. Goal 14: Work with departments to provide 2-4 leave of absence trainings for their managers. With the increase in managers attending training in 2024 and becoming educated on statutory leaves, working relationships have improved. The LOA team will also work with the Employment & Human Services Department's (EHSD) Chief Deputy Director to create training specic to the EHSD for all managers and supervisors. Goal 15: Create a Military Leave Guide and work with Employer Support of the Guard & Reserve (ESGR), a resource for employers, for verication of regulations to ensure the County is compliant with USERRA guidelines. Human Resources Systems Management Goal 16: Implement system changes for full compliance with SECURE 2.0, including retirement savings and the Age Extension Program. Goal 17: Complete SmartERP Merit Review implementation for remaining County departments to standardize the merit review process. Goal 18: Prioritize implementing SmartERP Onboarding for EHSD and other departments to improve new-hire onboarding experience. Goal 19: Revise the employee annual open enrollment (CalPERS Open Enrollment) process to utilize PeopleSoft’s delivered programs, reducing administrative complexities and enhancing user experience. Contra Costa County | FY25-26 Recommended Budget Page 160 Accomplishments Talent & Development (previously Personnel Services) Reduced time to hire from 134 days to 113 days, an approximate 19% reduction in time to process. Completed Phase Two for the Ofce of Racial Equity and Social Justice (ORESJ), partnering with the Co- Directors to develop two (2) stafng roles and subsequent recruitment processes. Completed Phase Two of the Performance Management System project, surveying departments and developing a request for proposal (RFP) document that will be posted and moved to Phase Three in early 2025. Completed a redesign of the ofces of the Board of Supervisors, creating classication specications and a compensation structure for all Board staff. Through a partnership with the County Administrator’s Ofce, the unit completed a consolidation and modernization of the county-wide Administrative Services Ofcer classication, creating a Chief Administrative Ofcer classication more closely aligned with the duties and responsibilities of the role. Expanded the dedicated resource model incorporating the rst 3-person dedicated team servicing the Employment & Human Services Department. Increased delivery of development programs and services across the County. Experienced the rst external organization to participate in the Spring 2024 Leadership Launchpad offering. Delivered a Countywide managers’ training, reaching more than 260 participants. Experienced signicant growth within the Coaching program, with 14 completed coaching engagements, 4 active engagements, and 43 queued. In November 2024, the Professional and Organizational Development (POD) added an Analyst to the team, expanding on their specialized knowledge and their ability to provide additional services to County departments, including StrengthsFinder training and expanded counseling services. Employee Benets Based on the County subsidy calculation, the employee contribution for the Three-Tier Kaiser medical plans will be no cost for all tiers (Employee, Employee +1, Employee +2 or more) for Plan Year 2025. Employee Benets successfully introduced a 401(a) plan and implemented the SECURE 2.0 Special Catch-Up provision for the 457(b) deferred compensation plan, enhancing employees’ retirement savings options. ADA Title I Program In 2024, along with continuing the ADA – General Overview course, the ADA Program developed the following: targeted training focused on applying work restrictions to the evaluation of essential job functions, consideration of performance when evaluating disability, and an ADA discussion group for complex and unique case situations. The ADA Program also worked with individual departments to gather broad data as to absences and accommodations. The new report is titled Extended Absence & ADA Reporting and will include leaves, stay-at-work, and return-to- work data as reported by departments. Leaves of Absence (LOA) Program The focus of the LOA team for 2024 continued to focus on training departmental LOA coordinators, analysts, managers and supervisors and educating them on the leave laws and mandated processes. The LOA Training Library increased from 13 different training courses in 2023, to 24 different training courses in 2024. In 2024, training attendance reached 1,029 participants, a 17% increase from 2023’s count of 883, surpassing the initial goal of 10%. Contra Costa County | FY25-26 Recommended Budget Page 161 Based on participant surveys and feedback, “A Library Book of Leave of Absences’ Letters & Responses” was produced, including citations from the State and federal regulations and contains 14 letters/responses vetted by County Counsel that offer uniformed responses to common situations encountered by Leave staff from all departments. An organizational ling system was introduced to Leave Personnel to ensure all LOA paperwork is completed and regulation deadlines are met. A Universal Tracking Spreadsheet was created to track all statutory leave of absences that have time off limitations. This tracking sheet maintains the parameters of approved statutory time off and avoids excessive absences by the employee. Quick reference materials, such as fact sheets, guides, and spreadsheets, were also created for each training to assist departments in maintaining compliance and consistency. The LOA team took on the responsibility of processing the leave of absence requests for the Agriculture (45 employees) and Veterans' Services (13 employees) departments, in addition to the HR Department (50 employees). The LOA team strongly believes communication through training is the key to compliance and will continue to encourage departments to educate their managers and supervisors and provide consistent training to leave personnel. Human Resources Systems Management In FY24-25, the HR Systems Management Division completed the SmartERP onboarding with HR Department and initiated implementation with the Library. The SmartERP Merit Review implementation was completed for EHSD along with nine (9) other departments. Templates for the Rate Upload process were re-constructed to minimize upload errors and improve data consistency. During this period, the team processed 3,632 benet events and monitored 19,672 job transactions, ensuring compliance with the MOU and maintaining data integrity. A total of 810 tickets were resolved, and 46 change requests were addressed in collaboration with IT to resolve system issues. Additionally, the I-9 Anywhere implementation was completed, streamlining the I-9 process. Recruitment datasets were provided to support the CCHealth Datawarehouse project. The re-opener for AFSCEM Local 1 was implemented. The 401A process for PDOC and modications to the Age Extension Program to comply with SECURE 2.0 are currently in progress. Contra Costa County | FY25-26 Recommended Budget Page 162 Performance Measures Talent & Development In calendar year 2024, Talent & Development received 41,312 total applications for all classication recruitments. In late 2018, the Human Resources Department reviewed and redesigned recruitment processes to expedite hiring and better match candidates with County departments’ business needs. Collaborating with stakeholders over the course of 18 months, numerous improvement strategies were developed and implemented, initially reducing the average number of calendar days it took to hire a candidate by 29%. In 2021, in addition to focusing on reducing timelines, the Department also focused on improving the quality of the merit system assessment process and the candidate experience and saw another modest 8% reduction in time to hire. The Department continues to leverage its partnerships within the County and has seen further decreases in time to hire in 2022 by 20%, in 2023 by 15%, and again in 2024 by nearly 16%. Employee Data Transactions Processed measures the total number of transactions processed within Peoplesoft. It does not include transactions processed outside the recruitment process, such as merit increases or ex staff promotions. Time to Hire Average Time to Hire (Calendar Days) 2019 2020 2021 2022 2023 2024 100 125 150 175 200 225 250 275 300 325 Employee Data Transactions Processed 24,31324,31324,313 21,20621,20621,206 29,69329,69329,693 31,31931,31931,319 32,19332,19332,193 30,79130,79130,791 26,95926,95926,959 30,51630,51630,516 25,96625,96625,966 30,71830,71830,718 29,41029,41029,410 2014 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 Contra Costa County | FY25-26 Recommended Budget Page 163 Talent & Development 29,06829,06829,068 39,72639,72639,726 32,07632,07632,076 37,86537,86537,865 28,62328,62328,623 26,36826,36826,368 28,93328,93328,933 31,69231,69231,692 30,81330,81330,813 33,46233,46233,462 32,98032,98032,980 38,08538,08538,085 41,31241,31241,312 1,1291,1291,129 1,2541,2541,254 1,5411,5411,541 1,6591,6591,659 1,6541,6541,654 1,5421,5421,542 1,3871,3871,387 1,7621,7621,762 1,3431,3431,343 1,4871,4871,487 1,5741,5741,574 2,1262,1262,126 2,1262,1262,126 Applications Processed¹Appointments Processed² 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 0 10,000 20,000 30,000 40,000 50,000 ¹ Fluctuations are demonstrated and will vary per calendar year based on available candidate pools. ² Appointments (hires and rehires) resulting from recruitment activities. Count does not include employment actions that are outside the competitive process such as Temporary Upgrades, Flex Promotions or Deep Class Reassignments. (%) Eligible Employees Enrolled in Deferred Comp 65%65%65% 68%68%68%69%69%69% 72%72%72% 76%76%76%78%78%78%80%80%80% Eligible Employees Enrolled in Deferred Compenation 2018 2019 2020 2021 2022 2023 2024 0 20 40 60 80 100 Contra Costa County | FY25-26 Recommended Budget Page 164 Library Alison McKee County Librarian For more information, call (800) 984-4636 or visit https://ccclib.org/ . The Contra Costa County Library brings people and ideas together. The Library Department’s primary goal is to provide facilities and collections that meet the variety of educational, recreational, and cultural information needs of the community and to provide access to high-quality services for children, teens, and adults. DEPARTMENT OVERVIEW Department Description The Library budget comprises expenditures and revenue for the following four budget units administered by the Library Department: Support and Countywide Services Library Community Services Revenue - County Library Taxes Plant Acquisition – Library Fund Most expenses of the County Library are funded by property taxes. Any Net Fund Costs shown for Support Services, Countywide Services and Library Community Services are funded with property taxes from the “Revenue – County Library Taxes” budget. Program Area Description The Support Services Division includes Automation, Virtual Library, Circulation Services, Technical Services and Collection Management. Automation oversees IT operations for the Integrated Library System, all hardware, software, and desktop support, new technologies, internet services and the Wide Area Network linking all library locations. The Virtual Library maintains online services through the library website, ccclib.org, library intranet, and develops and implements new technologies in support of library strategic goals and initiatives. Circulation Services provides management support for the lending of library materials, patron accounts, and inter-library loans of library materials. Technical Services provides for catalog and database maintenance, and processing of materials. Collection Management provides for the selection, acquisition, and accounting of library materials. Contra Costa County | FY25-26 Recommended Budget Page 165 The Countywide Services Division includes Public Services Administration, Centralized County Library Services, Literacy Services, the Wilruss Children’s Library Fund, and services to children and teens currently in the custody of County Probation Department Juvenile Facility. These services either provide direct customer service countywide or provide support to the branch libraries, including program support in adult, young adult, and youth areas. Public Services Administration provides overall leadership, management, and support for branch operations. Centralized County Library Services directly serve library customers countywide or support branch operations and programs. Literacy Services administers the library’s adult literacy program, Project Second Chance. The Wilruss Children’s Library Trust Fund provides programs that promote literacy and a lifelong love of books and reading in socially and economically disadvantaged areas of Contra Costa County. Library services are provided at the Betty Fransden Library in the Juvenile Hall to provide access to reading materials and computers for the young people housed there. The Library Community Services Division provides library services through 26 County Library branches in ve regions. These services include public services, collections, programs, and facilities that are tailored specically for each community. The Revenue – County Library Taxes budget accounts for the Library Fund's apportionment, in accordance with state law, of approximately 1.5% of the countywide 1% property tax revenue. Note that these revenues fund the “net Fund costs” in the Library’s budget schedules. The Library Fund’s Plant Acquisition budget provides for the acquisition and maintenance of County-owned Library System capital assets. The County owns library facilities in the unincorporated areas of El Sobrante, Kensington and Rodeo, and in the cities of Antioch, Pinole, and Walnut Creek (Ygnacio Valley). The Library manages four County Service Areas that provide extended library services for the communities of El Sobrante, Moraga, Pinole and Walnut Creek/Ygnacio Valley. For more information about these County Service Areas, please see the Library Special Districts  section of the Recommended Budget. In February 2022, the Board approved a one-time allocation of $4 million of Measure X Sales Tax funds to address deferred maintenance at the County-owned library facilities. During the FY24-25 budget hearings, the Board approved an additional $1.9 million of Measure X funds and then again, in November 2024, the Board allocated an additional $517,241 of Measure X funds to these projects. Improvements may include installation or upgrade of heating, ventilation and air conditioning systems, and replacement of aged, out-of-date electrical or plumbing to improve energy and water efciency. Addressing these deferred maintenance needs provides long- term cost efciencies as well as increases in the County’s capacity to offer public spaces during adverse events such as heat or smoke. Other Funds The Casey Library Gift Trust was established from proceeds from the estate of Nellie Casey. Funds are restricted for use in the Ygnacio Valley Library, also known as the Thurman G. Casey Memorial Library. Contra Costa County | FY25-26 Recommended Budget Page 166 Organizational Chart During FY24-25, the Board of Supervisors canceled 1 vacant position. The Recommended Budget adds 1 Library Services Manager and 1 Information Systems Programmer Analyst II positions to oversee and support the Virtual Library and Circulation teams and ensure website compliance with applicable laws and regulations; increases one part-time Senior Library Literacy Assistant to full-time at the San Pablo branch; adds 1 Librarian II position at the Pittsburg branch; adds 1 Librarian II and 1 Library Assistant-Journey Level to the San Ramon Library to reinstate extra hours above the base; cancels 2 permanent intermittent Library Assistant-Journey Level positions no longer required; cancels 1 Librarian II and 1 Clerk Senior Level positions that were replaced in FY 24/25 by full-time positions, for a net increase of 1.6 FTE positions. Agency - Name FY24-25 Revised FY25-26 Recommended Change 85 - LIBRARY 247.4 249 1.6 Library Functional Organization County Librarian Support Services Virtual Library, Live Chat, Circulation, Collection Mgmt., Information Technology Community Library Services Branch libraries, Literacy Programs, Children's Library Fund Community Libraries - West Region El Cerrito, Rodeo, El Sobrante, Pinole, Hercules, Crockett, Kensington, San Pablo Community Libraries - Central Region Clayton, Martinez, Pleasant Hill, Concord Community Libraries - South Region Walnut Creek, Ygnacio Valley, Danville, San Ramon, Dougherty Station Community Libraries - Lamorinda Region Lafayette, Moraga, Orinda Community Libraries - East Region Brentwood, Antioch, Prewitt, Oakley, Pittsburg, Bay Point Contra Costa County | FY25-26 Recommended Budget Page 167 Expenditures Summary The Recommended Budget reduces expenditures by approximately $13.3 million from the current year Revised Budget. In order of magnitude, signicant changes to the Revised Budget include the removal of a one-time Library Fund balance of $8.8 million and a one-time Measure X allocation of $3.9 million; reductions to outside contract costs of approximately $1.3 million and to equipment and vehicles of $840,250; a net increase in Salaries and Benets expense of approximately $681,000 including 1.6 FTE additional positions, negotiated wage and benet increases, and a 4% vacancy factor; an increase of approximately $480,000 in data processing and building occupancy costs; and other miscellaneous adjustments that resulting a net increase of approximately $382,000. 45,693,217 -$13,303,459 (-22.55% vs. prior year) The Library relies on prior-year fund balance to nance budget year expenses. Fund balances are reserved and budgeted, as may be needed, at the close of each scal year. Expenditures by Expense Type Salaries and benets represent 77% of Library expenditures, are increased by approximately $681,000 from the current year Revised Budget, and will fund all but $1.4 million of the 249 FTE positions cost in the Recommended FY 25/26 Budget. It is anticipated that the Library will avoid $1.4 million in costs from staff attrition and department management of position vacancies (a vacancy factor), as it continues to transition to a new branch level stafng model. Services and Supplies are reduced by $9.3 million through a combination of reductions to contract costs, removal of a one-time Library Fund balance, and other miscellaneous adjustments. Other Charges are increased by $57,541 to support increased costs of data processing and building occupancy. Fixed Assets are reduced by approximately $4.7 million comprising the removal of one-time Measure X appropriations $3.9 million for capital projects and a reduction of $840,250 for equipment and vehicles. Budgeted and Historical Expenditures by Expense Type Millions Expenditure Transfers Fixed Assets Services And Supplies Other Charges Salaries And Beneﬁts FY2024 FY2025 FY2026 $0 $10 $20 $30 $40 $50 $60 $70 Contra Costa County | FY25-26 Recommended Budget Page 168 Salaries And Benefits $29,211,588 $34,615,460 $35,296,340 $680,881 2% Services And Supplies $10,306,037 $14,033,106 $4,752,454 -$9,280,652 -66.1% Other Charges $4,434,489 $4,819,082 $4,876,623 $57,541 1.2% Expenditure Transfers $86,430 $98,779 $77,800 -$20,979 -21.2% Fixed Assets $1,307,441 $5,430,250 $690,000 -$4,740,250 -87.3% Total:$45,345,985 $58,996,676 $45,693,217 -$13,303,459 -22.5% Name FY2024 Actuals FY2025 Revised Budget FY2026 Recommended Budget FY24-25 Revised vs. FY25-26 Recommended ($) FY24-25 Revised vs. FY25-26 Recommended (%) Revenues Summary 45,693,217 -$13,303,459 (-22.55% vs. prior year) Revenues by Source The Library Fund receives a 1.5% apportionment of the countywide 1% property tax revenue, which accounts for 88% of the Library's revenue. The Recommended Budget assumes an increase of 1.5% in property tax revenue from the FY23-24 actual receipts, or approximately $1.3 million. The Library receives approximately 11% of its revenue from those cities that opt to fund additional hours of service above 40 hours per week. The Recommended Budget increases City revenues by approximately $1.4 million. The remaining 1% of Library revenue is a combination of federal and state grants, Measure X sales tax, donations, sale of documents and services, and use of Library Fund balance. A one-time allocation of Measure X funding in the amount of $1.9 million for capital projects was removed from the FY25-26 revenue estimate. Contra Costa County | FY25-26 Recommended Budget Page 169 Budgeted Revenues by Source Millions Federal Assistance State Assistance Other Local Revenue FY2024 FY2025 FY2026 $0 $10 $20 $30 $40 $50 $60 $70 Federal Assistance $108 $0 $110 $110 N/A State Assistance $582,153 $246,975 $312,200 $65,225 26.4% Other Local Revenue Taxes Current Property $39,630,196 $38,878,657 $40,247,978 $1,369,321 3.5% Taxes Other Than Cur Prop -$248,628 -$193,364 -$252,357 -$58,993 30.5% Use Of Money & Property $39,698 $31,600 -$145,056 -$176,656 -559% Intergovernmental Revenue $3,861,233 $3,381,690 $4,669,436 $1,287,746 38.1% Charges For Services $70,958 $90,200 $96,900 $6,700 7.4% Miscellaneous Revenue $735,227 $3,442,329 $764,006 -$2,678,323 -77.8% Fund Balance $675,039 $13,118,589 $0 -$13,118,589 -100% Total Other Local Revenue:$44,763,723 $58,749,701 $45,380,907 -$13,368,794 -22.8% Total:$45,345,985 $58,996,676 $45,693,217 -$13,303,459 -22.5% Name FY2024 Actuals FY2025 Revised Budget FY2026 Recommended Budget FY24-25 Revised vs. FY25-26 Recommended ($) FY24-25 Revised vs. FY25-26 Recommended (%) Contra Costa County | FY25-26 Recommended Budget Page 170 Key Budget Updates The Contra Costa County Library serves communities through 26 libraries located across the county. Library services include knowledgeable and welcoming staff, rich collections to meet the reading and research needs of the public, vibrant programs such as children’s story times, wireless access to high-speed internet for personal computing devices, public computers with a variety of personal computing programs, and quiet study spaces and meeting rooms. On July 1, 2021, the County increased the base level of open hours from 35 to 40 for all full-service libraries. City partners are annually provided options to increase their funding to support 46, 52, or 56 total open hours for their locations. The following table shows the changes in County- and city-funded open hours over the past ve years. In FY20-21, directly following the beginning of the COVID-19 pandemic, three cities discontinued funding extra hours for four libraries. In FY21-22, each of those cities resumed funding extra hours, some at the same level as years prior to the pandemic and some less. In FY22-23, two more cities (Pittsburg and Pleasant Hill) opted to fund extra open hours. On October 4, 2023, the Rodeo Library’s open hours schedule changed and, as a result of the more efcient schedule, they are now open one more hour per week. Last scal year, the city of San Ramon reduced the number of extra hours it was funding from 56 open hours per week down to 46 open hours per week starting on July 1, 2024. After San Ramon voters passed a 1% local sales tax (Measure N) in November 2024, on February 11, 2025, the City Council voted to restore the San Ramon Library’s hours back to 56 weekly open hours, which was implemented on March 31, 2025.* For the past three years, total weekly open hours across all library branches have been stabilized at levels higher than pre-pandemic levels. Contra Costa County | FY25-26 Recommended Budget Page 171 City Branch Name FY19-20 FY20-21 FY21-22 FY22-23 FY23-24 FY24-25 County Base City Extra County Base City Extra County Base City Extra County Base City Extra County Base City Extra County Base City Extra Antioch Antioch 35 0 35 0 40 0 40 0 40 0 40 0 Antioch Prewett 35 n/a 35 n/a 35 n/a 35 n/a 35 n/a 35 n/a Brentwood Brentwood 35 21 35 0 40 12 40 12 40 12 40 12 Clayton Clayton 35 5 35 5 40 0 40 0 40 0 40 0 Concord Concord 35 13 35 13 40 12 40 12 40 12 40 12 Danville Danville 35 21 35 21 40 16 40 16 40 16 40 16 El Cerrito El Cerrito 35 11 35 11 40 6 40 6 40 6 40 6 Hercules Hercules 35 8 35 8 40 6 40 6 40 6 40 6 Lafayette Lafayette 35 19 35 19 40 16 40 16 40 16 40 16 Martinez Martinez 35 0 35 0 40 0 40 0 40 0 40 0 Moraga Moraga 35 0 35 0 40 0 40 0 40 0 40 0 Oakley Oakley 35 5 35 5 40 0 40 0 40 0 40 0 Orinda Orinda 35 21 35 21 40 16 40 16 40 16 40 16 Pinole Pinole 35 0 35 0 40 0 40 0 40 0 40 0 Pittsburg Pittsburg 35 0 35 0 40 12 40 0 40 12 40 12 Pleasant Hill Pleasant Hill 35 0 35 0 40 12 40 0 40 12 40 12 San Pablo San Pablo 35 12 35 0 40 12 40 12 40 12 40 12 San Ramon Dougherty Station 35 44 35 44 40 6 40 6 40 6 40 6 San Ramon San Ramon 35 19 35 19 40 16 40 16 40 16 40 6/16* Walnut Creek Walnut Creek 35 21 35 0 40 12 40 12 40 12 40 12 Walnut Creek Ygnacio Valley 35 21 35 0 40 12 40 12 40 12 40 12 n/a Bay Point 18 n/a 34.5 n/a 35.5 n/a 35.5 n/a 35.5 n/a 35.5 n/a n/a Crockett 18 6 18 6 18 6 18 6 18 6 18 6 n/a EL Sobrante 35 n/a 35 n/a 40 n/a 40 n/a 40 n/a 40 n/a n/a Kensington 35 n/a 35 n/a 40 n/a 40 n/a 40 n/a 40 n/a n/a Rodeo 18 5 18 5 19 5 18 5 18 5 19 5 TOTAL 859 252 875.5 177 987.5 177 986.5 153 986.5 177 987.5 167/177* County Base City Extra County Base City Extra County Base City Extra County Base City Extra County Base City Extra County Base City Extra TOTAL OPEN HOURS 1,111 1,052.5 1,139.5 1,163.5 1,164.5 1,154.5/1,164.5* In FY22-23, all library branches were fully open and all pre-pandemic services, including in-person programs and events, were available. Library usage patterns have shifted post-pandemic. Some usage has far surpassed pre-pandemic levels, such as e- book and e-audiobook usage, and overall collection usage has surpassed pre-pandemic levels. Foot trafc and physical book checkouts are not back to pre-pandemic levels, but with the shift towards digital usage, this is not surprising. The Library expects to continue to see foot trafc and physical checkouts increase in future years due to facility and collection improvements. Contra Costa County | FY25-26 Recommended Budget Page 172 In FY22-23, all Library branches were fully open and all pre-pandemic services, including in-person programs and events, were available. Library usage isn’t back to pre-pandemic levels for some services, but for other services, usage far surpasses pre-pandemic levels, such as e-book and e-audiobook usage. The Library's FY25-26 Recommended Budget is reduced by approximately $13.3 million from the FY24-25 Revised Budget reecting the combined effects of the following signicant changes, ordered by magnitude: $8.8 million reduction in services, supplies, and other charges resulting from the removal of a Library Fund balance allocated in FY24-25 for operations and one-time expenses $3.9 million reduction to xed assets resulting from the removal of one-time Measure X funds allocated in FY24-25 for building projects $1.5 million increase in employee compensation for negotiated wages and benets for current stafng $1.4 million decrease in salaries and benets in anticipation of staff vacancies, both planned and unscheduled $1.3 million reduction in outside contract costs $840,250 reduction to xed assets for equipment and vehicle costs $590,000 for a net increase in stafng $480,000 increase in data processing and building occupancy costs $376,000 in miscellaneous net cost increases The Recommended Budget adds 1 Library Services Manager and 1 Information Systems Programmer Analyst II positions to oversee and support the Virtual Library and Circulation teams and ensure website compliance with applicable laws and regulations; increases one part-time Senior Library Literacy Assistant position to full-time at the San Pablo branch; adds 1 Librarian II position at the Pittsburg branch; adds 1 Librarian II and 1 Library Assistant-Journey Level positions to the San Ramon Library to reinstate extra hours above the base; cancels 2 permanent intermittent Library Assistant-Journey Level positions no longer required; and cancels 1 Librarian II and 1 Clerk Senior Level positions that were replaced in FY 24/25 by full-time positions, for a net increase of 1.6 FTE positions. The Recommended Budget funds all but a modest 4% or $1.4 million of the cost of current and added positions in anticipation of both planned and unscheduled staff vacancies. During FY24-25, the Library consistently maintained an average rate of vacant positions at approximately 6.5%. The Library relies primarily on property tax revenue to fund services. The budget assumes an increase of 1.5% or about $1.4 million in property tax revenue, which, along with city contributions and grant funding, will enable the Library to maintain a structurally balanced budget. Some federal funds supplement the Library Department’s offerings via resources provided by the State Library to all public libraries in California at no cost. These resources include hundreds of free trainings for library staff annually and New York Times subscription access for all library cardholders (a savings of approximately $35,000 annually). Additionally, the Library receives federal e-rate reimbursements annually. E-rate provides deep discounts for Internet access and some Internet-related equipment. The Library receives approximately a 60% reimbursement for Internet access, which is a savings of approximately $118,000 annually. For Internet equipment, the Library is eligible to receive approximately a 60% discount on up to $1.6 million of eligible equipment through June 2026. To date, the Library has purchased and received 60% reimbursements on $530,000 of purchases. Contra Costa County | FY25-26 Recommended Budget Page 173 The Recommended Budget also includes the Board’s allocation of Measure X sales tax funds in the amount of $215,040 for stafng the mobile early literacy outreach program with 1 Bilingual Librarian and a 0.8 FTE Driver Clerk. The Library's early literacy outreach program provides mobile early literacy services to the following socio-economically disadvantaged communities: Antioch, Bay Point, Bethel Island, Byron, Concord, El Sobrante, Knightsen, Monument Corridor in Concord, Martinez, North Richmond, Oakley, Pinole, Pittsburg, Rodeo and San Pablo. The original allocation was $200,000 annually and in previous scal years has been increased commensurate with the cost of living to $215,040 for FY24-25. Measure X cost-of- living increases were not approved for FY25-26. Thus, the Library will absorb the estimated 3.1% cost increase. It should be noted that the Board allocated one-time FY22-23 Measure X appropriations to the Library of $4 million to address deferred maintenance at ve County-owned library facilities (Antioch, Kensington, Pinole, Rodeo, and Ygnacio Valley). The Library leveraged these Measure X funds for the required 50% match to obtain an additional $2.58 million in grant funding from the California State Library for the Pinole and Antioch Library projects. During the FY24-25 budget hearings, the Board allocated an additional $1.9 million to these projects and another $517,241 in November 2024 at the joint annual meeting of the Board of Supervisors and Measure X Community Advisory Board. Project planning for the facility upgrades is ongoing in collaboration with the Public Works Department with some work completed. The roof at the Kensington Library branch has been replaced, the HVAC and roof work at the Antioch Library has been completed. Other planned maintenance projects are in progress and project fund balances will be carried forward in FY25-26 to support completion. In furtherance of the County's social equity objectives, the FY24-25 Adopted Budget allocated $10 million of the $25 million County capital improvement budget towards the development of a new library branch in the unincorporated area of Bay Point (for more information, see the Capital Facilities Master Plan section of this document). These funds were leveraged to provide the required 50% match for a $9.9 million grant from the State. The new Bay Point Library branch will be a 21,000 square foot space being constructed in partnership with an affordable housing project. The developer is providing a portion of the housing project building for the County and the County will nish the space by building the library branch and associated community space. The Library also provides services through four Community Service Areas: El Sobrante, Pinole, Moraga, and Ygnacio Valley. More information about the budgets for these community service areas can be found in the FY25-26 Special Districts Budget. The Recommended Budget will permit the Library to continue current operations, enhance the early literacy program, and innovate new programs to promote public service, especially to low-income residents. Contra Costa County | FY25-26 Recommended Budget Page 174 Equity in Service Delivery Since 2013, the Library’s Strategic Plan has prioritized equity. The newly updated strategic plan makes the Library’s commitment to equity even more explicit. Goal 2 of the updated strategic plan now states: "All library users feel welcome, included, and have a sense of belonging when using library services, resources, and facilities. To accomplish this, the Library will embark on a number of new initiatives, including creating a Racial Equity Action Plan in collaboration with the County's new Ofce of Racial Equity and Social Justice." Since 1984, Project Second Chance (PSC), the Library’s adult literacy program, has provided free, condential one-on-one tutoring to adults who read at or below a sixth grade level. With one in ve adults in Contra Costa County lacking the literacy skills needed to complete daily tasks, and a growing percentage of immigrant residents, over 60,000 of whom have limited English prociency, the need for adult literacy services is more pressing than ever before. A grant from the California State Library enabled the Library to expand the PSC English language acquisition services in 2023, enrolling 63 adult learners in a new program focused on English-speaking skills. The Library continues to expand the PSC capacity to deliver services with both virtual and in-person tutoring, enrolling 366 learners in 2024, a 25% increase over 2023, the highest number of learners on record. The Library's recent accomplishments and main equity priorities for the budget year include the following existing programs and new initiatives: Self-Service Sundays Beginning December 1, 2024, cardholders who sign up in advance can enter the Concord Library between 12 p.m. and 4 p.m. on Sundays. There are no staff on site, but two security guards are present to ensure that only those who have signed up for the service are entering the library. Patrons can browse the collection and check out books, return items, pick up holds, connect to Wi-Fi, and use the space for studying or reading. The pilot will run for six months and, if successful, will be expanded to additional library sites. Collections The Community Languages page on the Library's website was updated to increase the visibility of the Department's growing language collections and promote greater inclusion of non-native English speakers in our communities. The new page features updated and enhanced graphics, expanded information and translation tools, and easy access to specic language collections with one click. The Department also increased its collections of Chinese and Hindi language materials. Library Wellness Teams The Library has partnered with Contra Costa County Behavioral Health to place a Social Work Team, comprised of a clinical social worker and a community support worker, at the Antioch, Concord, and San Pablo Libraries. The Team provides education, resources, and referrals as needed, and also offers meditation and art sessions. The Library also partnered with the Employment and Human Services Department to place Family Navigators at the same three libraries to help families get access to important support services. Navigators help with things like rent assistance, electronic access to public benets, healthcare, and citizenship. The Navigators also assist families in signing up for Cash Aid, Medi-Cal or CalFresh, Senior Services, Family Services, Immigration Aid, and help with nding medical coverage. The Social Work team combined with the Family Navigators make up the Library’s newly formed Library Wellness Team. The Team operates at the Concord Library on Mondays and Tuesdays from 10-4; the San Pablo Library on Wednesdays and Thursdays from 10-4; and the Antioch Library on Fridays from 9-4. One Year Of Rolling Reader Service The Rolling Reader, the Library’s new early literacy outreach all-electric van, completed its rst year of service to the community in November 2024. The purpose of the Rolling Reader is to provide mobile early literacy services to socio-economically disadvantaged communities throughout the Library's service area. In one year, the Rolling Reader drove 6,285 miles to 233 events attended by 13,050 people. Rolling Reader staff have given away 7,136 books and 591 craft and STEM take-home activity kits. In the past year, staff worked with 65 different partner organizations and issued 175 new library cards. Partnership with Stand Together Contra Costa The Library Department and the Ofce of the Public Defender have begun a partnership to support Stand Together Contra Costa's (STCC) work at the Concord Immigration Court. Signicant elements of the partnership include the Rolling Reader presenting regular storytimes in Spanish and giving away Spanish/English bilingual books to children at the new immigration court in Concord. STCC attorneys also provide a one-page document in Spanish highlighting relevant Library resources for their clients at the immigration court. It includes a QR (quick response) code to enable instant library card sign-up. Contra Costa County | FY25-26 Recommended Budget Page 175 Increase in Bilingual Staff In FY24-25, the Library Department added six more staff members receiving bilingual pay, bringing the total staff receiving bilingual pay to 32: 25 Spanish, 1 Tagalog, 2 Farsi, 2 Cantonese, 2 Mandarin. In FY25-26, the Library Department will focus on implementing the action items articulated in the Department's new Racial Equity Action Plan, which is expected to launch in early FY25-26. The plan will focus on the following four areas as recommended by the Ofce of Racial Equity and Social Justice: . Language Access and Equity, with a focus on providing more and improved collections in Spanish, Hindi, Farsi, Russian, Vietnamese, and Korean; and translating the library card application into more languages; . Normalizing Racial Equity, which will include more robust training for library staff; . Community Engagement, which will include creating a community engagement plan in order to hear directly from members of our communities most affected by racism; and . Strengthening Department human resources practices. Contra Costa County | FY25-26 Recommended Budget Page 176 Goals The Library's goals for FY25-26 are to: Work with the County's Ofce of Racial Equity and Social Justice to complete a departmental Racial Equity Action Plan in accordance with the Library’s updated strategic plan; Work with the City of Clayton on a facility refurbishment that will include new carpet, new furniture, and an updated layout; Implement self-service Sunday open hours at two more library locations; Coordinate with the cities of Antioch, Pinole, and Walnut Creek to transfer ownership and scal responsibility for the library facilities to those cities; Continue the popular Lunch at the Library Program, providing lunch and snacks to children during the summer and after school; Prioritize issuing a library card to all third-graders in public schools in accordance with California Senate Bill 321 (Ashby); Work collaboratively with the Public Works Department to make infrastructure improvements to County-owned library facilities using Measure X funds and other grant funding secured by leveraging the Measure X apportionment; Work collaboratively with the Public Works Department to plan and design the future Bay Point Library; Implement changes to the Library website to be in compliance with new ADA laws for government websites; Implement credit card payment option for public copiers and printers FY 2024-25 FY 2023-24 Branch Name Facility Owned By Open Days/ Week Open Hours/ week City Funded Open Hours/ week County Funded Open Hours/ week Annual Open Hours Total FTE Pop. Served Size in Square Feet City Budgeted Operating Exp. County Budgeted Operating Exp. Volumes Held Circulation* # Public Internet Terminals Antioch County 5 40.0 0 40.0 2,080 5.8 81,894 11,000 $184,397 $999,939 36,899 34,332 28 Prewett City 5 35.0 0 35.0 1,820 1.0 35,098 1,500 $0 $219,619 8,591 21,854 20 Brentwood City 5 52.0 12 40.0 2,704 8.0 86,391 20,721 $139,636 $1,217,773 55,325 193,845 32 Clayton City 5 40.0 0 40.0 2,080 5.0 11,641 15,500 $8,276 $799,357 41,689 116,269 14 Concord City 6 52.0 12 40.0 2,704 8.5 123,095 11,300 $155,167 $1,262,563 50,421 106,803 18 Danville City 6 56.0 16 40.0 2,912 7.5 58,852 17,000 $215,604 $1,067,768 65,267 199,312 35 El Cerrito City 5 46.0 6 40.0 2,392 6.3 29,358 6,400 $79,737 $903,024 42,586 121,247 21 Hercules City 5 46.0 6 40.0 2,392 6.8 26,456 21,500 $109,845 $764,696 44,007 86,704 32 Lafayette City 6 56.0 16 40.0 2,912 7.5 27,141 34,930 $236,265 $1,054,784 62,099 185,731 39 Martinez City 5 40.0 0 40.0 2,080 5.1 47,832 6,792 $9,275 $856,143 26,910 48,745 10 Moraga City 5 40.0 0 40.0 2,080 5.1 17,242 10,913 $4,735 $789,185 33,766 41,069 10 Oakley LUHSD 5 40.0 0 40.0 2,080 5.3 47,599 6,000 $9,275 $782,902 24,650 41,683 20 Orinda Friends 6 56.0 16 40.0 2,912 7.5 19,246 17,136 $169,697 $995,456 59,964 137,611 30 Pinole County 5 40.0 0 40.0 2,080 5.0 27,697 17,098 $202,430 $764,665 32,349 42,228 15 Pittsburg City 5 52.0 12 40.0 2,548 6.1 75,559 9,196 $121,636 $818,010 33,888 50,445 16 Pleasant Hill City 5 52.0 12 40.0 2,392 9.5 41,054 24,000 $254,115 $1,330,043 74,612 356,267 40 San Pablo City 6 52.0 12 40.0 2,704 8.0 36,884 22,387 $142,798 $1,085,272 39,139 70,459 32 Dougherty Station City 5 46.0 6 40.0 2,392 6.5 47,709 11,800 $76,407 $910,580 47,856 106,641 28 San Ramon City 6 46.0 6 40.0 2,912 9.0 47,709 21,338 $128,347 $1,568,148 70,860 271,196 28 Walnut Creek City 6 52.0 12 40.0 2,704 11.0 59,972 42,000 $435,115 $1,248,217 80,647 210,556 64 Ygnacio Valley County 6 52.0 12 40.0 2,704 7.0 25,702 13,202 $394,856 $892,944 52,618 146,861 20 Bay Point MDUSD 6 34.5 N/A 34.5 1,794 1.3 24,399 950 N/A $339,277 8,222 6,703 6 Crockett C&H 4 24.0 N/A 24.0 1,248 0.7 3,587 1,238 N/A $176,362 6,013 6,979 2 El Sobrante County 5 40.0 N/A 40.0 2,080 5.0 16,762 7,474 N/A $935,005 25,843 76,886 22 Kensington County 5 40.0 N/A 40.0 2,080 5.0 5,530 5,094 N/A $789,648 24,440 55,852 6 Rodeo County 4 24.0 N/A 24.0 1,196 0.5 9,481 864 N/A $174,279 5,268 2,104 2 $3,077,613 *does not include renewals, ebooks or digital resources Contra Costa County | FY25-26 Recommended Budget Page 177 Accomplishments The Library is pleased to highlight these recent accomplishments: ANTIOCH LIBRARY NEW ROOF The Antioch Library re-opened on June 11, 2024 with a new roof and newly tiled foyer. Funding for the project was provided by Measure X, a half-cent sales tax approved by voters in 2020, and the California State Library's Building Forward grant program. BAY POINT LIBRARY DESIGN The Design Development phase of the architecture plans for the new Bay Point Library was completed in March 2025. The Library, in partnership with Noll and Tam Architects, conducted ten key informant interviews, two surveys, four community discussion groups, and three community meetings to ensure the design of the new Library will be aligned with the community's needs and vision. EL CERRITO LIBRARY LEASE AGREEMENT The Library Lease and Services Agreement with the City of El Cerrito was completed. ONLINE RENEWAL OF LIBRARY CARD ACCOUNTS As of May 2, 2024, California residents with library cards that are less than one year expired can renew their accounts online as long as their address hasn’t changed. Previously, patrons were required to visit a Contra Costa County Library branch in person to re-verify their address and reactivate their library card. This process was a barrier for some people who didn’t live close to a branch or who didn’t have reliable transportation. COPIER REFRESH All branch libraries have new public copiers and printers as well as public-use scanners. In addition to atbed scanning, EZScanners allow scanning to Email, USB, multiple online services, Smartphones, and QR Codes. They also do text translation to 25 languages, can scan text to audio, and restore photos. LIBRARY SYSTEMS MODERNIZATION In July 2024, Sensource people counters were installed at all branch library locations. Sensource differentiates between in and out trafc and provides precise, real-time counts of patrons entering library branches. This improved people- counting technology will give more accurate, real-time counts that are transmitted automatically into reports and analyzed to better understand and visualize facility usage and patterns. Message Bee, a text and email notication system that informs Library patrons when they have holds ready for pickup, items that are about to be due, overdue items, and expired accounts, was implemented in November 2024. Notices include graphics, including book covers of the referenced items. EBSCO Discovery Service (EDS) will launch in May 2025. EDS provides patrons with a way to search all online library resources at once via the Library website. PROJECT SECOND CHANCE 40TH ANNIVERSARY Project Second Chance (PSC) celebrated 40 years of operation on June 15, 2024 with an event at the Lafayette Library’s Don Tatzin Community Hall. The event featured awards and a new edition of In Our Words featuring the writings of PSC learners. SELF-SERVICE SUNDAYS PILOT LAUNCH Starting on December 1, 2024, cardholders who sign up in advance can enter the Concord Library between 12 p.m. and 4 p.m. on Sundays. There are no staff on site, but two security guards are present to ensure that only those who have signed up for the service are entering the library. Patrons can browse the collection and check out books, return items, pick up holds, connect to Wi-Fi, and use the space for studying or reading. The pilot will run for six months and, if it is successful, will be expanded to additional library sites. LIBRARY DESIGN STANDARDS The Library's rst ever Design Standards document, developed in consultation with Noll and Tam Architects, was published in October 2024. The document articulates the Library's ideal design standards and will function as a guide for new facility and facility refurbishment projects, as well as furniture and shelving refreshes. ONE YEAR OF ROLLING READER SERVICE The Rolling Reader, the Library’s new early literacy outreach all-electric van completed its rst year of service to the community. In one year, the Rolling Reader drove 6,285 miles to 233 events attended by 13,050 people. Rolling Reader staff have given away 7,136 books and 591 craft and STEM (science, technology, engineering, and mathematics) take-home activity kits. In the past year, Rolling Reader staff worked with 65 different partner organizations and issued 175 new library cards. Contra Costa County | FY25-26 Recommended Budget Page 178 Operations Indicators Measurement 2016-17 2017-18 2018-19 2019-20 2020-21 2021-22 2022-23 2023-24 Registered Users 438,660 428,566 425,237 403,611 351,658 337,554 341,182 359,564 Annual Hours Open 54,977 55,757 56,875 42,042 7,895 59,202 59,585 58,856 Library Visits 3,235,783 3,198,458 3,540,968 2,709,288 840,658 1,665,632 2,304,075 2,450,877 Physical Items Circulated 6,062,401 5,495,379 5,911,465 4,603,662 4,468,315 4,334,232 4,871,027 4,820,131 Econtent Circulated- Ebooks , audio, video 310,811 425,897 599,774 1,031,417 1,463,991 1,533,914 1,869,715 2,205,667 Database Use 2,297,549 3,719,430 Number of Programs - Live, In-person 6,956 176 3,837 7,516 Program Attendance - Live, In-person 153,856 15,112 145,104 329,130 Number of Programs - Virtual 345 879 612 320 312 Program Attendance - Virtual 48,366 38,099 22,060 17,928 17,379 Total Programs 10,299 18,177 10,781 7,301 879 788 4,157 7,828 Total Program Attendance 274,766 319,734 296,335 202,222 38,099 37,127 163,032 346,509 Number Public Computer Users 449,902 449,749 441,905 0 12,873 224,754 327,249 367,854 Virtual Visits to Website 4,452,534 4,272,936 3,592,202 3,584,919 4,846,970 4,117,632 4,987,988 6,076,159 Volunteers 1,200 1,166 1,205 778 43 383 658 755 Volunteer Hours 36,352 33,768 35,699 19,139 298 10,171 18,063 20,225 Literacy Learners 226 175 176 175 151 175 253 321 Discover&Go Visits 17,574 21,577 22,491 16,602 1,607 6,855 13,311 17,278 Market Penetration* 22%25%23%17%22%26%28% *percent of households in service area with at least one active library user Contra Costa County | FY25-26 Recommended Budget Page 179 Market penetration refers to the percent of households in the County Library service area with at least one active library user. Contra Costa County | FY25-26 Recommended Budget Page 180 Public Works Warren Lai Director For more information, call (925) 313-2000 or visit https://www.cccpublicworks.org  The department's mission is to deliver cost-effective, safe, reliable and sustainable projects, programs and quality services with a focus on our communities and provide support services that are competitive, attentive, responsive, efcient and safe to enable County departments to provide high-quality services to the public. DEPARTMENT OVERVIEW Department Description The Public Works Department plays a vital role in maintaining and improving the County’s infrastructure, ensuring the delivery of essential services to residents, businesses, and County departments. The Department is responsible for maintaining over 658 miles of roadways, 79 miles of streams and drainage channels, and 2 County airports, Buchanan Field (Concord) and Byron Airport. Public Works also manages facility support for over 200 County-owned buildings, encompassing maintenance, repair, and upgrades to ensure safe and efcient operations. Additionally, the Department provides specialized services to the unincorporated areas of the county, including parks and recreation, ood control, sand bag distribution during storm events, and the Clean Water Program, which is focused on reducing pollution, managing stormwater runoff, and preserving water quality in compliance with regulatory standards. These efforts enhance community resilience, environmental health, and quality of life. In addition to infrastructure and community services, the Public Works Department delivers a range of centralized support services for County operations. These include Fleet Services, managing a eet of approximately 1,500 vehicles to support County departments; Purchasing, Custodial Services, and Energy Management, advancing sustainability and operational efciency. The Department also oversees Print and Mail Services, ensuring timely and cost-effective communications for County operations. Public Works also provides professional support through the County Surveyor function, which is responsible for land surveying and mapping services critical to property and infrastructure development. Furthermore, the Department provides staff and support to the State Route 4 (SR4) Bypass Authority and the East Contra Costa Fee and Financing Authority, facilitating regional transportation improvements and development projects. With its broad portfolio of responsibilities, the Public Works Department is a cornerstone of Contra Costa County’s efforts to provide a safe, sustainable, and well-maintained environment for its residents and employees. Program Area Description General Fund Divisions: Public Works is the main operating division for the Public Works Agency. It includes the operating costs, including salaries and benets, for the divisions and programs, including Administration, Real Property, Engineering, Transportation, Records, Information Technology, Flood Control, Maintenance, Special Districts and Design/Construction. Costs are recovered through charge-outs to operating divisions. Facilities Maintenance provides capital project management, real estate services, and maintenance and repairs for County-owned and leased buildings (including 24-hour services at Contra Costa Regional Medical Center and Sheriff Detention facilities). Services include custodial, stationary engineers, skilled crafts, project and property management, and related equipment and supplies. This budget unit also includes trafc signal maintenance for the County, ten contract cities, and the California Department of Transportation. Additionally, the County has recently adopted a Public Art Policy, which will include opportunities for utility box art installations throughout the county. The utility box initiative will be managed through the Facilities Services Division as part of its trafc signal maintenance responsibilities, enhancing public spaces and promoting local art while integrating art into the County's infrastructure. Fleet Services includes the General Fund depreciation expenses for Fleet operations. All salary and benet costs, vehicle replacement, maintenance and repair costs are budgeted in the Fleet Services-Internal Service Fund (Fund 150100). General County Building Occupancy funds general-funded building maintenance, utilities, insurance and debt services for County properties and departments. Outside Agencies Services reects costs to provide services to outside agencies (including the Superior Court) plus offsetting revenue. These costs include occupancy costs, print and mail services, and eet services. Contra Costa County | FY25-26 Recommended Budget Page 181 County Drainage Maintenance provides drainage maintenance for County-owned drainage facilities in the unincorporated areas. Keller Surcharge/Mitigation Program was established to implement Board of Supervisors policy on reducing solid waste from sanitary landlls through resource recovery, materials management and recycling services. Print & Mail Services provides copy, printing, graphic design, bindery and duplicating services, U.S. Mail processing and interofce mail delivery, and supplies, business forms, and documents to County departments and other governmental agencies. Costs are charged to customers. Purchasing provides a program of centralized solicitation and purchases of goods, equipment and services for the County and re districts. Road Construction includes road construction projects funded by other governmental agencies, including the Contra Costa Transportation Authority for Highway 4 and the State Route 4 Bypass Authority. Other County Funds: The Road Fund funds road construction and road maintenance. It is used to develop plans for specic road projects, obtain nancing and construct new roads or improve existing roads to facilitate safe, properly regulated trafc and pedestrian movements. The fund provides road maintenance for public roads, bridges, and road drainage facilities in the unincorporated county area. The goal is to preserve and maintain existing travel ways. Typical maintenance work includes sealing pavement, re-grading shoulders, striping trafc lanes, and signing. Funding is received from State Highway Users Taxes and other revenues. The Public Works – Land Development Fund provides engineering services and regulation of land development. Fees are received for encroachment permits, plan review, and application review. Other Special Revenue Funds. Expenditures are offset by licenses, permits, franchise fees, rents, charges for service, sale of property, investments, and grants. Funding is generally restricted to use based on agreements. Funds are used for development and improvement projects, and property maintenance. The Fleet Services Internal Service Fund (ISF) provides maintenance, repair, acquisition, and management of the County’s eet of vehicles and equipment. The Fleet Services Division became an Internal Service Fund in FY 2008-09. The eet consists of eight classes of vehicles: Patrol, Sedan, SUV, Compact Truck, Full-size Truck, Full-size 4X4 Truck, Cargo Van, and Passenger Van. Departments with vehicles assigned to the ISF are charged a monthly base fee, a per mile fee, and actual fuel costs. The monthly base fee represents the costs of insurance, management, depreciation, and vehicle replacement. The mileage charge consists of maintenance and repair costs (parts and labor). Departments with non-ISF vehicles and equipment are charged actual costs for maintenance, repair, fuel, insurance, and depreciation. The acquisition costs for replacement vehicles for the eight classes in the ISF are budgeted by Public Works. Any acquisition costs for vehicles being added to the eet or replaced outside the Fleet ISF are the responsibility of the individual departments. The Airport Enterprise Fund is responsible for the operation and capital development of the Buchanan Field and Byron Airports. Special Districts: The Contra Costa County Public Works Department also encompasses several Special Districts that provide essential services tailored to specic community needs. These districts include Flood Control, Storm Drainage, Stormwater Utilities, Road Maintenance, Recreation, and Street Lighting. Each district is designed to deliver property-specic benets such as ood risk reduction, drainage system maintenance, road upkeep, recreational facilities, and street lighting enhancements. Funding for these activities is primarily derived from tax assessments, fees, and interest earnings, ensuring that services are directly supported by the beneting properties. Measure X funding has provided an additional boost to the Parks and Recreation program within Special Districts, allocating $1 million annually to enhance park facilities and services throughout the unincorporated county area. This signicant investment helps ensure that residents have access to well-maintained parks and recreational spaces. Additionally, Special Districts staff are now responsible for implementing the County's recently adopted Plaques and Memorials Program, which provides a meaningful way for residents to honor loved ones through commemorative installations in parks and other public spaces. These new initiatives demonstrate the Department's commitment to maintaining and improving community- focused services within Special Districts. Contra Costa County | FY25-26 Recommended Budget Page 182 Organizational Chart The Public Works Department is currently staffed by 547 full-time equivalent positions. This total comprises 513 positions for General Fund divisions, 21 for the Fleet Internal Service Fund, and 13 for the Airport Enterprise Fund. Five (5) additional positions are recommended as part of the FY25-26 budget for the Purchasing, Facilities Maintenance, and Public Works-Administration divisions (General Fund). Full-time Equivalent Employee (FTE) Summary FY24-25 Revised FY25-26 Recommended Change 65 - PUBLIC WORKS 547.0 552.0 5 Public Works Public Works Director Public Works - Main Operations Real Property, Engineering, Transportation, Records, Design/Construction General County Building Occupancy Utilities, Insurance, & Debt Service Costs for County Properties Print & Mail Services Centralized function for County Departments Fleet Services - Internal Service Fund County Fleet Acquisition, Management & Maintenance Special Revenue Funds Roads, Drainage, Land Development, Area of Benet Funds Facilities Maintenance Capital Project Management, Real Estate Services, Building Maintenance, Custodial Purchasing Centralized function for County Departments Keller Surcharge/Mitigation Recycling & Materials Management Airport Enterprise Fund Buchanan Field & Byron Airport Operations Special Districts Flood Control, Storm Drainage, Stormwater Utility, Service Areas, Recreation & Parks Contra Costa County | FY25-26 Recommended Budget Page 183 Expenditures Summary The summary reects the total net expenditures of $287,258,367 for the Public Works Agency, including all Special Revenue funds. The General Fund portion of total expenditures is $146,070,679 (approximately 50% of the total). Expenditures for Special Districts are not included in the summary charts and total an additional $267 million. The net decrease indicated in the chart below of approximately $1 million reects the overall change in total expenditures for all funds. The General Fund portion increased by $2.2 million and the Special Revenue funds decreased overall by $3.2 million, including a decrease of $2.9 million for the Fleet Internal Service Fund. 287,258,367 -$1,034 ,299 (-0.36% vs. prior year) Expenditures by Expense Type Salaries and Benets increased by $2.4 million over FY24-25 due to negotiated wage and benet adjustments as well as the request for ve additional positions for various divisions within the Public Works agency. Services and Supplies increased by $1.9 million, reecting increases in insurance, energy costs, fuel costs, vehicle repair costs and vendor costs for various road projects. Other Charges reect a decrease of $800,000 which includes a decrease of $2.3 million in debt costs and an increase of $2 million in insurance costs. Equipment costs decreased by a further $700,000. Expenditure transfers are cost offsets from other County departments within the same fund for services rendered. The expenditure transfers are anticipated to increase by approximately $3.9 million in FY25-26. Budgeted and Historical Expenditures by Expense Type Millions Expenditure Transfers Fixed Assets Other Charges Salaries And Beneﬁts Services And Supplies FY2024 FY2025 FY2026 $-100 $0 $100 $200 $300 $400 Contra Costa County | FY25-26 Recommended Budget Page 184 Salaries And Benefits $72,093,665 $92,145,290 $94,544,735 $2,399,445 2.6% Services And Supplies $181,508,001 $200,146,718 $202,088,693 $1,941,975 1% Other Charges $47,557,891 $46,128,899 $45,320,741 -$808,157 -1.8% Expenditure Transfers -$68,013,945 -$59,241,735 -$63,106,802 -$3,865,068 6.5% Fixed Assets $2,933,261 $9,113,494 $8,411,000 -$702,494 -7.7% Total:$236,078,872 $288,292,667 $287,258,367 -$1,034,299 -0.4% Name FY2024 Actuals FY2025 Revised Budget FY2026 Recommended Budget FY24-25 Revised vs. FY25-26 Recommended ($) FY24-25 Revised vs. FY25-26 Recommended (%) Revenues Summary The summary reects the total revenue of $287,258,368 for the Public Works Agency, including all Special Revenue funds. The General Fund portion of total revenue is $146,070,679 and includes a general-purpose revenue allocation (net County cost) of $43,884,928. Revenue decreased overall by approximately $1 million from FY24-25 and includes an increased allocation of general-purpose revenue in the amount of $236,911. Revenue in the amount of $267 million for Special Districts is not included in the summary charts. 287,258,367 -$1,034 ,299 (-0.36% vs. prior year) Contra Costa County | FY25-26 Recommended Budget Page 185 Revenue by Fund The Public Works Agency comprises several different types of funds: Governmental Funds (including General Fund, Special Revenue and Capital Project Funds), Enterprise Fund (Buchanan Field and Byron Airports) and Internal Service Fund (Fleet Services). The Governmental Funds comprise 90% of the total Agency funds and are used to account for the day-to day operating services (General Fund)as well as particular resources (Special Revenue Funds). Enterprise Funds and Internal Service Funds are Proprietary-type funds where the nancial operations are handled in a manner similar to that of business enterprises. These Proprietary Funds comprise approximately 10% of the total Public Works Agency. 2026 Revenue by Fund Governmental Funds (90.4%)Governmental Funds (90.4%)Governmental Funds (90.4%) Internal Service Funds (7.2%)Internal Service Funds (7.2%)Internal Service Funds (7.2%) Enterprise Funds (2.4%)Enterprise Funds (2.4%)Enterprise Funds (2.4%) General Fund $135,623,845 $143,860,259 $146,070,679 $2,210,420 1.5% Special Revenue Funds $76,198,852 $114,374,468 $113,353,393 -$1,021,075 -0.9% Capital Project Funds $998 $358,000 $375,000 $17,000 4.7% Airport Enterprise Fund $6,171,350 $6,125,931 $6,821,548 $695,617 11.4% Fleet Internal Service Fund $18,083,827 $23,574,008 $20,637,747 -$2,936,262 -12.5% Total:$236,078,872 $288,292,667 $287,258,367 -$1,034,299 -0.4% Name FY2024 Actuals FY2025 Revised Budget FY2026 Recommended Budget FY24-25 Revised vs. FY25-26 Recommended ($) FY24-25 Revised vs. FY25-26 Recommended (%) Revenues by Source Federal assistance revenues consist of federal grants for various road infrastructure projects. State assistance revenues are predominantly Highway User Tax and Road Maintenance and Rehabilitation Account (RMRA) tax revenues. Other local revenue sources include charges for services provided to other County departments, various programs, and billed to other agencies through a variety of agreements. These services include maintenance, engineering, purchasing, building maintenance, trafc signal maintenance, capital improvements, eet, print and mail, real property, surveys, and airport rents and concessions. Contra Costa County | FY25-26 Recommended Budget Page 186 Budgeted Revenues by Source Millions Federal Assistance General Purpose Revenue State Assistance Other Local Revenue FY2024 FY2025 FY2026 $0 $50 $100 $150 $200 $250 $300 $350 Federal Assistance $14,032,556 $16,428,921 $18,753,041 $2,324,120 14.1% State Assistance $43,632,655 $46,654,268 $47,577,170 $922,902 2% Other Local Revenue License/Permit/Franchises $1,708,639 $2,178,000 $2,163,000 -$15,000 -0.7% Use Of Money & Property $7,952,957 $7,601,544 $8,451,092 $849,548 11.2% Intergovernmental Revenue $1,861,917 $1,410,724 $2,108,563 $697,839 49.5% Charges For Services $59,309,729 $54,020,747 $53,099,922 -$920,825 -1.7% Miscellaneous Revenue $81,997,063 $82,943,158 $83,014,016 $70,858 0.1% Fund Balance -$13,156,047 $33,407,289 $28,206,636 -$5,200,652 -15.6% Total Other Local Revenue:$139,674,258 $181,561,461 $177,043,229 -$4,518,233 -2.5% General Purpose Revenue $38,739,403 $43,648,016 $43,884,928 $236,911 0.5% Total:$236,078,872 $288,292,667 $287,258,367 -$1,034,299 -0.4% Name FY2024 Actuals FY2025 Revised Budget FY2026 Recommended Budget FY24-25 Revised vs. FY25-26 Recommended ($) FY24-25 Revised vs. FY25-26 Recommended (%) Contra Costa County | FY25-26 Recommended Budget Page 187 Key Budget Updates The FY25-26 budget for Public Works reects over $287 million in total expenditures, comprising numerous County funds, including some detailed below. Most expenditures are funded with restricted revenues from dedicated taxes and assessments, grant funds, and through charges to requesting County departments, local agencies and/or property developers. Public Works also manages numerous Special District funds totaling an additional $267 million that comprise Flood Control, Storm Drainage, Stormwater Utility, Lighting, Parks, Recreation, and other Miscellaneous Districts and Service Areas. General Fund The FY25-26 recommended budget includes gross expenditures of approximately $244 million. Expenditure transfers, reecting charge-outs to other County departments for services, total $97.5 million. The remaining net expenditures of $146 million are partially offset by revenue of $102 million. Revenue is primarily derived from maintenance and engineering services. The recommended share of general-purpose revenue (net County cost) is approximately $44 million and reects an increase of approximately $237,000 from FY24-25. The recommended budget gures include adjustments for estimated salary and benet increases as well as increases for insurance, debt service and information technology costs. The General-Purpose Revenue allocation of $43,884,928 will fund the following: $35,128,928 for general property costs including facility debt service, general maintenance, various utilities including energy costs, and property insurance. This includes maintenance costs of detention facilities; $2,688,000 to support the County Sustainability Fund (provided by Measure X sales tax revenue); $1,024,000 for Parks and Recreation activities (provided by Measure X sales tax revenue); $200,000 to fund the County Surveyor function as mandated by code; $250,000 to support compliance with Senate Bill 1383, enacted to reduce greenhouse gas emissions by mandating the reduction of organic waste disposal in landlls; $900,000 for maintenance of county-owned drainage facilities; $1,450,000 to fund a portion of centralized County purchasing services; $576,000 to meet the County Road Maintenance of Effort requirement; $500,000 to support Special District activities; $875,000 for energy management program costs, liability insurance and increased information technology costs for building maintenance; and $293,000 to fund a portion of materials management and recycling services. The FY25-26 recommended budget reects ve (5) additional full-time equivalent positions: two (2) positions will support county-wide purchasing functions; one (1) position will provide support for the County Energy Manager (as approved in the County Climate Action Plan); one (1) will support contracts administration activities and one (1) will provide direction to the Information Technology division staff. Funded positions will total 518 for General Fund divisions of Public Works. Fleet Internal Service Fund The Fleet Internal Service Fund (ISF) supports countywide eet maintenance and operations, operations of the County fuel station, and ISF vehicle replacement. Expenditures for FY25-26 total $20.6 million and include salary and benet costs, vehicle repair costs, fuel/oil, depreciation, as well as planned vehicle replacement costs. The County’s Risk Management Ofce will be managing Fleet Insurance costs beginning in FY25-26. This was previously budgeted as part of the Fleet ISF and the change has been reected in the upcoming budget as a reduction to costs and revenue in the amount of $1.2 million. The department is planning for the replacement of 64 vehicles in FY25-26, at an estimated cost of $3.8 million, made up of: 17 sedans, 11 patrol units, 13 trucks (full-size), 5 trucks (utility), 10 SUVs (sport utility vehicles), and 8 Cargo Vans. Funded positions total 21 for the Fleet ISF and include mechanics, technicians, service writers, equipment specialists, and equipment services workers. Airport Enterprise Fund The FY25-26 recommended budget for the Airport Enterprise Fund, which supports airport operations and capital development at the Buchanan Field (Concord) and Byron Airports, increased expenditures by $700,000 and revenue by approximately $400,000 from FY24-25. The anticipated use of fund balance increased by $300,000. General operating expenditures for FY25-26 are increasing in several areas, including facility and runway maintenance projects. The Airport is also budgeting for an anticipated updated master- plan study. To offset some of the cost increases, the Department has reviewed stafng levels and eliminated some long-term vacant positions and increased use of fund balance reserves. There are currently 13 funded positions for the Buchanan Field and Byron Airports. Public Infrastructure Budget Challenges Public Works is responsible for several public infrastructure programs that involve operations, maintenance, and capital improvements, as illustrated below. Contra Costa County | FY25-26 Recommended Budget Page 188 Road Fund Expenditures for the Road Fund total approximately $85.7 million. This amount increased by $247,296 from FY24-25 due to planned road maintenance and road improvement projects. Recommended project expenditures include: Countywide surface treatment, slurry seal, Byron Highway Bridge Replacement, Treat Boulevard Corridor Improvements, Wildcat Canyon Road Erosion, and county liability insurance costs of $10.4 million. Revenue sources include Highway Users Tax and Road Maintenance and Rehabilitation Account (RMRA) funding from the State, project construction deposits, fund balance, Federal and State grant revenues, and a $2.3 million of the $10 million grant match from the General Fund allocated in FY23-24. Revenue increased overall by $3.5 million for FY25-26. In addition to Senate Bill 1 funding that increased revenue for the Road Program, the Infrastructure Investment and Jobs Act (IIJA) has provided much needed federal funding to California and Contra Costa County to achieve the County's goal of a safe, reliable, efcient, sustainable, and accessible transportation network. The bill provides additional funding for bridges, Active Transportation, congestion relief, and safety improvements. The County’s commitment of General Fund monies for the required local match for federally funded projects through the IIJA has allowed the Public Works Department to secure several grants while also being able to fund unexpected storm damage projects. The grants include active transportation improvements in impacted communities. Future challenges being tracked are the impact of the increased number of electric vehicles in the state, Federal Grant Program funding uncertainty, and the impact of insurance premiums on road funding. The increasing number of electric vehicles will have an impact on gas tax revenues. The California State Association of Counties is working to put together a gas tax revenue projection for each year until 2035. It will most likely show at some point a “decreasing” revenue stream. Although the Legislature is looking at a road use fee using vehicle miles traveled and has conducted several studies on implementing the program, there appears to be little desire or urgency to nd a solution politically. With the new administration in Washington, several federal programs have been cut and there is uncertainty in other federal programs, including those that fund transportation improvements. Federal funds are used for bridge maintenance, multi-modal improvements, storm damage repairs, and other critical safety projects. Federal grant awards for Roads total $106.7 million. Projects are generally multi-year and are in various stages ranging from closeout to newly awarded. Uncertainty around federal grants may impact projects to different degrees. Public Works continues to work with their partners and monitor the grant programs. Finally, the insurance industry is increasing insurance premiums and the County Road Program has been impacted signicantly by these increases. Premiums increased from $1,040,130 in FY15-16 to $10,373,980 in FY25-26. Flood Control (Special District) FY25-26 funding for Flood Control Districts totals $173 million and reects a decrease of $8 million in the use of fund balance from FY24-25. Major expenditures include drainage facilities maintenance, Walnut Creek Sediment Removal, Grayson and Walnut Creek Levee Improvements, Lower Walnut Creek Restoration Vegetation Establishment, Lower Sand Creek Basin Expansion, Upper Sand Creek Basin Infrastructure Repair, Wildcat Creek Fish Passage and Community Engagement, and Tara Hills, Bay Point and Saranap Trash Capture Installation. Developing sustainable funding for stormwater and ood control services continues to be a priority. Due to the impact of Propositions 13 and 218 on County revenues, the Department has been unable to provide appropriate levels of maintenance for ood control and stormwater facilities. The deferred maintenance backlog is growing and will continue to grow without an infusion of revenue. In addition, the new Municipal Regional Stormwater Permit requirements are well beyond what current funding can support. Staff continue to advocate at the State level for legislation to resolve funding challenges, while working locally with the Board of Supervisors and the Bay Area Flood Protection Agencies Association to pursue a regional or local funding mechanism. The Department currently has active grant awards totaling $27.5 million, which includes $5.2 million in federal grants and $22.3 million in state grants and continues to seek additional grant funds to supplement ood control and stormwater project costs. The District recently completed Facility Condition Assessments of critical ood control infrastructure and is prioritizing needed repairs. Other Special Districts Special Districts receive funding for operations and maintenance from ad valorem taxes and/or assessments on property in the specic district (LL-2 zones, CSAs, or CFDs) served. Financial resources for Special Districts tend to be very limited and often do not meet the expectations of the residents served. These nancial issues stem primarily from three fundamental challenges. Many Special Districts assessments or service charges that fund the districts do not adjust annually to keep pace with ination. The result is that Special District funding streams have declined signicantly in real value over time. Some Special Districts have zero or unpredictable funding. Some Special Districts have adequate funding for existing facilities, but additional funding is not available to accumulate for signicant capital improvement or replacement projects. Contra Costa County | FY25-26 Recommended Budget Page 189 Equity in Service Delivery The Public Works Department has implemented a comprehensive strategy to address equity issues and ensure inclusivity in its operations. One key component of this approach is the Title VI (Civil Rights Act) Plan, which serves as a foundation for non- discrimination and equitable service delivery. The department also recognizes the needs of Limited English Procient (LEP) individuals and has developed a dedicated LEP Plan, including public communication strategies tailored to those who speak English less than very well. To further facilitate effective communication, language identication cards are utilized. The department actively identies and acknowledges communities of concern, utilizing GIS mapping to overlay infrastructure conditions and project data on maps that highlight these communities. Program reviews are conducted through an equity perspective, emphasizing the importance of fair and just outcomes. The Public Works Department plans on teaming with the Ofce of Racial Equity and Social Justice to provide targeted training to Public Works staff on how best to plan and engage the community through an equity lens. Additionally, grants secured for communities of concern require the department to sign a grant assurance, committing to compliance with the Civil Rights Act. The Department maintains ADA (Americans with Disabilities Act) compliance, ensuring accessibility for all residents. Staff undergo Title VI training every two years to stay updated on obligations and responsibilities. Furthermore, the department has successfully completed or received grants for impactful projects within communities of concern, such as the Contra Costa County EV4All Project at 15 County libraries including libraries in impacted communities, Fred Jackson Way Complete Streets in North Richmond, the San Pablo Avenue Complete Streets in Rodeo/Crockett, and the Bailey Road Bicycle and Pedestrian Improvements in Bay Point, exemplifying its commitment to enhancing infrastructure and promoting equity in these areas. Through these multifaceted efforts and project implementations, the Public Works Department is dedicated to promoting equity, diversity, and accessibility in its projects, services, and programs. Contra Costa County values the contributions of small businesses in the County and has developed programs to assist in the solicitation and awarding of contracts. The Board of Supervisors adopted these programs to enable small and local businesses to compete for a share of the County's purchasing transactions. The Board of Supervisors has set a goal of awarding at least 50% of eligible product and service dollars to small businesses. The Small Business Enterprise (SBE) Program applies to: (1) County-funded construction contracts of $200,000 or less; (2) purchasing transactions of $200,000 or less; and (3) professional/personal service contracts of $200,000 or less. The following businesses are included under the SBE Program: Disabled Veteran owned, Disadvantaged owned, Women owned, and Minority owned, Small, and Local. In 2024, the Purchasing Division of Public Works worked with the Department of Information Technology (DoIT) and the County Administrator’s Ofce to develop a business nder application. The application developed by DoIT provides tools for County staff to identify licensed businesses based on service or product category, geographic location, and business designation(s) such as small, minority owned, women owned, disadvantaged, disabled veteran owned, and local. This application allows for targeted outreach to specic business designations in the County’s Purchasing registry. The Purchasing Division’s equity priority is to increase outreach to SBEs for purchasing and contracting opportunities and increase the amount of eligible purchasing and service dollars awarded. One of the Department’s top equity priorities is the continued administration and delivery of Sustainability Fund initiatives (funded by Measure X). Management of the Sustainability Fund involves identifying priorities and specic projects that ensure high-impact outcomes for County operations, that benet all County residents and businesses. Clean energy investments in County eet and building facilities lead to cleaner air in local communities by reducing the release of particulate matter (PM2.5) – pollutants created from fossil fuel combustion that cause widespread respiratory issues, acute asthma chief among them. Public Works leverages Sustainability Fund dollars by identifying and securing clean energy grant funding that prioritizes investments through an equity lens. These types of projects lead to social, nancial, and environmental benets that can be directly experienced by impacted community members. With climate change impacting the most vulnerable and least- resourced community members the greatest, equitable and sustainable infrastructure investments are foundational to climate change mitigation and adaptation. Contra Costa County | FY25-26 Recommended Budget Page 190 Goals The Public Works Department has identied the following goals for 2025 to enhance service delivery, improve operational efciency, and advance strategic initiatives aligned with the County's priorities: Real Estate and Capital Planning Finalize the Real Estate Asset Management Plan: Complete and adopt the comprehensive plan to optimize the use of County-owned and leased spaces, ensuring alignment with the Facilities Master Plan and addressing efciency, sustainability, and resilience. Upgrade the Capital Project Request System: Finalize system improvements and integrate nancial data capabilities to facilitate the development of robust capital improvement plans and metric dashboards, enhancing transparency and accountability. Workforce Development and Efciency Implement a Learning Management System (LMS): Launch an LMS platform to support professional growth for staff, provide targeted management and technical training, and improve prociency in departmental software to enhance overall efciency. Accelerate Recruitment Efforts: Leverage the Department’s new HR authority to fast-track recruitment processes and ll stafng vacancies, ensuring the Department is fully equipped to meet operational demands. Project Delivery and Safety Initiatives Advance Measure X and Sustainability Projects: Continue the development and implementation of Measure X-funded initiatives and projects that promote sustainability across County programs. Deliver Vision Zero Plan Projects: Execute roadway safety improvements to reduce fatal and serious injury collisions, advancing the County’s commitment to safer transportation networks. Maintenance and Environmental Initiatives Reduce the Building Maintenance Backlog: Continue efforts to address deferred maintenance projects to ensure County facilities remain safe, functional, and efcient. Install EV Chargers and Transition Fleet Vehicles: Expand the installation of electric vehicle (EV) chargers and transition the County Fleet to electric or alternative energy vehicles in accordance with the administrative bulletin on sustainability. Regulatory Compliance and Risk Management Implement MRP 3.0: Ensure compliance with the Municipal Regional Permit requirements while collaborating with partner agencies to secure sustainable funding solutions for increased permit obligations. Address Liability Insurance for Roads Program: Pursue legislative changes and collaborate with Risk Management to mitigate liability insurance challenges, reducing premiums and ensuring scal sustainability for the roads program. Development and Economic Growth Support Airport Land Development: Work with the Department of Conservation and Development (DCD) to facilitate development submittals for airport land projects, improving long-term nancial sustainability and addressing the airport budget imbalance. Streamline Development Submittals for Engineering Services: Continue efforts to streamline processes and provide adequate stafng resources to handle the growing volume of development submittals efciently. Address Special District Funding Challenges: Collaborate with stakeholders to identify and implement solutions for funding shortfalls in special districts to ensure the provision of essential services. The Department remains committed to achieving these goals in partnership with the community, stakeholders, and County leadership, contributing to a safer, more efcient, and sustainable future for Contra Costa County. Contra Costa County | FY25-26 Recommended Budget Page 191 Accomplishments The Public Works Department is proud to highlight the signicant achievements realized in 2024, which demonstrate the Department’s commitment to enhancing infrastructure, sustainability, and community well-being across Contra Costa County. Infrastructure and Facilities Satellite Administration Building and Public Plaza Completed the Satellite Administration Building and its accompanying Public Plaza, providing an inviting space for public engagement and County services. This project exemplies sustainable design and improved access to government resources. Marsh Creek Road Bridges Replaced two aging bridges along Marsh Creek Road with modern, resilient structures that enhance safety and connectivity for the rural community. Buchanan Field Airport Terminal, Administration, and ARFF Bay Delivered a new terminal, administration building, and Aircraft Rescue and Fire Fighting (ARFF) Bay at Buchanan Field Airport, signicantly improving passenger amenities, operational efciency, and emergency response capabilities. Danville Boulevard/Orchard Court Roundabout Project Successfully completed a modern roundabout project, enhancing trafc ow and safety at a key intersection while reducing congestion and preserving the area’s aesthetic appeal. 25 Allen Crisis Stabilization Unit Opened a crisis stabilization unit that provides immediate mental health support and intervention services to residents, addressing a critical need in the community. San Pablo Micro-Housing Project Completed an innovative project delivering affordable, high-quality housing units for residents experiencing or at risk of homelessness, addressing housing insecurity with creative solutions. Organizational Development Enhanced Recruitment Authority Collaborated with the County Administrator’s Ofce (CAO) and Human Resources to secure recruitment authority specic to the Public Works Department. This milestone will expedite hiring processes, clear the backlog of needed recruitments, and address critical stafng vacancies. Executive Leadership Expansion Appointed a new Public Works Director and added a deputy Director dedicated to County Facilities and Buildings. This strengthened leadership team provides the vision and capacity to advance key initiatives and deliver enhanced services across all program areas. New Capital Project Request Process Launched a modernized process for Capital Project Requests, incorporating multi-layer approvals and data storage capabilities to streamline project management and improve oversight of the capital project program. Sustainability and Environmental Stewardship $15 Million Library EV Charging Grant Secured a transformative federal grant to fund the installation of EV charging stations at libraries, supporting California’s climate goals and promoting equitable access to EV infrastructure. Although the grant has been awarded, the receipt of funding could be impacted by decisions made at the Federal level. Public Works will continue to monitor grant programs. $3.6 Million Government Fleet EV Charging Grant Obtained state funding for EV charging stations at County facilities, advancing the electrication of the County’s eet of 1,500 vehicles. Installation of EV Chargers Installed over 100 EV chargers at 18 County facilities, further supporting eet electrication and sustainability initiatives. Bay Point Trash Capture Project Implemented a large, in-line trash capture device in the Bay Point storm drain system, signicantly reducing waste entering Suisun Bay and demonstrating the County’s commitment to clean waterways. Walnut Creek Desilt Project Improved ood management by removing excess sediment and restoring the channel’s stormwater capacity, protecting nearby communities from ooding risks. Transportation and Safety Countywide Surface Treatment Resurfaced over 20 miles of roads in Bay Point, Pacheco, and along Kirker Pass Road, improving safety, reducing maintenance costs, and extending roadway life. Contra Costa County | FY25-26 Recommended Budget Page 192 San Pablo Avenue Complete Street and Bay Trail Gap Closure Grant Secured $1 million in federal funding to close critical gaps in pedestrian and cyclist infrastructure along San Pablo Avenue, enhancing safety and connectivity in this vital corridor. Airport Security Upgrades Completed state-of-the-art security enhancements at County airports, including updated surveillance systems and access controls, ensuring compliance with aviation safety standards. Economic Development and Community Support Development Support for Airport Land Projects Advanced development submittals for airport land projects in collaboration with the Department of Conservation and Development, addressing budget imbalances and fostering economic growth. Security System Upgrades Upgraded security systems at the West County Re-Entry Treatment and Housing Facility and the Martinez Detention Facility, enhancing safety, operational efciency, and compliance with modern standards. Small Business Enterprise Program Policy Updated the SBE Program Policy to ensure alignment with the Board-approved Purchasing Policy. The SBE Policy sets a goal of awarding at least 50% of eligible product and service dollars to SBEs. The accomplishments of 2024 underscore Contra Costa County’s unwavering commitment to delivering high-quality public services and infrastructure. These achievements reect our dedication to improving safety, sustainability, and community access while laying a strong foundation for future progress. Together, we are building a resilient and forward-looking County for generations to come. Contra Costa County | FY25-26 Recommended Budget Page 193 Performance Measures Department Goal: Improve recruitment and retention of Public Works employees through improved communication, succession planning, training and professional development. Performance Measure: Percentage of employees that left the department due to other job opportunities, retirements and rejections on probation. FY20-21 FY21-22 FY22-23 FY23-24 Target 7-8% (industry standard) 7-8% (industry standard) 7-8% (industry standard) 7-8% (industry standard) Actual 7%12%10%6.5% Performance Measure: The employee engagement survey is conducted annually by calendar year provides the department valuable input in determining our Strengths, Weaknesses, Opportunities and Threats. The metric is the eNPS score, or Employee Net Promoter Score with a range from -100 to +100. FY20-21 FY21-22 FY22-23 FY23-24 Target 10 to 50 10 to 50 10 to 50 10 to 50 Actual 8 21 13 13 Performance Measure: Percentage of department vacant positions. FY20-21 FY21-22 FY22-23 FY23-24 Target 15%15%15%15% Actual 19.67%22.6%21.1%21.85% Department Goal: Development of a Countywide Facilities Master Plan to help guide the County to effectively manage County building and facilities assets. The Public Works Department is working with the County Administrator’s Ofce to develop a County Facilities Master Plan and Facility Condition Assessments for owned and leased buildings. The FCA will assist in the planning of deferred maintenance efforts on County buildings. Performance Measure: Complete Facility Condition Assessments for 20% of County facilities each year, resulting in all facilities being assessed at least once every 5 years. FY22-23 FY23-24 Target 20%20% Actual 20%20% Department Goal: Develop sustainable funding for stormwater and ood control services. Performance Measure: Complete Facility Condition Assessments of critical ood control infrastructure. This data will allow us to better understand the long-term maintenance needs for these facilities and when facilities will need to be replaced. FY20-21 FY21-22 FY22-23 FY23-24 Target 100%100%100%100% Actual 45%90%100%100% Department Goal: Implementation of the Sustainability Program/Fund which includes an annual allocation of Measure X funds of $2.5 million. The Public Works Department is prioritizing electric vehicle charger projects for the rst funding allocation in FY 2022-23. Performance Measure: Implementation of sustainability projects. As of December 2024, Public Works installed 126 Level 2 EV charging ports across 11 County-owned facility sites. The County was awarded a $3.6 million grant to install 20 EV fast chargers and 150 Level 2 EV chargers serving County and local government eet vehicles. The County was also awarded a $15 million grant to install 52 EV fast chargers and 60 Level 2 EV chargers at County libraries serving the general public. Department Goal: Continue to seek additional infrastructure funding through grants and advocacy at the state level. Senate Bill 1 improved funding for road maintenance. However, there are additional needs identied through the Local Streets and Roads Needs Assessment report prepared by the California State Association of Counties and League of Cities. Contra Costa County | FY25-26 Recommended Budget Page 194 Performance Measure: The Transportation Program actively looks for grant opportunities and has a goal of receiving a minimum of $4 for every $1 spent on staff time preparing the grant applications. FY20-21 FY21-22 FY22-23 FY23-24 Target $4 for every $1 of staff time $4 for every $1 of staff time $4 for every $1 of staff time $4 for every $1 of staff time Actual $16 for every $1 of staff time $4 for every $1 of staff time $39 for every $1 of staff time $4 for every $1 of staff time Performance Measure: Leverage local funds to receive additional federal and state grants for road projects. Calendar Year 2021 $4.7 million in gas tax funds was used to receive $20.7 million in federal and state grant funds. Calendar Year 2022 $336,499 in gas tax funds was used to receive $14.7 million in federal and state grant funds. Calendar Year 2023 $445,000 in gas tax funds was used to receive $4.8 million in federal and state grant funds. Calendar Year 2024 $12.1 million in local funds was used as a local match to receive $18.1 million in federal and state grants Performance Measure: Bridge Index Rating. New bridges typically have a sufciency rating of 90-100. Once a bridge reaches a sufciency ratio of 50 or less, it is eligible for federal highway bridge replacement funding. FY20-21 FY21-22 FY22-23 FY23-24 Target <5% with sufciency rating of <50 <5% with sufciency rating of <50 <5% with sufciency rating of <50 <5% with sufciency rating of <50 Actual 7.9%6.6%8.51%8.51% Performance Measure: The Road Pavement Condition Index (PCI) measures the condition of arterials, collectors, and residential roads within unincorporated Contra Costa County. FY20-21 FY21-22 FY22-23 FY23-24 Target Arterial – 80 Collector – 80 Residential - 75 Arterial – 80 Collector – 80 Residential - 75 Arterial - 80 Collector - 80 Residential - 75 Arterial - 80 Collector - 80 Residential - 75 Actual Arterial – 76 Collector – 68 Residential – 65 Arterial – 76 Collector – 69 Residential - 66 Arterial - 75 Collector - 67 Residential - 66 Arterial - 74 Collector - 72 Residential - 70 Department Goal: Continue to look at ways of reducing fatal and major injury collisions on unincorporated County roads. The County has adopted a Vision Zero approach to trafc safety. The goal of the Vision Zero approach is to reduce fatal and major injury collision to zero. Performance Measure: We have identied our high incident road network map and are currently developing countermeasures to address any safety concerns with the map. The Department will prioritize key areas where improvements are needed and use the Vision Zero approach to justify grant funding applications. Calendar Year 2021 Calendar Year 2022 Calendar Year 2023* Calendar Year 2024 Target 0 Collisions 0 Collisions 0 Collisions 0 Collisions Actual Total Injury Collisions – 327 Fatal Collisions – 14 Major Injuries – 61 Bikes – 21 Pedestrians - 17 Total Injury Collisions – 462 Fatal Collisions – 6 Major Injuries – 65 Bikes – 23 Pedestrians - 20 Total Injury Collisions - 442 Fatal Collisions - 15 Major Injuries 49 Bikes - 22 Pedestrians - 18 Total Injury Collisions - 467 Fatal Collisions - 12 Major Injuries - 54 Bikes - 21 Pedestrians - 16 Contra Costa County | FY25-26 Recommended Budget Page 195 Ofce of Racial Equity and Social Justice Kendra Carr and Peter Kim Co-Directors For more information, visit https://www.contracosta.ca.gov/9969/Racial-Equity-and-Social-Justice (https://www.contracosta.ca.gov/94/County-Administration). Department Description The Ofce of Racial Equity and Social Justice (ORESJ) supports the County’s efforts to strengthen and expand equity, access and inclusion for all county residents and communities, especially those most impacted by racial and socioeconomic disparities. The vision of ORESJ is that all Contra Costa County residents achieve positive health and well-being and are able to access the resources they need to thrive. ORESJ’s aim is two-fold: Assess, support, and coordinate the County’s work of advancing equity through close partnership and collaboration with County departments and divisions, and develop and sustain countywide principles, policies, practices, and investments that are racially just and equitable. Strengthen and increase the County’s ability to assess and respond to the harmful impacts of racial and social inequities on residents and communities through consistent, transparent communication and robust engagement with community members, organizations, advocates and leaders. Contra Costa County | FY25-26 Recommended Budget Page 196 Organizational Chart The ORESJ is staffed by ve full-time equivalent positions: two Co-Directors, two Equity Analysts, and one Administrative Services Assistant III. The two Co-Directors were hired during FY22-23 and were tasked with building the Department goals under the direction of the Board of Supervisors and its Equity Committee. During FY24-25, three full-time equivalent positions were created to implement the Ofce's goals and priorities. FY24-25 Revised FY25-26 Recommended Change 09 - ORESJ 5 5 0 ORESJ Organizational Chart Co-Director Inter-Agency Engagement Co-Director Community Empowerment Equity Analyst Budget & Policy Analyst Equity Analyst Data Analyst Administrative Services Assistant III* *Reports to both Co- Directors Contra Costa County | FY25-26 Recommended Budget Page 197 Expenditures Summary The salaries and benets of ve (5) full-time equivalent staff positions comprise 84% of the ORESJ’s total FY25-26 Recommended Budget of $1.29 million. The remaining 16% will cover ofce operations and infrastructure costs. The recommended $1.29 million recommended budget is exclusive of one-time funds allocated and authorized in prior scal years, including those for the African American Holistic Wellness Center and Resource Hub. 1,290,240 -$9,987,872 (-88.56% vs. prior year) Expenditures by Expense Type Expense Objects Salaries And Benefits $374,567 $1,247,363 $1,087,265 -$160,098 -12.8% Services And Supplies $53,783 $10,028,159 $200,385 -$9,827,774 -98% Other Charges $0 $2,590 $2,590 $0 0% Total Expense Objects:$428,350 $11,278,112 $1,290,240 -$9,987,872 -88.6% Name FY2024 Actuals FY2025 Revised Budget FY2026 Recommended Budget FY24-25 Revised vs. FY25-26 Recommended ($) FY24-25 Revised vs. FY25-26 Recommended (%) Key Budget Updates During FY25-26, ORESJ's Salaries And Benets expenditures are reduced slightly by $160,098, or 12.8%, to $1,087,265 in FY25-26 owing to reclassication of stafng. Services and Supplies expenditures are reduced substantially by $9,827,774, to $200,385 reecting the removal of one-time Measure X funds that were allocated for the African American Holistic Wellness Hub. These previously allocated one-time funds remain for this purpose but are not reected in the FY25-26 recommended budget, as they are not newly-allocated funds. Excluding the one-time Measure X allocations, the ongoing ORESJ operating budget remains at the same level as the prior FY24-25 scal year, with operating expenditures of $1,290,240 for the FY25-26 scal year. Contra Costa County | FY25-26 Recommended Budget Page 198 Equity in Service Delivery ORESJ’s FY 25-26 priorities are guided by ndings and recommendations from a two-year, community-led participatory action research effort that informed the establishment of the ofce, as well as by feedback and insights from community members, service providers, advocates, County departments, and the Board of Supervisors. Ultimately, the vision, mission and goals of ORESJ center on expanding equity, access, and inclusion throughout County systems and prioritizing the needs, perspectives, and experiences of those most vulnerable to racial and socioeconomic inequities and their harms. To that end, the following are FY 25-26 ORESJ priorities: System-focused Budget Equity Statements and Racial Equity Action Plans: Support departments to develop Budget Equity Statements that assess allocation of resources and staff, measure impact and outcomes, and create opportunities for community engagement and feedback; and provide a framework and toolkit for the development of Racial Equity Action Plans to embed equity and inclusion in departments’ strategic planning, budgeting, and program design/implementation processes. Language Equity and Access Plan: Further develop a countywide Language Equity and Access Plan (LEAP) that provides County departments with structure and guidance around best practices, shared processes, and coordination. The LEAP will help ensure meaningful access and equity to County services for those whose rst or preferred language is not English, as well as for people who are visually or hearing impaired. Racial Equity Trainings and Workshops: Assess the County’s current implicit bias training (e.g. participant engagement, content, and impact) and explore ways to improve the training, rene its scope toward racial equity, increase its pertinence and applicability, and augment with additional in- person training or workshop opportunities. Community-focused African American Holistic Wellness and Resources Hub: Steward the process toward establishing the County's rst African American Holistic Wellness and Resource Hub, which includes: Managing a steering committee of appointed community members to oversee the design and implementation of a County-approved plan; Convening and coordinating with County departments, public system partners, and community- based organizations on service delivery and leveraging resources; Actively engaging with community members and advocates to ensure community voices drive the priorities, programming, and services offered Overseeing administration of County-approved grant awards to community-based organizations to deliver holistic support services to impacted, vulnerable members within African American communities. Community participation on advisory bodies: Assess how County advisory boards and commissions engage and support community participation, and expand opportunities for more active and meaningful involvement of people with personal experience and/or direct exposure to the harms and impacts of racial and social inequities. Establish a Lived Expertise Advisory Board (LEAB) designed to provide strategic planning and thought partnership, and allow community members to build skills, experience, and capacities toward being effective advisory body members and active equity champions in their communities. Equity-centered data dashboard: Gather, synthesize and build upon current research and data on social, economic, and health-related indicators and outcomes, and then disseminate the data in an accessible, transparent way for the public, County staff, system partners, and community organizations. Contra Costa County | FY25-26 Recommended Budget Page 199 Goals FY 25-26 Goals of the Ofce of Racial Equity and Social Justice include: To make a transformational shift within County government to eliminate inequity, harm, discrimination and bias (implicit and explicit) based on race, ethnicity, gender, sexual orientation, language, immigration status, socio-economic status, and for people with disabilities by focusing County efforts on understanding what it takes to achieve equity with a priority focus on racial equity. Acknowledge and eliminate inequities, disparities and harm that exist in Contra Costa County, including inequities and disparities in health outcomes, resource and service allocation, land use decisions (environmental justice), and law enforcement and criminal justice system practices. Create a sense of urgency for change so that we cultivate and sustain a County ecosystem rooted in belonging, mutuality, equity, and justice. Accomplishments Facilitated and stewarded the African American Holistic Wellness and Resource Hub Feasibility Study Steering Committee and administered the procurement process of the $1 million Measure X allocation for African American wellness services. Conducted additional community outreach and engagement activities and events, including hosting two community lm screenings in partnership with Public Defender, District Attorney and community-based organizations; conducted a presentation on the 70 anniversary of Brown v. Board Education Supreme Court decision in partnership with Contra Costa County Bar Association; co-hosted a community workshop on Guaranteed Income in partnership with the Guaranteed Income Community Work Group; and joined the stewardship table of the Contra Costa Accountable Communities for Health in collaboration with Contra Costa Health and several community-based organizations. Completed an analysis and created an inventory of the current racial equity efforts underway in the county. In partnership with the Probation Department and Ofce of Reentry and Justice, transitioned to stafng the Racial Justice Oversight Body. Supported budget equity by providing feedback to departments who submitted budget equity narratives as a part of the annual budget process. Began a rewarding partnership with the Library, as it seeks to develop its rst Racial Equity Action Plan, led by its Anti-Racism Task Team. In partnership with language justice consultants, initiated a process to gather the resources and partnerships necessary to ensure all those seeking Contra Costa County services who prefer a language other than English have access to County services and are meaningfully engaged in County processes. Convened a cross-departmental racial equity workgroup with 12 initial departments and developed a plan to convene a Countywide department head biennial meeting beginning in 2025. Created a new Equity Analyst job classication and worked to recruit and hire staff. Established local, regional, and state partnerships to advance equity. Coordinated efforts to establish an African American Holistic Wellness and Resource Hub, which includes the management and coordination of a Board-appointed steering committee overseeing a related feasibility study, and the administration of funds geared towards supportive services. th Contra Costa County | FY25-26 Recommended Budget Page 200 Risk Management Karen Caoile Director For more information, call (925) 355-1400 and visit https://www.contracosta.ca.gov/136/Risk-Management (https://www.contracosta.ca.gov/136/Risk-Management). The Risk Management Department is committed to providing County Departments, employees, and the public with cost-effective risk/claims administration, loss control programs, and scally sound management of the Contra Costa County internal service funds while providing professional and responsive services that promote the well-being of County employees. DEPARTMENT OVERVIEW Risk Management is comprised of four program areas: Workers Compensation, Liability, Insurance and Risk Financing, and Equal Employment Opportunity (EEO). Workers’ Compensation Program aims to preserve and protect the human assets of the County and supports the County through three functional areas: the self-administered Workers’ Compensation Program to provide prompt State-mandated benets and quality medical care; the Return to Work Program administers work for temporarily industrially injured employees through restricted duty to reduce disability and the total cost of workers’ compensation claims; and the Safety and Loss Control Program strives to provide a safe environment for County employees and members of the public who visit County facilities and receive County services. Liability Program preserves and protects the capital assets of the County and supports the County through four functional areas: Liability works with County Counsel to administer tort claims led against the County, and administers rst party property losses and subrogation efforts; ADA Public Access oversees Americans with Disabilities Act, Title II Program compliance that prohibits discriminating against a person with disabilities and from excluding participation in or denying benets of programs, services or activities to persons with disabilities; Compliance Training Program maintains employee training mandated by legislation, regulation, or County policy to ensure the County has secured legal accountability and help prevent and detect problems that may result in a liability exposure; Learning Management System (LMS) provides County-wide training resources. Insurance and Risk Financing administers the County’s self-insurance and insurance program, feasibly procures coverage for protection against adverse losses, and develops appropriate service charges to County departments through three functional areas: General and Auto Liability, Workers’ Compensation, and Medical Malpractice, plus the purchase of ancillary insurance policies, and special event insurance for the public. Equal Employment Opportunity (EEO) ensures that Contra Costa County employees, applicants, and vendors are provided a professional environment which is free from discrimination and harassment. Contra Costa County | FY25-26 Recommended Budget Page 201 Organizational Chart The Risk Management Department is budgeted for 43 full-time equivalent positions for FY25-26. It is recommended to add four (4) positions and delete (2), for a net FTE increase of two (2). One (1) Deputy Director of Risk Management position will be added to assist the Director with department-wide functions and activities, replacing one (1) Assistant Risk Manager position. One (1) Administrative Aide will replace one (1) Secretary-Journey Level. One (1) Administrative Services Assistant III and one (1) Senior Liability Claims Adjuster will be added for operational efciency and elevated departmental performance. FTE Summary FY24-25 Revised FY25-26 Recommended Change 07 - RISK MANAGEMENT 41 43 2 Risk Management Organizational Chart Risk Management Director Deputy Director Finance & General Services Information Systems Equal Employment Opportunity (EEO) EEO Advisory Council Safety & Loss Control Ergonomics, Training, Workplace Illness Testing Public Facilities ADA Workers' Compensation Claims Processing, Claims Adjusting Self-Administration, Return to Work Claims General Liability, Med Malpractice Cyber, Crime Property, Pollution Administration Expenditures Summary The Risk Management Department's FY25-26 Recommended Budget expenditures are $50,540,176. The increase of $3,418,584 from FY24-25 is mostly attributed the rising cost of insurance premiums, totaling $41,091,370. Salaries and Benets within the Department increased by $764,412, or 14%. 50,540,176 $3,418,584 (7.25% vs. prior year) Contra Costa County | FY25-26 Recommended Budget Page 202 Expenditures by Expense Type Budgeted and Historical Expenditures by Expense Type Millions Other Charges Expenditure Transfers Fixed Assets Salaries And Beneﬁts Services And Supplies FY2024 FY2025 FY2026 $0 $10 $20 $30 $40 $50 $60 $70 Salaries And Benefits $4,499,247 $6,350,562 $7,114,974 $764,412 12% Services And Supplies $2,454,009 $40,704,055 $43,277,169 $2,573,114 6.3% Other Charges $11,477 $15,772 $18,033 $2,261 14.3% Expenditure Transfers $53,468,579 $31,203 $60,000 $28,797 92.3% Fixed Assets $7,904 $20,000 $70,000 $50,000 250% Total:$60,441,217 $47,121,592 $50,540,176 $3,418,584 7.3% Name FY2024 Actuals FY2025 Revised Budget FY2026 Recommended Budget FY24-25 Revised vs. FY25-26 Recommended ($) FY24-25 Revised vs. FY25-26 Recommended (%) Contra Costa County | FY25-26 Recommended Budget Page 203 Revenues Summary The Department's FY25-26 Recommended Budget includes total revenue of $50,540,176. All costs, except for a General Purpose Revenue allocation (net County cost) of $491,646 for the Equal Opportunity Ofce, are recovered through interdepartmental charges to the insurance internal service funds. FY25-26 is the second year in which the Department recognizes revenue from various insurance internal services funds for payment of insurance premiums. Federal assistance revenue in response to the COVID-19 pandemic concluded in FY23-24. 50,540,176 $3,418,584 (7.25% vs. prior year) Revenues by Source Budgeted Revenues by Source Millions Federal Assistance General Purpose Revenue Other Local Revenue FY2024 FY2025 FY2026 $-50 $-25 $0 $25 $50 $75 $100 $125 Federal Assistance $91,467,101 $0 $0 $0 0% Other Local Revenue $5,904,515 $46,711,958 $50,048,530 $3,336,572 7.1% General Purpose Revenue -$36,930,400 $409,634 $491,646 $82,012 20% Total:$60,441,217 $47,121,592 $50,540,176 $3,418,584 7.3% Name FY2024 Actuals FY2025 Revised Budget FY2026 Recommended Budget FY24-25 Revised vs. FY25-26 Recommended ($) FY24-25 Revised vs. FY25-26 Recommended (%) Contra Costa County | FY25-26 Recommended Budget Page 204 Key Budget Updates The FY25-26 Recommended Budget for Risk Management reects $50,540,176 million in total expenditures and revenues. All costs, except for a General Purpose Revenue allocation (net County cost) of $491,646 for the Equal Opportunity Ofce, are recovered through the insurance internal service funds (ISF). Salaries and Benets represent 14% of the Department's budget, providing funding for 43 recommended positions. The Department is requesting to add four (4) positions and delete (2) positions for a net increase of two (2) FTEs. A Deputy Director will replace the Assistant Risk Manager – Fiscal position for enhanced department operations and leadership. A new Administrative Aid will be substituted for a deleted Secretary-Journey Level position for elevated department capacity. The Department also requests one (1) new Administrative Services Assistant III and one (1) Senior Liability Claims Adjuster to improve efciency and effectiveness in the Workers’ Compensation and Liability units, respectively. Services and Supplies account for 85.6% of the Recommended Budget. FY25-26 is the second year in which the Department recognizes revenue from various insurance ISFs for insurance premium expenditures. Prior to FY24-25, insurance premiums were paid directly from the ISFs and not reected within the Department's operating budget or actual expenses. As of FY24-25, Risk Management pays the premiums from its Insurance account and recovers the expenses via the ISFs. The insurance ISFs include: Workers’ Compensation, Public Liability, Automobile, Medical, and Special District Property Damage. Insurance premiums are budgeted for $41,091,370 in FY25-26. Workers’ Compensation insurance premiums are estimated to increase 26%; General Liability premiums to increase by 15%; Medical Malpractice to increase by 15%; and Auto premiums to increase by 34% in FY25-26. The Risk Management Department manages the ISFs which were established to account for payments of claims and insurance programs. The daily cash-based funds are the accumulation of the revenue derived from insurance allocations by the County departments and associated entities less the expenditures for insurance premiums, claims costs, and insurance program operating costs. Revenues are rates paid by other operating funds and interest investment income. Each year, a County-contracted actuary assesses the County’s risk position and calculates the necessary funding level, or condence level, of the various funds to ensure current and future costs are secured. Industry standards and County operational requirements determine condence level minimums. FY25-26 total insurance charges and projected ISF condence levels are based on actuarial calculations as of June 30, 2024. Projected ISF Budget Factors as of 6/30/26 Fund FY25-26 Total Self-Insurance Charges Projected ISF Condence Level for June 2026 Work Comp (County)47,300,000 69% Work Comp (CC Fire)6,300,000 95% General Liability 31,700,000 >95% Auto Liability 2,000,000 >99% Medical Malpractice 7,200,000 >95% Property 10,200,000 n/a $ 104,700,000 In December 2024, the Board of Supervisors approved the establishment of the ISFs as interest-bearing accounts as recommended by the Risk Management Director in coordination with the County Administrator, County Treasurer, and County Auditor-Controller. The result will be approximately $4 million per year in interest earned on the ISFs cash balances accrued into the funds instead of the General Fund. The earned interest will directly offset current and future rising insurance and claim expenditure allocations to all County departments. Risk Management will continue to meet with all departments annually to review their charges and discuss potential risk management mitigation strategies to reduce overall long-term costs to the County. Contra Costa County | FY25-26 Recommended Budget Page 205 Equity in Service Delivery The Risk Management Department's top equity priorities for the upcoming budget cycle include continued engagement with department managers in budget discussions and deliberations to capture the needs of each unit. The Department will continue to recruit and hire skilled and talented employees to ll vacant positions, making positions more accessible by incentivizing the County's remote work program for hard-to-ll positions as the Department competes in the Risk Management industry. The Department’s Workers’ Compensation Unit, which is self-insured and self-administered, competes with the private sector for talented California State certied claims adjusters. The Department is also hiring an ADA Program Manager who will provide vital support to all County departments in the management of the ADA Program specic to public access and disability, ensuring equal access to County programs, services, activities, and locations for individuals with disabilities. In addition, the public can expect building/facility, service, and website improvements in County departments. This progress is tracked and measured by the ADA Public Access Team, and department contacts to ensure success. The Department houses the County’s Equal Employment Opportunity (EEO) Ofce. In FY25-26, the EEO Ofce will provide an Outreach Plan specic to individual departments with workforce data. This data will be used to develop targeted recruitment strategies to attract talent through barriers for varying disciplines. County departments will pursue this goal through focused recruitment strategies, enhanced outreach, and partnerships. The Risk Management Department will collaborate with the Human Resources Department and EEO Ofce to measure success in recruitment outreach and retention strategies. Contra Costa County | FY25-26 Recommended Budget Page 206 Goals Equal Employment Opportunity (EEO) Goal 1: Create an EEO countywide resource guide to reduce departmental underutilization in specic workforce categories. Goal 2: Partner with Public Works Purchasing to monitor anticipated improvement in outreach and small business engagement since the threshold increase from $100,000 to $200,000. Support Services Goal 3: Continue to work with the insurance pool and broker to explore and identify insurance coverage cost saving opportunities, such as adjusting the Self Insured Retention (SIR) to lower premiums. Goal 4: Enhance meeting content and presentations to Additional Named Covered Parties (ANCPs) to leverage County insurance coverage and savings (i.e. improve insurance customer service). Goal 5: Examine the utilization of Return To Work (RTW) Program and its impact to reduce the number of days away from work. Goal 6: Execute investment strategies to enhance risk management earnings to offset departmental self-insurance allocation costs. Goal 7: Continue to support departments’ contractual risk transfer. . Partner with CAO's ofce to update the County's Standard Terms and Conditions (Form L-5) regarding Risk Management services and requirements. . Continue to provide contract review and maintain master risk management service contracts for the County. . Audit insurance clearance process; explore and identify ways to make this process more efcient, including developing and managing insurance clearance training to allow departments to participate in limited insurance clearance and reduce amount of time to process invoices. . Review and revise the County’s internal deductible process for auto and property losses to ensure equitable payments. Claims Management Goal 8: Track the improvement of accurate case reserves and ultimate outcomes to ensure the adequacy of SIR reserves. Goal 9: Develop measurements and procedures for actively overseeing litigated les. Technology Goal 10: Update Technology processes. . Implement 100% paperless processing by December 2024. . Migrate physical network servers to Cloud based environment. . Conduct RFP for new system to replace for the RMIS (RM Info System) Ventiv’s Claims Enterprise (CE) system. Goal 11: Work with the Department of Information Technology Cyber Security to develop and support loss prevention measures such as employee training to reduce cybersecurity breaches. Safety and Loss Control Goal 12: Develop countywide compliance programs and training. . Explore the inclusion of compliance training as a component of countywide new hire onboarding. . Track the number of public complaints received and continue to resolve potential exposures through the County’s Public Facilities ADA Program. Goal 13: Track individual department-specic safety programs, training, and procedures with high hazard and high injury frequency to reduce department cost. Goal 14: Enhance occupational health services for safety program compliance and injury/illness prevention. Contra Costa County | FY25-26 Recommended Budget Page 207 Accomplishments The Risk Management Department met with many of the County’s departments and Additional Named Covered parties to ensure risk management education was delivered with increased specication extended past written broad communications. Staff met with 88% of the County’s departments and reviewed the FY23-24 allocation charges for insurance and claims. These meetings continued throughout the year and included follow-ups with departments that experienced key staff turnover, Risk Management contracted cost changes, and other topics of note. The Department transitioned all staff from microcomputer workstations to laptops with VPN set-up. This ensures the most up-to-date and reliable technology for staff, remote work opportunity capabilities, and supports the Department’s contingency plan should urgent or critical remote work needs arise. The Department successfully hired a Workers’ Compensation Return to Work Coordinator enabling seamless continuity of the County’s Return to Work Program of industrially injured/disabled employees within the County. On December 17, 2024, the Board of Supervisors approved establishment of the cash-based Insurance Service Funds (ISFs) as interest-bearing accounts. The Department will be able to explore pool program options such as Individual Member Corridor Deductibles (IMCD), which will enhance current Self-Insured Retention (SIR) and lower premiums. The Department established the email address RiskMContractInsurance@riskm.cccounty.us in August 2024 to receive and eld department-wide contract insurance requirement inquiries. Support staff tracks email logistics such as emails by department, type of request, and outcome. The data will aid in updating the County’s contract forms (Form L-5 #19 Insurance and L-4 Special Conditions) and enhance training County-wide. The Board of Supervisors approved Administrative Bulletin 144, “Information Security Policy” on October 1, 2024, which includes cybersecurity training requirements. Both the Risk Management Compliance Training and the Department of Information Technology Security Division continue to collaborate to track countywide employee training. As of November 12, 2024, there were a total of 1,847 completed trainings in FY23-24 and FY24-25, with 64% completed between October 1, 2024, to November 12, 2024. The Safety and Loss Control Unit completed the implementation of the following programs and training: Workplace Violence Prevention, Indoor Heat Illness Prevention, DOT FMCSA Clearinghouse (62 queries were completed for County Commercial Drivers with no violations found), and Building Emergency Response Team (BERT) Guidelines and training to complement the employee Emergency Response Plan evacuation and shelter-in-place procedures (52 evacuation drills have been successfully completed from FY23-24 to October 1, 2024). The Liability Unit collaborated with the Department of Health Services and County Counsel to amend the policy for reporting County medical malpractice payments for settlements, judgements, and arbitration awards including reporting responsibilities, requirements, and timelines. The Equal Employment Opportunity (EEO) Unit partnered with the Public Works Purchasing Division to monitor anticipated improvement in outreach and small business engagement. Key achievements from the Small Business Enterprise (SBE) and Local Business Preference Program Report from reporting period January 1, 2024, to June 30, 2024, indicates Contra Costa County met its objectives in awarding dollars to SBE rms across all categories whereas they had not in the past: Professional/Personal Services: $20.1 million awarded, representing 64.3% compliance. Purchasing Transactions: $10.3 million awarded, representing 49.6% compliance. Construction Contracts: $328,000 awarded, representing 62.1% compliance. Contra Costa County | FY25-26 Recommended Budget Page 208 Performance Measures Workers' Compensation Program FY18-19 FY19-20 FY20-21 FY21-22 FY22-23 FY23-24 Total Workers' Compensation Claims Paid $17,424,162 $18,734,332 $19,285,276 $19,244,255 $21,636,643 $23,820,232 Workers' Compensation Claims Filed 1,041 883 1,002 1,128 1,044 983 Property Insurance Program FY 18-19 FY 19-20 FY20-21 FY21-22 FY22-23 FY23-24 Total Insured Value $1,566,560,563 $1,632,899,794 $1,656,199,447 $1,840,204,418 $1,989,781,061 $2,100,663,862 Number Self-Insurance & Insurance Policies Procured 21 21 22 24 24 23 Total Claims Occurred 777 232323 222171717303030 262626121212666 555 1,1281,1281,128 1,0441,0441,044 983983983 150150150 128128128 115115115 434343 474747 585858 Medical Malpractice Property - 1st party losses Cyber - 1st party losses Workers' Comp General Liability Auto Liability FY21-22 FY22-23 FY23-24 0 200 400 600 800 1,000 1,200 Contra Costa County | FY25-26 Recommended Budget Page 209 Total Claims Processing FY21-22 FY22-23 FY23-24 Total Claims Occurred 1,345 1,278 1,189 Medical Malpractice 7 23 2 Property - 1st party losses 17 30 26 Cyber - 1st party losses 12 6 5 Worker's Comp 1,128 1,044 983 General Liability 150 128 115 Auto Liability 43 47 58 Total Claims Closed 1,421 1,134 1,229 Medical Malpractice 12 22 3 Property - 1st party losses 29 7 26 Cyber - 1st party losses 4 5 12 Worker's Comp 1,164 996 982 General Liability 177 65 150 Auto Liability 35 39 56 Total Open Claims 1,718 1,862 1,822 Medical Malpractice 15 16 15 Property - 1st party losses 17 40 40 Cyber - 1st party losses 8 9 2 Worker's Comp 1,481 1,529 1,530 General Liability 166 229 194 Auto Liability 31 39 41 Contra Costa County | FY25-26 Recommended Budget Page 210 Treasurer-Tax Collector Dan M. Mierzwa County Treasurer-Tax Collector, Appointed For more information, call (925) 608-9500 or visit https://www.cctax.us. DEPARTMENT OVERVIEW Department Description The Treasurer-Tax Collector ’s Ofce is responsible for providing nancial services to County departments, schools and Special Districts; safely keeping all funds entrusted to the Ofce and making available such funds when needed; earning a fair return on funds not immediately needed by the participants in the County’s investment pool; efciently and accurately collecting taxes and other debts owed to the County, schools and Special Districts; and applying all applicable laws equitably and consistently to all taxpayers. Program Areas Description Treasurer: Provides primary banking, and safekeeping of funds for the County, 18 School Districts, a Community College District, a Board of Education, and 18 Voluntary Special Districts.Administers a comprehensive investment program for the County and districts to ensure the safety of the principal, meet liquidity needs, and maximize yield on investments. Manages the County’s cash ow and short-term borrowings and is an active participant in all long- and short-term borrowings for County agencies, School Districts and the Community College District. As of June 30, 2024, the par value of the County treasury pool was over $6.9 billion. Tax Collection: As mandated by state law, to collect all secured, unsecured, and supplemental property taxes and special levies for cities, school districts, special districts, and county government. Business License: As required by County Ordinance, levy and collect various business license fees from entities engaged in any business activity in an unincorporated area. Transient Occupancy Tax: As required by County Ordinance, levy and collect from the operators for any hotel/motel stays in unincorporated areas. Contra Costa County | FY25-26 Recommended Budget Page 211 Organizational Chart The Treasurer-Tax Collector's Ofce is currently staffed by 32.5 full-time equivalent positions across three divisions. One additional position is being recommended as part of the FY25-26 Budget. Full-time Equivalent Employee (FTE) Summary FY24-25 Revised FY25-26 Recommended Change 15 - TREASURER-TAX COLLECTOR 32.5 33.5 1 Treasurer-Tax Collector Elected Treasurer Division Safekeeping of Funds, Investment Program Business License Division Levy and Collection of Business Taxes Tax Collector Division Collection of Property Taxes & Special Levies Expenditures Summary The Recommended Budget reects total expenditures of $8,531,872. Costs increased by $669,363 from FY24-25, including negotiated wage and benet adjustments as well as anticipated increased costs for Information Technology in FY25-26. The net change of $154,363 reects the elimination of $515,000 of fund balance rebudgeted from prior year as a one-time allocation. 8 ,531,872 $154,363 (1.84% vs. prior year) Expenditures by Expense Type Salaries and benets are 66% of total expenditures, approximately $5.7 million. This reects total salaries and benets, including cost of living increases, for 33.5 funded positions. Services and supplies and other charges are 33.5% of total expenditures, approximately $2.9 million. Included in this amount are Interdepartmental charges for information technology, telecommunications, and building-related costs totaling $1.8 million. Postage for tax bills will cost approximately $333,000. Contra Costa County | FY25-26 Recommended Budget Page 212 Budgeted and Historical Expenditures by Expense Type Millions Fixed Assets Expenditure Transfers Other Charges Services And Supplies Salaries And Beneﬁts FY2024 FY2025 FY2026 $0 $2 $4 $6 $8 $10 Salaries And Benefits $4,743,345 $5,380,879 $5,653,481 $272,602 5.1% Services And Supplies $2,544,605 $2,959,457 $2,841,629 -$117,828 -4% Other Charges $16,854 $22,603 $23,590 $987 4.4% Expenditure Transfers $3,524 $14,570 $13,173 -$1,397 -9.6% Fixed Assets $134,960 $0 $0 $0 0% Total:$7,443,288 $8,377,509 $8,531,872 $154,363 1.8% Name FY2024 Actuals FY2025 Revised Budget FY2026 Recommended Budget FY24-25 Revised vs. FY25-26 Recommended ($) FY24-25 Revised vs. FY25-26 Recommended (%) Revenues Summary The Treasurer-Tax Collector receives revenue from delinquencies, investment services, permits, collections, and property tax administrative cost reimbursement. The Recommended Budget assumes total revenue in the amount of $3,556,100 for FY25-26. Revenue will offset 42% of total expenditures. The remaining $4,975,772 is funded by an allocation of general- purpose revenue (net County cost), and reects 58% of the total budget. 8 ,531,872 $154,363 (1.84% vs. prior year) Revenues by Source Contra Costa County | FY25-26 Recommended Budget Page 213 Budgeted Revenues by Source Millions Other Local Revenue General Purpose Revenue FY2024 FY2025 FY2026 $0 $2 $4 $6 $8 $10 Other Local Revenue License/Permit/Franchises $117,885 $117,900 $117,900 $0 0% Fines/Forfeits/Penalties $525,447 $465,000 $465,000 $0 0% Charges For Services $3,757,507 $2,913,398 $2,920,700 $7,302 0.3% Miscellaneous Revenue $65,940 $52,500 $52,500 $0 0% Total Other Local Revenue:$4,466,779 $3,548,798 $3,556,100 $7,302 0.2% General Purpose Revenue $2,976,509 $4,828,711 $4,975,772 $147,061 3% Total:$7,443,288 $8,377,509 $8,531,872 $154,363 1.8% Name FY2024 Actuals FY2025 Revised Budget FY2026 Recommended Budget FY24-25 Revised vs. FY25-26 Recommended ($) FY24-25 Revised vs. FY25-26 Recommended (%) Contra Costa County | FY25-26 Recommended Budget Page 214 Key Budget Updates The Treasurer-Tax Collector’s Ofce holds a key position of trust in the nancial affairs of local government. Acting as the bank for the County, school districts, re districts, water districts and other units of local government, the Ofce receives, disburses, invests, and accounts for the funds of each of these entities. In addition, it is charged with the collection of various taxes that benet a wide range of governmental units throughout the county. The Treasurer-Tax Collector’s FY25-26 recommended budget reects expenditures of $8,531,872, revenue of $3,556,100 and a share of general-purpose revenue (net County cost) of $4,975,772. Most costs (66%) are attributable to salaries and benets, with the remaining 34% representing general operating costs, including equipment, services and supplies. Revenue is mainly generated from investment fees, property-tax related fees and reimbursements, and permits. Total expenditures increased by $154,363 as compared to FY24-25. While salary and benet costs increased by $272,602, other operating costs, including equipment, professional specialized services, and information technology, decreased by a net of $118,240. The decrease reects the elimination of $515,000 of one-time appropriations that had been reallocated from prior year fund balance to fund property tax system replacement planning efforts as well as other modernization efforts for the Ofce. Revenue from business licenses, penalties, and investment services, increased by $7,302. The share of general-purpose revenue (net County cost) increased by $147,061. The Recommended Budget provides 33.5 funded positions for the Treasurer-Tax Collector and includes one (1) additional position to oversee the administration and coordination of various ofce functions and programs, including the County property tax system replacement project. Over 70% of the Treasurer-Tax Collector ’s activities relate to providing services to the county and taxing districts. The remainder of the activities involve the investment of public funds and the collection of business-related taxes, namely business licenses, and transient occupancy taxes, as well as short-term rental and cannabis taxes. The County property tax system is composed of six distinct tax rolls: secured current year, secured prior years, unsecured current year, unsecured prior years, and supplemental current year and supplemental prior years. Each of these individual tax rolls has an associated system with them that falls into one of four categories: Secured, Supplemental, Unsecured, and Redemption based upon their paid status. These legacy systems were custom-built decades ago on an IBM mainframe with COBOL applications and, later, were supplemented with peripheral systems. The Auditor-Controller and the Treasurer-Tax Collector continue to rely on these existing legacy systems, which, are outdated and operate in fragile environments with architectures that are difcult and expensive to maintain. This has caused delayed updates, increased errors, and manual tasks. Consequently, ancillary software and desktop processing have been implemented. The Ofce is leading an initiative to replace the legacy systems and targeted peripheral systems with modern property tax management and processing systems. New systems will meet today’s business requirements, become a future-ready technology platform that can ex as needed for innovation and anticipated legislative changes, provide better service to constituents, as well as improve the value-to-cost ratio for the County. Contra Costa County | FY25-26 Recommended Budget Page 215 Equity in Service Delivery The Contra Costa Treasurer-Tax Collector's Ofce is committed to serving all the County's population. To reach as many individuals as possible, the Ofce offers multiple ways to interact with services. Online, telephonic, drop-box, in-person, USPS mail services, e-mail, chat, and mobile platform interactions are all being utilized to reach as many customers as possible from across the county. By providing multiple methods to contact, communicate, and remit payments, the Treasurer-Tax Collector's Ofce is trying to minimize the impact on the diverse communities across the entire geographic distribution of the county. In addition, providing services for everyone includes providing translation services through online and telephonic options, as well as employing multilingual experts in-house for direct contact. Bridging these obstacles to government should help improve communication and reduce the potential miscommunication and additional costs that can be placed upon members of the community. The Treasurer-Tax Collector's Ofce has expanded phone hours to help accommodate more constituents' busy schedules. The expansion of voice mail services will again make the ofce more accessible to taxpayers who may be unable to reach the ofce in person during normal business hours. For those who can’t reach the ofce in-person or over the phone, the Ofce implemented Chat functionality for real-time communications, enabling instant translation into hundreds of languages, allowing users to communicate seamlessly with staff, and removing another barrier between the needs of the community and the Ofce's ability to serve them from wherever they are located. Goals Carry out the mission of the Treasurer-Tax Collector, which is to administer all its duties and responsibilities in a professional, efcient and cost-effective way that instills sound management practices and services the best interests of the public. Explore ways to promote greater use of online services, particularly applying for a business license and making an online payment. Expanding methods of communication to taxpayers by using real-time chat functionality. Review the Treasurer's investment policy and procedures to ensure safety, liquidity, and returns are maximized by fully adopting economies of scale. Review mission-critical services and software and determine the need for enhancement and/or replacement. Analyze the Ofce's business operation ows as a whole and the organizational chart to ensure that the Ofce is structured to achieve ultimate efciency and best practices. Accomplishments The Ofce of the Treasurer-Tax Collector issued 379,262 secured tax bills for approximately $3.5 billion in revenue. As of June 30, 2024, 98.98% of the property taxes had been collected. The Ofce mailed 45,841 unsecured bills for nearly $114 million in revenue. As of June 30, 2024, the Ofce had collected $108 million. The Ofce established 408 installment plans for delinquent property taxes, and 1,100 accounts received a partial payment. The Ofce’s efforts toward promoting more electronic services have resulted in over 274,775 online transactions for more than $1.35 billion in tax revenue. As of June 30, 2024, there were a total of 43,879 telephone calls handled by staff and 19,213 in-person transactions were conducted by cashiering. The Ofce completed $48.6 billion in banking transactions, processed $11.2 billion in deposits, and funded $11.3 billion in expenses. The Treasury Investment Pool generated a total of $288.5 million interest income for all pool participants during FY 23-24, the highest amount of investment revenues earned in the history of the County Treasury Investment Pool. The Treasurer’s Investment Pool received an AAAf/S1+ rating, S&P Global Ratings' highest credit quality rating, and has maintained this rating since 2007. The fund’s AAAf rating indicates the Treasurer’s Investment Pool’s portfolio holdings provide extremely low sensitivity to changing market conditions. As of June 30, 2024, the weighted average maturity of the Treasurer’s Investment Pool was managed for around 261 days to provide the pool participants with ample liquidity. The Treasurer’s Investment Pool earned more than $288 million in interest revenue for FY23-24. Contra Costa County | FY25-26 Recommended Budget Page 216 Performance Measures Treasury Division Goal: To provide investment and banking services for County departments, school districts, special districts, and other agencies. Warrants Cleared and Obligations Funded This measure tracks how many warrants issued by the Auditor-Controller's Ofce were funded by the Treasury. FY19/20 FY20/21 FY21/22 FY22/23 FY23/24 # of Warrants Cleared (in thousands)N/A N/A N/A 307 306 Amount of Warrants Funded (in millions)$ 8,283 $8,516 $8,964 $9,844 $11,327 Note: Data reecting the number of warrants cleared is unavailable for years prior to FY22/23. Amount in Bank Transactions This measure tracks how many bank transactions (in dollars) the Treasury has completed during each scal year. FY19/20 FY20/21 FY21/22 FY22/23 FY23/24 Target (in billions)$ 50.0 $ 45.0 $ 45.0 $45.0 $46.0 Actual (in billions)$ 57.3 $ 43.1 $ 43.0 $46.2 $48.6 Amount in Deposits This measure tracks how many deposits the Treasury has processed during each scal year. FY19/20 FY20/21 FY21/22 FY22/23 FY23/24 Target (in millions)$ 8,200 $ 8,916 $ 9,628 $10,512 $10,851 Actual (in millions)$ 8,492 $ 9,170 $ 10,011 $10,334 $11,214 Number of Deposits This measure tracks how many deposits the Treasury has processed during each scal year. FY19/20 FY20/21 FY21/22 FY22/23 FY23/24 Target 22,516 20,450 19,765 20,000 21,000 Actual 21,527 20,806 20,391 20,875 21,486 Treasury Pool Investment Characteristics This measure tracks the actual investment characteristics of the Treasury Pool at the end of each scal year. FY19/20 FY20/21 FY21/22 FY22/23 FY23/24 Yield to Maturity (in %)0.88 0.35 1.28 4.38 4.69 Weighted Average Maturity (in days)282 300 266 253 261 Weighted Duration (in year)0.75 0.80 0.68 0.63 0.65 Note: Treasury Pool Investment Characteristics are fairly stable as the Pool is managed in accordance with the Investment Policy. However, they do have small variations from year to year due to changes in interest rates and nancial market conditions. Amount of Interest Earnings This measure tracks how much interest income the Treasury Pool earned during each scal year. FY19/20 FY20/21 FY21/22 FY22/23 FY23/24 Target (in millions)$ 75 $ 73 $ 24.0 $100.0 $200.0 Actual (in millions)$ 62.6 $ 22.0 $ 25.6 $177.0 $288.5 Note: The interest earnings are generated from the returns of the xed income securities multiplied by the weighted average fund balances of the treasury pooled participants. Contra Costa County | FY25-26 Recommended Budget Page 217 Treasury Pool This measure tracks the number of investment transactions and holdings, as well as the size of the Treasury Pool. FY19/20 FY20/21 FY21/22 FY22/23 FY23/24 # of Investment Transactions 1,749 1,766 1,819 2,197 2,284 # of Investment Holdings 418 391 412 430 527 Size of the Treasury Pool (in millions)3,767 3,981 4,466 6,403 6,992 Note: The number of investment transactions and holdings as well as the size of the Treasury Pool is determined by many factors such as cash ows, liquidity needs, and investment activities. All of these factors have inherited uncertainty. Rating of Treasury Investment Pool This measure tracks the safety of the Treasury Investment Pool managed by the Treasury Division. FY19/20 FY20/21 FY21/22 FY22/23 FY23/24 Target AAAf/S1+AAAf/S1+AAAf/S1+AAAf/S1+AAAf/S1+ Actual AAAf/S1+AAAf/S1+AAAf/S1+AAAf/S1+AAAf/S1+ Note: AAAf/S1+ indicates that the Treasury Investment Pool has the highest credit quality with the lowest risk, as rated by S&P Global Rating. Number of Treasury Oversight Committee Meetings FY19/20 FY20/21 FY21/22 FY22/23 FY23/24 Target 4 4 4 4 3 Actual 3 4 4 4 3 Note: Due to the COVID-19 pandemic, the May 2020 meeting was canceled. SECURED PROPERTY TAX COLLECTIONS ($ In Millions)FY19/20 FY20/21 FY21/22 FY22/23 FY23/24 Dollar Amt. Billed 2,938.6 3,051.2 3,157.6 3,386.3 3,544.5 Dollar Amount Collected 2,912.7 3,027.9 3,133.5 3,357.2 3,508.4 Contra Costa Collection Rate 99.12%99.24%99.24%99.14%98.98% California Average Rate 98.9%98.9%97.5%97.6%98.5% Note: Totals do not include delinquent penalties and delinquent fees. DEFAULTED SECURED AND SUPPLEMENTAL PROPERTY TAXES ($ In Thousands)FY19/20 FY20/21 FY21/22 FY22/23 FY23/24 Secured $28,595 6,226 Bills $25,704 5,718 Bills $26,628 6,225 Bills $32,092 6,101 Bills $39,810 6,558 Bills Supplemental $3,678 2,106 Bills $2,246 1,373 Bills $7,421 3,881 Bills $10,254 3,857 Bills $7,522 3,122 Bills Total $32,274 8,332 Bills $27,950 7,091 Bills $34,049 10,106 Bills $34,048 9,958 Bills $47,332 9,680 Bills Note: Reects amounts outstanding on June 30th. Contra Costa County | FY25-26 Recommended Budget Page 218 PAYMENT METHOD FOR SECURED PROPERTY TAXES ($ In Thousands)FY19/20 FY20/21 FY21/22 FY22/23*FY23/24 Online/IVR Paid 680,071 859,526 960,124 1,239,669 1,363,874 In-Person Payments 58,580 33,491 56,594 63,511 74,938 Mailed in Transactions 2,180,734 2,143,128 2,126,787 2,063,944 2,079,453 Total 2,919,385 3,061,849 3,170,133 3,367,124 3,518,265 Note: Payments include delinquent penalties and fees. *Corrections made to FY22/23. UNSECURED PROPERTY TAX COLLECTIONS ($ In Millions)FY19/20 FY20/21 FY21/22 FY22/23 FY23/24 Dollar Amount Billed 72.0 76.6 82.8 89.3 114.4 Dollar Amount Collected 69.9 74.1 79.6 86.0 108.6 Contra Costa Collection Rate 97.1%96.7%96.1%96.3%94.9% California Rate Average 95.6%95.4%95.4%95.3%94.8% BUSINESS LICENSE COLLECTIONS ($ In Thousands)FY19/20 FY20/21 FY21/22 FY22/23 FY23/24 Dollar Amount Collected 779.9 899.1 837.2 867.0 772.5 # of Business Licenses 5,044 5,444 5,064 5,029 4,929 Note: Collections for Business Licenses decreased in FY23/24 due to fewer renewals from out-of-county contractors. ` TRANSIENT OCCUPANCY TAX (TOT) COLLECTIONS ($ In Thousands)FY19/20 FY20/21 FY21/22 FY22/23 FY23/24 Dollar Amount Collected 2,417.2 1,518.5 2,846.9 3,230.4 2,709.0 # of Operators 4 8 18 28 41 Note: FY23/24 reects an increase in short-term rental applicants but less rental income to report. CANNABIS TAX COLLECTIONS ($ In Thousands)FY19/20 FY20/21 FY21/22 FY22/23 FY23/24 Dollar Amount Collected 63.2 60.6 217.2 476.7 474.5 # of Operators 1 3 4 4 4 Contra Costa County | FY25-26 Recommended Budget Page 219 Health and Human Services The Health and Human Services functional group summarizes the following departments: Child Support Services, Employment and Human Services, Health Services Department, and Veterans Services. Contra Costa County | FY25-26 Recommended Budget Page 220 Child Support Services Matthew Brega Director For more information, call 866-901-3212 or visit www.contracosta.ca.gov/1374/Child-Support-Services  The Department’s purpose is to respect and support customers so that children can receive the emotional and nancial support they need to thrive. DEPARTMENT OVERVIEW Department Description The Contra Costa County Department of Child Support Services (DCSS) supports children’s futures, assisting parents and guardians by establishing, collecting and distributing nancial support. The work of DCSS is an important part of California’s efforts to nurture and protect children and to help them and their families achieve self-sufciency. The Child Support Enforcement Program is authorized under Title IV-D of the Social Security Act to provide services assisting parents to meet their mutual obligation to support their children. Program oversight is provided by the State Department of Child Support Services. Program Area Descriptions The Case Management division provides services to Contra Costa County residents with physical custody of a minor child, including location services; establishing court orders for paternity, child and medical support; enforcing court orders for child, family and medical support; collecting and distributing support payments; maintaining accounts of payments and payments due; and modifying court orders when appropriate. The Legal Support division handles legal actions on behalf of the Department that establish, modify, or enforce child support or medical support orders as well as establish parentage. The Business Administration division provides overall support and leadership to the Department through scal management, procurement, personnel functions, and budget preparation. The Systems Support division provides information technology support to the Department and works to develop and maintain the Department’s automated case management and accounting systems. Contra Costa County | FY25-26 Recommended Budget Page 221 Organizational Chart The Department of Child Support Services is currently budgeted for 127 full-time equivalent positions. Full-time Equivalent Employee (FTE) Summary Agency - Name FY24-25 Revised FY24-25 Recommended Change 40 - CHILD SUPPORT SERVICES 127 127 0 Director of Child Support Services Case Management Legal Support Business Administration Systems Support Contra Costa County | FY25-26 Recommended Budget Page 222 Expenditures Summary The FY 25-26 Recommended Budget reects total net expenditures of $20,272,855 for the Department of Child Support Services, an increase of $131,086 as compared to FY24-25. Salary and Benets expenditures account for 89% of the Department's budget and will fund 127 positions in FY25-26. Expenditure Transfers account for 4% of the Department's budget and increased by $602,994 compared to FY24-25 due to increased administrative costs. 20,272,855 $131,086 (0.65% vs. prior year) Expenditures by Expense Type Budgeted and Historical Expenditures by Expense Type Millions Services And Supplies Expenditure Transfers Other Charges Salaries And Beneﬁts FY2024 FY2025 FY2026 $0 $5 $10 $15 $20 $25 Salaries And Benefits $17,468,922 $18,401,174 $17,991,959 -$409,215 -2.2% Services And Supplies $1,111,250 $656,522 $538,524 -$117,998 -18% Other Charges $1,233,837 $838,074 $893,379 $55,305 6.6% Expenditure Transfers $256,279 $246,000 $848,994 $602,994 245.1% Total:$20,070,288 $20,141,769 $20,272,855 $131,086 0.7% Name FY2024 Actuals FY2025 Revised Budget FY2026 Recommended Budget FY24-25 Revised vs. FY25-26 Recommended ($) FY24-25 Revised vs. FY25-26 Recommended (%) Contra Costa County | FY25-26 Recommended Budget Page 223 Revenues Summary The FY25-26 Recommended Budget reects the total revenue of $20,272,855 for Child Support Services. In FY25-26, State and federal funding decreased by $298,914 while Other Local Revenue is expected to increase by approximately $430,000. There is no General Fund contribution to the Department of Child Support Services (zero net County cost). 20,272,855 $131,086 (0.65% vs. prior year) Revenues by Source Budgeted Revenues by Source Millions Other Local Revenue Federal Assistance FY2024 FY2025 FY2026 $-10 $0 $10 $20 $30 Federal Assistance $26,401,343 $20,141,769 $19,842,855 -$298,914 -1.5% Other Local Revenue -$6,331,055 $0 $430,000 $430,000 N/A Total:$20,070,288 $20,141,769 $20,272,855 $131,086 0.7% Name FY2024 Actuals FY2025 Revised Budget FY2026 Recommended Budget FY24-25 Revised vs. FY25-26 Recommended ($) FY24-25 Revised vs. FY25-26 Recommended (%) Contra Costa County | FY25-26 Recommended Budget Page 224 Key Budget Updates The Department of Child Support Services (DCSS) is responsible for establishing, collecting, and distributing child support for minors and strives to help children and their families achieve self-sufciency. The Department maintains a staff of 127 authorized and funded positions to support these services. The Department of Child Support Services FY25-26 Recommended Budget reects expenditures of $20,272,855, an increase of $131,086 as compared to FY24-25. Salary and Benets expenditures, which account for 89% of the Department's budget, reect a net decrease of $409,000. In order to support negotiated wage increases and increased costs of doing business, the FY25-26 Recommended Budget for the Department of Child Support Services utilizes a vacancy factor of $1,621,000, an increase of $356,000 compared to that which was used in FY24-25. This will allow the Department to maintain essential functions and services while staying within budget and maintaining a net County cost of zero. The Child Support Enforcement Grant has decreased by $298,914 for FY25-26 while Other Local Revenue is expected to increase by approximately $430,000 due to an agreement with the Employment and Human Services Department (EHSD) to transfer public assistance recoupment funds to DCSS. In addition to collecting Child Support payments for families, California's Child Support Program is responsible for recapturing expenditures on public assistance programs through the collection of child support for families who participate in public assistance programs. Recoupment dollars are used to reimburse federal, state, and local governments for the costs of public assistance programs, to be used at their discretion. Historically, Contra Costa County has allocated these recoupment funds to the Employment and Human Services Department. Moving forward, these funds will instead be allocated to DCSS. Equity in Service Delivery Beginning in 2024, DCSS leaders began to develop a completely new way of delivering child support services. The alternate service delivery model is called Child Support My Way and its goal is to provide a customized experience for each parent receiving services. In 2025, the rst aspect of Child Support My Way, In-Kind Payments, will be implemented. Eligible parents will be offered the opportunity to satisfy their child support order with physical goods rather than solely nancial transactions. The program will offer a way for parents to participate in child upbringing and provide for their child whether or not he or she has a job. Parents that join the pilot group for the project will be providing feedback on the design and usability of the In-Kind Payment tool. This feedback will be obtained via surveys and responses will be integrated into the nal design for implementation. Once the tool is in production, DCSS will track utilization and survey new and existing users for modications during planned maintenance periods. Success of the program will be monitored by surveys of project participants. The Department is hoping to reach a user satisfaction rate of 80% after implementation with a goal to increase to 95% after one year. Additionally, by the end of 2025, the Department is targeting a 5% participation rate of those cases that meet eligibility criteria. This is a number that will be tracked by the Department in comparison to the caseload. Contra Costa County | FY25-26 Recommended Budget Page 225 Accomplishments DEPARTMENT EFFICIENCY AND EFFECTIVENESS DCSS continues to streamline business processes and improve efciency and effectiveness by: Restructuring the Department’s case opening and order establishment teams. These teams were combined to eliminate hand-offs and allow the same caseworker who opens a case to also take the next steps to obtain a child support order. The new team increased the number of paternities and new court orders established by 42% and 43% respectively over the prior year. Continuing to leverage innovation and automation to improve the customer experience: Customers used DocuSign to conveniently sign legal documents from a remote location. A total of 1,956 documents were handled through DocuSign in Federal Fiscal Year (FFY) 23-24, a 19% increase over the prior year. $479,706 was collected from real property liens through Contra Costa’s award-winning automated Lien Demand Portal, developed in collaboration with Intresys. California DCSS modeled a statewide Lien Demand Portal based on Contra Costa’s version for use by all California child support agencies. Contra Costa is thrilled to have paved the way for this improvement in services for title companies, local child support agencies and its customers statewide. Select legal documents are now electronically led with the Superior Court, including proofs of service by mail, notices regarding support payments, income and expense and responsive declarations, and some notices of motion and stipulations. Christopher Velazquez, Information System Technician II, collaborated with Public Works to bring electric charging stations to DCSS staff and customers. After various designs, they arrived at an innovative solution, a BEAM ARC electric vehicle charging station funded by Measure X. The charger provides no cost vehicle fueling and is a deployable clean energy generator for extended emergency response. Christopher's forward-thinking approach and commitment to clean energy align with the County's Climate Action Plan, supporting a greener, more sustainable future for the community. Offering customers convenient electronic platforms to communicate with caseworkers and obtain information about child support quickly and efciently: 22% of 6,132 customer interviews were handled virtually over Zoom, with an average wait time of 2 minutes and interview time of 27 minutes. Text messaging has become a popular method for customers to interact with DCSS. 69,958 text messages passed between customers and caseworkers in FFY 23-24. 3,285 inquiries were responded to from the Department’s online Customer Portal. 82% of responses were received by customers within 2 days. Customers can access information and nd answers to frequently asked questions through the Department’s Virtual Information Center (VIC). Efciently responding to customer inquiries. In FFY 23-24, DCSS processed a total of 50,677 pieces of mail with the standard to route and deliver it within 24 hours of receipt. The Department’s call center elded a total of 40,613 calls, with a hold time under 2 minutes and call time under 5 minutes. 72% of calls were resolved by the call center in the rst interaction. 28% of calls were referred to the Department’s local customer service teams for call back. 92% of those received return calls in 1 day or less. Representing the Department with an estimated 3,108 cases in court. The Department strives to provide customers with options. Customers may participate in court virtually over Zoom or in person. The Department’s emphasis on working with parents prior to court has resulted in out of court agreements in 20% of the Department’s orders obtained. Enforcing orders made per the Smith-Ostler legal precedent. This innovative program was developed by Contra Costa County DCSS and manages orders where child and/or spousal support includes a base support amount plus additional support from bonuses, commissions and income earned over a set amount. DCSS collected $5,269,561 for Smith-Ostler cases and leads the way for the California Department of Child Support Services to duplicate the successful program. DCSS collected $3.46 for families for every $1 spent, exceeding statewide Cost Effectiveness by 47%. TECHNOLOGY During FFY 23-24, the Systems Support Team achieved signicant milestones in boosting productivity, enhancing cost- effectiveness, and strengthening data security within the department. These improvements were strategically implemented to better serve customers: Core Microsoft Active Directory Rebuild: Resolved redundancy and stability issues (Network Stability). Automated Patching: Implemented monthly automated patching in collaboration with the County to enhance security posture (Security/Audit). Server Upgrade: Replaced FX2 Dell Server with Dell PowerEdge R650 and rebuilt clustering for improved automatic failover for applications and servers (Infrastructure). Windows 11 Migration: Migrated over 100+ machines from Windows 10 to Windows 11 as part of a state initiative (State Requirement/Infrastructure). Legacy OS Migration: Upgraded 6 legacy Windows Server OS to Windows Server 2022 (Security). Contra Costa County | FY25-26 Recommended Budget Page 226 Imprivata Upgrade: Upgraded to the latest G4 appliance to improve security posture (Security). Lenel Badge Systems Upgrade: Upgraded to version 8 to improve security posture (Security). Cisco IOS Upgrade: Updated to the latest version for all Core Switches to improve security posture (Security/Audit). SQL Server Rebuild: Rebuilt SQL Server to run on Windows Server 2022 and implemented IRS Safeguard security requirements (Security/Audit). VPN Migration: Transitioned VPN access from RSA token to Soft Token to reduce cost and improve overall customer usage (Yubikey/Authenticator) (Security). DHCP Migration: Moved DHCP from Microsoft Active Directory to Cisco Switch (Infrastructure). User Agent Migration: Transitioned Pan User Agent from legacy Windows Server to new Windows Server 2022 (Infrastructure). Upgrade M365 to G5: Migrated to Microsoft M365 G5 version to meet County requirements and improved security posture (Security). These technological advancements highlight the Department’s unwavering commitment to excellence and efcient service delivery. Goals The Department of Child Support Services is committed to the following performance goals for FY25-26: Increasing collections sent to families by 2%. Increasing Smith-Ostler program collections by 2%. Increasing overall customer service satisfaction ratings by 1%. Increasing the number of optional staff trainings by 5; and, Increasing service accessibility by 1%. Contra Costa County | FY25-26 Recommended Budget Page 227 Performance Measures Local Performance Measures: The Department measures effectiveness by whether it achieves the goals set forth in its strategic plan: . Make every case a paying case. . Deliver excellent customer service. . Have a knowledgeable and supported workforce. . Improve outcomes for families. To achieve the goal of making every case a paying case, DCSS reviews the amount of collections distributed to families. Contra Costa County | FY25-26 Recommended Budget Page 228 To achieve the goal of delivering excellent customer service, the Department assesses effectiveness through customer service survey scores. To have a knowledgeable and supported workforce, DCSS ensures that staff training covers security readiness, program compliance, legislative updates and staff development courses. Contra Costa County | FY25-26 Recommended Budget Page 229 To improve outcomes for families, the Department utilizes community outreach partnerships to increase accessibility to Child Support services. Contra Costa County | FY25-26 Recommended Budget Page 230 Employment and Human Services Marla Stuart Director DEPARTMENT OVERVIEW The Employment and Human Services Department (EHSD) envisions that Contra Costa County will continue to be a thriving community where individuals and families can be healthy, safe, secure and self-sufcient. To achieve this Mission, EHSD partners with the community to deliver quality services to ensure access to resources that support, protect, and empower individuals and families to achieve self-sufciency. EHSD staff conduct themselves in accordance with six Core Values: Promote Organizational Excellence; Deliver Exceptional Customer Experience; Openly Communicate; Embrace Change; Practice Ethical Behavior; and Respect Diversity. Together, these tenets form the foundation for Building Brighter Futures Together! For more information, call (925) 608-4800 or visit ehsd.org . Department Description EHSD is the second largest department in Contra Costa County and provides services to one-fourth of the population each month with ve program areas that support residents throughout the lifespan from birth to death. Most services are designed to support community members living with low incomes, many below the federal poverty rate. According to the U.S. Census, the Contra Costa County poverty rate was 8.3% as of 2023 and is illustrated by zip code and Supervisorial District in the following map. Circles represent EHSD Ofces. Figure 1: Contra Costa County 2019-2023 Poverty Rate by Zip Code with EHSD Locations Contra Costa County | FY25-26 Recommended Budget Page 231 Source: 2019-2023 US Census ACS 5-Year Survey. EHSD locations are inclusive of EHSD ofces, SIT Sites, early childhood education centers, and WDB Job Centers. Program Area Descriptions Community Services Bureau The Community Services Bureau administers early childhood care and education services through centers and vouchers, poverty prevention, and the Low-Income Home Energy Assistance Program (LIHEAP), and the Weatherization Program in collaboration with the Department of Conservation and Development. It is the largest provider of Head Start in the County. The Bureau also supports the Head Start Policy Council and the Board appointed Economic Opportunity Council. In FY 23-24, the Bureau served 1,689 children in childcare centers, served 3,152 children through childcare vouchers, provided direct utility assistance to 2,230 households, and weatherized 168 homes. Children and Family Services Bureau The Children and Family Services Bureau helps parents and relatives achieve child safety, permanency and well-being. Adhering to the Welfare and Institutions 300 Code Section, the Bureau receives reports of suspected child abuse, investigates child abuse allegations, utilizes reasonable efforts to prevent the separation of children from their families, petitions the Juvenile Court in dependency matters, provides in-home and out-of-home services, approves adoption and caregiver homes, and administers independent living skills training and support for older youth. The Bureau supports the Board-appointed Family and Children’s Trust Committee. In FY 23-24, the Bureau received 19,719 calls to the Child Protective Services (CPS) Hotline, supported 896 children and youth in out-of-home care, and nalized 69 adoptions. Workforce Services Bureau The Workforce Services Bureau empowers individuals and families to achieve self-sufciency by administering nancial safety-net programs including CalFresh, Medi-Cal, CalWORKs, and Welfare to Work. Services are available to the public at ve district ofces located in Antioch, Hercules, Pleasant Hill, Richmond, and Brentwood. The Bureau also administers the Measure X Navigator Program. In FY23-24 the Bureau served 386,538 Medi-Cal recipients, 139,086 CalFresh recipients, 21,257 CalWORKs recipients, and 4,763 Welfare to Work participants. Workforce Development Board The Workforce Development Board (WDB), appointed by the Board of Supervisors, consists of 25 leaders from business, economic development, education, labor, and public agencies. It aligns resources and organizations to enhance the local workforce's competitiveness and drive economic growth. The WDB oversees employment and training programs, and administers Measure X early childhood care and education services and youth centers. In FY23- 24, the WDB provided employment support to 686 adults, 131 dislocated workers, 226 youth, and assisted employees impacted by layoffs at 35 businesses. Aging and Adult Services Bureau The Aging and Adult Services Bureau promotes the maximum independent functioning of elderly, blind or disabled individuals who are at risk of institutionalization; and protects elders and dependent adults from abuse, neglect or exploitation. It administers the In-Home Supportive Services Program (IHSS), the IHSS Public Authority, Adult Protective Services (APS), the Area Agency on Aging (AAA), Measure X projects, Information & Assistance, Health Insurance Counseling & Advocacy (HICAP), General Assistance, Housing Disability and Advocacy Program (HDAP), Home Safe Program, and is designated as the Public Administrator. The Bureau supports the Board-appointed Advisory Council on Aging and the IHSS Public Authority Committee. In FY23-24, the Bureau served 17,488 IHSS recipients, investigated 7,447 reports to the APS Hotline, served 1,701 GA recipients, and delivered 810,368 meals to homebound residents. Ofce of Administration The Ofce of Administration provides support to program bureaus and the community through Information and Systems, Internal Operations, and Finance. Information and Systems (IS) includes state and federal policy engagement, strategic planning, reporting, program evaluation, community and media relations, information technology, business systems, contracts, grants, Board item development, and supports the Contra Costa Alliance to End Abuse. In FY23-24, IS coordinated 356 contracts and agreements with community-based and other organizations. Contra Costa County | FY25-26 Recommended Budget Page 232 Internal Operations includes Personnel, Staff Development, Fraud and Appeals, Facilities and Safety, and Voluntary Emergency Services. In FY23-24, Personnel hired 186 permanent employees, offset by 141 separations, and held 22 New Employee Orientation sessions. Through Staff Development, 2,079 staff took a total of 39,282 hours of online, instructor led, and external trainings, including 14 mandated trainings. Staff Development hosted four cohorts of the eligibility induction training with 34 employees completing; and Children and Family Services Staff Development hosted three cohorts of Social Worker induction training with 17 social workers completing. Fraud and Appeals conducted 2,261 appeals hearings, processed 982 collections payments, and investigated 594 fraud referrals. Facilities and Safety provided lobby safety training to 169 counter staff, partnered with the American Red Cross and Ofce of Emergency services to host a live disaster exercise, processed 340 ergonomic requests, managed 120 workplace incidents, replaced all expired automated external debrillator (AED) units across EHSD’s 35 buildings, and reinstituted the annual building evacuations. Voluntary Emergency Services served 1,681 EHSD customers with food, clothing, scholarships, school supplies, and emergency shelter. Finance administers all nancial activities including budgeting, claiming, accounts payable, purchasing, payroll, audits, procurement, and state reporting. In 2024, EHSD was subject to 18 completed nancial audits by state and federal funders, all with no signicant ndings. Other County Funds The Child Development Fund provides funding for the California State Preschool Program and the General Child Care & Development Program that serves children of low- and middle-income families throughout the County. These state programs are offered in collaboration with the Community Services Bureau’s Federal Head Start/Early Head Start Programs. Domestic Violence Victim Assistance provides emergency shelter, counseling, health, and social welfare services to victims of domestic violence as mandated by the Welfare and Institutions Code §18290-18308 and is supported by fees generated through marriage licenses and court nes (Penal Code §1203.097). The Information Systems Bureau administers these funds. Zero Tolerance for Domestic Violence provides funding for oversight and coordination of domestic violence programs and is supported by recording fees authorized by state law (SB 968). The Information Systems Bureau administers these funds. In-Home Supportive Services (IHSS) Public Authority accounts for the funding for services to both providers and recipients of IHSS. The IHSS Public Authority is administered through the Aging and Adults Services Bureau. The County Children’s Fund provides funding from birth certicate fees (AB22994) for prevention and intervention services for children at risk for abuse and neglect. This funding is administered by the Children & Family Services Bureau with oversight by the Board-appointed Family & Children Trust Fund (FACT). The Childcare Enterprise accounts for the operations of a fee-for-services program to meet the needs of families who do not qualify for Head Start or Child Development programs due to income restrictions. Contra Costa County | FY25-26 Recommended Budget Page 233 Figure 2. EHSD Open Cases 2016-2025 In summary, the following graphs illustrate the number of community members served in each EHSD program each month since 2016. Contra Costa County | FY25-26 Recommended Budget Page 234 Organizational Chart The Employment and Human Services Department is currently staffed by 1924.5 full-time equivalent positions. That number remains unchanged for FY25-26. Full-time Equivalent Employee (FTE) Summary FY24-25 Revised FY25-26 Recommended Change 19 - EMPLOYMENT & HUMAN SERVICES 1924.5 1924.5 0 Contra Costa County | FY25-26 Recommended Budget Page 235 Expenditures Summary The summary reects the total net expenditures of $731,670,371 for the Employment and Human Services Department. The General Fund portion of total expenditures is $675,032,684 (approximately 92.3% of the total) and the Special Revenue portion of total expenditures is $56,637,687 (7.7%). The net decrease indicated in the chart below is approximately $29.2 million. 731,670,371 -$29,180,650 (-3.84% vs. prior year) Expenditures by Expense Type The Employment and Human Services (EHSD) fund's expenditures by function in Contra Costa County have shown signicant changes over the past few years. Salaries and Benets expenditures are projected to rise by 7% to $301,176,113 in the upcoming FY25-26 budget year as a result of negotiated salary and benet increases. This is the last year of a four-year agreement. Services and Supplies are set to decrease by 16% to $200,406,169 in the FY25-26 budget. This is a result of a modest reduction in contracted services. Other Charges expenditures are expected to go up by 5% to $241,389,347 in the FY25-26 budget. Expenditure Transfers (charge for service) expenditures are expected to decrease by 250% to $11,477,037 in FY25-26. This is primarily due to a reduction in the County’s cost allocation plan. The cost allocation plan is a method to distribute shared costs (like overhead) across departments within an organization. Fixed Assets expenditures are set to decrease by 94% to $175,779 in the FY25-26 budget. EHSD did not budget any Fixed Asset expenditures for FY25-26 apart from some minor maintenance expenditures. Budgeted and Historical Expenditures by Major Account Millions Expenditure Transfers Fixed Assets Services And Supplies Other Charges Salaries And Beneﬁts FY2024 FY2025 FY2026 $-200 $0 $200 $400 $600 $800 Contra Costa County | FY25-26 Recommended Budget Page 236 Salaries And Benefits $236,279,460 $281,159,761 $301,176,113 7.1%$20,016,353 Services And Supplies $144,396,972 $239,793,540 $200,406,169 -16.4%-$39,387,372 Other Charges $206,978,656 $229,247,446 $241,389,347 5.3%$12,141,901 Expenditure Transfers $6,987,660 $7,644,642 -$11,477,037 -250.1%-$19,121,678 Fixed Assets $894,146 $3,005,633 $175,779 -94.2%-$2,829,854 Total:$595,536,894 $760,851,021 $731,670,371 -3.8%-$29,180,650 Name FY2024 Actuals FY2025 Revised Budget FY2026 Recommended Budget FY24-25 Revised vs. FY25-26 Recommended (%) FY24-25 Revised vs. FY25-26 Recommended ($) Revenues Summary The summary for FY25-26 reects the total revenue of $731,670,371 for the Employment and Human Services Department. Overall, revenue decreased by 3.84% from FY24-25. 731,670,371 -$29,180,650 (-3.84% vs. prior year) Revenue by Fund General Fund $546,000,352 $695,844,657 $675,032,684 -$20,811,973 -3% Child Development Fund $45,201,802 $60,214,468 $51,478,666 -$8,735,802 -14.5% Domestic Violence Victim Asst Fund $273,248 $36,753 $144,426 $107,673 293% Zero Tolerance- Domestic Violence Fund $990,525 $1,078,460 $1,316,750 $238,290 22.1% IHSS Public Authority Fund $2,847,260 $3,445,683 $3,457,845 $12,162 0.4% County Childrens Fund $223,707 $231,000 $240,000 $9,000 3.9% Total:$595,536,894 $760,851,021 $731,670,371 -$29,180,650 -3.8% Name FY2024 Actuals FY2025 Revised Budget FY2026 Recommended Budget FY24-25 Revised vs. FY25-26 Recommended ($) FY24-25 Revised vs. FY25-26 Recommended (%) Contra Costa County | FY25-26 Recommended Budget Page 237 Revenue by Department Projected 2026 Revenue by Department Ehsd Workforce Svcs (42.4%)Ehsd Workforce Svcs (42.4%)Ehsd Workforce Svcs (42.4%) Ehsd Children & Family Svcs (23.6%)Ehsd Children & Family Svcs (23.6%)Ehsd Children & Family Svcs (23.6%) Ehsd Aging & Adult Svcs (16.6%)Ehsd Aging & Adult Svcs (16.6%)Ehsd Aging & Adult Svcs (16.6%) Child Dev-Dept (7%)Child Dev-Dept (7%)Child Dev-Dept (7%) Community Services (5.7%)Community Services (5.7%)Community Services (5.7%) Ehsd Wfrc Investment Brd (3.1%)Ehsd Wfrc Investment Brd (3.1%)Ehsd Wfrc Investment Brd (3.1%) Ehsd Administrative Svcs (0.6%)Ehsd Administrative Svcs (0.6%)Ehsd Administrative Svcs (0.6%) Ihss Public Authority (0.5%)Ihss Public Authority (0.5%)Ihss Public Authority (0.5%) Zero Tlrnce Dom Viol Init (0.4%)Zero Tlrnce Dom Viol Init (0.4%)Zero Tlrnce Dom Viol Init (0.4%) Revenues by Source State Assistance expenditures will decrease by 2% to $329,043,792 in the FY25-26 budget. Federal Assistance expenditures are projected to increase by 15% to $226,820,862 in the FY25-26 budget. Other Local Revenue expenditures are expected to decrease by 10% to $132,201,661 in the FY25-26 budget year. Overall, the trends in expenditures by source for the Employment and Human Services fund in Contra Costa County show a mix of stability and growth across different categories. Contra Costa County | FY25-26 Recommended Budget Page 238 Budgeted Revenues by Source Millions General Purpose Revenue Other Local Revenue Federal Assistance State Assistance FY2024 FY2025 FY2026 $0 $200 $400 $600 $800 Federal Assistance $173,246,010 $196,717,012 $226,820,862 15.3%$30,103,850 State Assistance $298,063,888 $336,084,151 $329,043,792 -2.1%-$7,040,359 Other Local Revenue $92,474,310 $147,573,947 $132,201,661 -10.4%-$15,372,286 General Purpose Revenue $31,752,686 $80,475,911 $43,604,056 -45.8%-$36,871,855 Total:$595,536,894 $760,851,021 $731,670,371 -3.8%-$29,180,650 Name FY2024 Actuals FY2025 Revised Budget FY2026 Recommended Budget FY24-25 Revised vs. FY25-26 Recommended (%) FY24-25 Revised vs. FY25-26 Recommended ($) Contra Costa County | FY25-26 Recommended Budget Page 239 Key Budget Updates The Employment and Human Services Department (EHSD) administers various federal, State and local programs, and partners with the community to deliver quality services to ensure access to resources that support, protect, and empower individuals and families to achieve self-sufciency. The FY25-26 expenditures decreased by $29,180,650 over the FY24-25 Revised Budget. Salary and benet costs increased by $20,016,353 to reect the fourth and nal year of negotiated salary increases and related benet increases. Forty-one (41) long-term vacant positions were deactivated in November 2024 and twenty-eight (28) positions were added in December 2024 for the department's Head Start program. This resulted in a net decrease of thirteen (13) positions during FY24-25 to a total FTE count of 1924.5 for the department. Ninety-four percent of expenditures are funded with restricted revenues from state and federal programs, and grant funds. The remaining six percent of expenditures are funded with General Purpose Revenue (net County cost). This comprises the following: $29,806,000 to meet the County’s required contribution to several programs as well as the General Assistance program $13,798,056 in Measure X sales tax revenue EHSD revenues fund two primary categories. The rst category is direct assistance payments to eligible community members ($268,049,439 or 37%). The second category is the cost of delivering services ($463,620,932 or 63%), which includes county employee salaries and benets; administrative costs such as facilities, supplies, technology; and contracts with partners to support County services and to deliver services on behalf of the County. The FY25-26 Recommended Budget projects a 0% increase in net county cost; $10,682,847 (4%) decrease in federal revenue, a $24,752,248 (8%) increase in state revenue, and a $1,072,481 (1%) decrease in local revenue (which is comprised primarily of 2011 and 1991 realignment) compared to the FY24-25 budget. These changes include the following: $24,752,248 increase in state revenue representing an increase in prevention funding for the Children & Family Services Bureau and an increase in grant funding for the Workforce Development Board. $17,393,105 (6%) increase in salaries and benets reecting the last year of the four year negotiated salary increases. $10,682,847 reduction in federal revenue including a reduction in grants from the Ofce of Head Start and the Workforce Innovation and Opportunity Act. $7,462,101 reduction in the EHSD share of overall county operating costs. $2,149,478 increase in the County share of IHSS provider wages and benets. EHSD will maintain a vacancy factor of $6,152,969 which equates to approximately 96 FTE positions (5%). The Department expects to achieve this vacancy savings due to regular staff attrition occurring within the Department throughout the scal year. In large departments, a vacancy factor is used to reduce ination of the budget attributable to regular staff turnover. As of March 2025, the Department had 241 vacant positions (a 12.5% vacancy rate down from 17% in July 2024). The County Administrator’s Ofce will closely monitor the Department’s budget and adjust the vacancy factor, if necessary. As in past years, EHSD does not yet have a nalized state funding allocation for FY25-26. The Department has included estimated revenue based on the Governor’s FY25-26 Proposed Budget and historical allocation information. Additionally, EHSD does not yet have information about the potential effects of federal funding reductions. Preliminary information suggests that the congress is contemplating cuts to Medicaid, HeadStart, Workforce Innovation and Opportunity Act (WIOA), Adult and Aging Services and other human services programs. Many EHSD allocations are determined by statue and related to caseload size. Changes in EHSD allocations usually require signicant lead time which provides the County time to adapt. The County Administrator’s Ofce and EHSD are monitoring the federal landscape closely. The General Fund revenue meets required county contributions to state and federally funded programs and thereby allows EHSD to maximize federal and state revenue. EHSD will return to the Board of Supervisors with a balancing plan, should one be necessary. Contra Costa County | FY25-26 Recommended Budget Page 240 Equity in Service Delivery EHSD is fully committed to identifying, addressing, and preventing structural inequities in the services delivered. The Department's vision identies the service population as “all individuals and families”. The mission centers on “ensuring access to resources”. And one of the Department’s six core values is “Respect Diversity.” EHSD Workforce Commitment EHSD’s workforce strongly supports the EHSD mission and communicates a commitment to diversity, equity, and inclusion. In the 2024 all staff satisfaction survey, EHSD employees resonated most strongly with the statements “I feel the work I do contributes to the fulllment of EHSD’s mission” (95% agree) and “EHSD is diverse” (92% agree). EHSD employees had lower (but still majority) levels of agreement with “EHSD is equitable" (82% agree), and “EHSD is inclusive” (78% agree). Community Input EHSD ensures regular input from ve Board appointed committees composed of community members, individuals with lived experience in EHSD services, community-based service providers, and businesses. They include the Economic Opportunity Council, Family & Children’s Trust Committee, Workforce Development Board, Advisory Council on Aging with 8 subcommittees, and the Public Authority Advisory Committee. EHSD also hosts 10 additional long-standing community committees (Head Start Policy Council, Child Welfare System Improvement Plan, Family First Prevention Services Workgroup, three Child Welfare Regional Community Partnerships, Business & Economic Development Committee, WIOA Youth Committee, Area Plan on Aging Local Impact Committee, and the Alliance to End Abuse). These committees provide important public input, oversight, and accountability for EHSD programs Language Access EHSD continues a long-held commitment to translate all written and verbal communication into the language of the customer’s choice. EHSD has 295 bilingual staff certied in Spanish, Tagalog, and many other languages. Additionally, EHSD contracts with Language Line to ensure all customers receive on-the-spot translation in their language of choice when a certied bilingual EHSD employee is not available. In 2024, Language Line translated 75,382 calls in 89 different languages, up from 64,286 calls in 67 languages in 2023. Additionally, EHSD.org (https://ehsd.org/), which provides comprehensive information about Department services, enables translation from English into 10 languages and “Page Assist” provides personalization options to enhance users’ visual experience (colors, fonts, font size, cursor size, text spacing contrast, and formatting). Program & Service Delivery In FY23/24, the Aging & Adult Services Bureau completed an eighteen-month planning process to develop the Contra Costa County Master Plan for Aging (Plan). The Plan provides a ten-year framework for policy development and service delivery for older adults and adults with disabilities. Contra Costa County’s diversity extends to its older adult population, with 44% of older adults identifying as non-white. The Plan’s six goals include one focused on “Equity and Inclusion, not Isolation”, and that goal includes an objective of delivering a media campaign to combat age-ism and able-ism. The Community Services Bureau (CSB) continues to monitor and adapt the distribution of childcare slots to ensure equitable distribution throughout the County. The approved 2024 Head Start grant application, established a single rate structure to further budget equity among our childcare partners. In FY25/26, CSB’s multi-disciplinary staff wellness team will continue to promote trauma-informed practices. The Workforce Services Bureau (WFS) is dedicated to delivering exceptional service to all eligible community members. In 2025, WHS aims to identify underserved areas and offer support to those who qualify for our services. By leveraging geospatial data, WFS plan to enhance participation through targeted advertising, the use of Navigator staff, and other outreach strategies. The goal is to ensure that every community member has fair and equitable access to the benets and services we provide. Public Information Sharing In 2024, EHSD continued and enhanced its Public Information Sharing Tools on ehsd.org /overview/ehsd-program-data- dashboard/ (https://ehsd.org/overview/ehsd-program-data-dashboard/). These tools represent innovation in mapping and visualization of social services data. The maps expanded to include demographic information (age and race/ethnicity) as well as EHSD public locations and the social vulnerability index. The EHSD Public Information Sharing Tools promote data sharing to enhance shared progress in the war on poverty. EHSD was selected to lead a session demonstrating EHSD Information Sharing Tools at the 2024 County Welfare Director’s Association (CWDA) Annual Conference, a return invitation from the 2023 Conference. EHSD also hosted three individuals from other counties who studied the EHSD Public Information Sharing Tools for development in their respective counties. Contra Costa County | FY25-26 Recommended Budget Page 241 Diversity, Equity & Inclusion & Access (DEIA) Team In FY23/24, the Department's Diversity, Equity, Inclusion, and Access Team (DEIA) continued their work focused on improving and securing fair treatment, access, opportunity and advancement of all EHSD employees and improving and securing fair treatment, access, opportunity and support to our clients. This past FY, the team included “Access” into their name. This expanded their efforts and captured the critical focus that “access” is a vital part of the connection of our services to the Contra Costa County community. The DEIA Team completed several initiatives, including the launch of a DEIA Microlearning playlist accessible to EHSD staff through our Staff Development learning management system. The DEIA Team continued to publish various mixed media infographics honoring and celebrating DEI months of observance and celebratory days, participated and presented in staff meetings, and presented at the 2024 CalSAWS Conference held in San Diego in January 2024. DEIA committee members also had the opportunity to participate in a four-course DEI curriculum offered by Cornell University. To date, eight members have completed the course and have received the Certicate of Completion. FY25-26 Budget Challenges Chronic high vacancy rates pose the largest impediment to EHSD's ability to provide timely, accurate, and trauma- informed services. While the Department has maintained a relatively stable balance of separations and hires, it has not been able to overcome a longstanding decit of vacant positions. In FY22/23, the Department had 180 separations and 194 hires (108% hire rate). In FY23/24, the Department had 141 separations and 186 hires (132% hire rate). Yet in July, 2024, the Department still had 329 vacancies. The Department has implemented several strategies to improve hiring processes and progress has been achieved. The overall vacancy rate averaged 17% through FY23/24 and has decreased to 12.5% in March 2025. Conversely, EHSD retention remains strong. Annual separations remain less than 10% and in the 2024 all staff satisfaction survey, 66% of employees reported they plan to stay until retirement or have no plans to leave. An additional 16% reported they only anticipate leaving in the near future for career advancement or due to family circumstances. And 80% report they would recommend working at EHSD to a friend or acquaintance. FY25-26 Goals Promote, Hire & Retain a Full Workforce EHSD aims to reduce the vacancy rate to 5% (96 FTE) by attracting, recruiting and hiring diverse applicants who reect the demographics and lived experiences of EHSD customers. EHSD improves accessibility for prospective applicants by hosting in-person career fairs, strengthening relationships and communication with the community, and providing candidates with direct resources about the application process. Reaching a 5% vacancy rate, and even adding new positions, is critical to ensure EHSD delivers service levels that meet required performance standards (see below). Contra Costa County | FY25-26 Recommended Budget Page 242 Accomplishments Provided exceptional customer service The Employment and Human Services Department (EHSD) strives to provide exceptional customer service. In 2024, on average each month, EHSD employees managed 258,733 open cases (up from 250,326 in 2023) and received and processed 12,421 applications for new services (up from 10,225 in 2023). As a measure of customer service, EHSD received exceptionally few customer complaints. In 2024, EHSD received and resolved 1,897 customer complaints to the EHSD customer hotline, the EHSD Ombudsperson, the County Administrator ’s Ofce, and the Board of Supervisors Ofces (cpmpared to 1,856 in 2023) – an average of 158 per month. This average of 158 complaints per month represents less than 1% of the average 271,154 open and new cases. Community Services Bureau Awarded New Five-year Head Start Grant Contra Costa County has delivered Head Start services since 1966. On August 23, 2024, the federal Ofce of Head Start awarded the County a new grant for 1,201 Head Start slots and annual funding of $20,577,342. EHSD delivers these services in partnership with KinderCare, Aspiranet, Mt. Diablo Unied School District, Tiny Toes, and the YMCA of the East Bay. Increased the Number of Children Supported by Childcare Vouchers The Community Services Bureau administers two state-funded programs to subsidize childcare for low-income families: CalWORKS Stage 2 and the California Alternative Payment Program. These programs support children up to the age of 13 and enable parents to choose a childcare provider that meets their needs, whether center-based, home-based, or with a family member, friend, or neighbor. In December 2023, EHSD supported 1,234 children. In December 2024, EHSD supported 1,406 children, a 14% increase. Additionally, through the Workforce Services Bureau, EHSD administers CalWorks Stage 1 childcare vouchers for active customers of CalWorks Welfare to Work. In December 2023, EHSD supported 891 children. In December 2024, EHSD supported 1,010 children; a 13% increase. Children and Family Services Bureau Moving from Mandated Reporting to Community Supporting In July 2023, the California Department of Social Services (CDSS) approved Contra Costa County’s EHSD plan to move from mandated reporting to community supporting. The EHSD Children and Family Services Bureau and the Juvenile Probation Department partnered with community representatives to develop a Comprehensive Prevention Plan (CPP). The CCP Team includes over 130 members which includes individuals with lived expertise in child welfare/juvenile probation, county agencies, schools, community-based organizations, and community members. The initial phase of the plan is a pilot program in East Contra Costa County with a focus on the City of Antioch. In 2024, EHSD launched Motivational Interviewing (MI) training series by cohosting a cross-sector MI training attended by 30 providers from EHSD, Contra Costa Health, Probation, City of Antioch, and various community-based organizations. Trainees were later invited to a booster course to maintain their MI skills. In November 2024, the new Antioch Collaboration, Adaptation, Respect, Empowerment, Support/Strengths (CARES) launched as a contracted CPP Program and began taking referrals for concrete and in-home case management services guided by the Protective Factors Framework. Workforce Services Bureau Recognized for Timely Access to CalFresh Benets In 2024, EHSD received 58,943 applications for CalFresh and approved 100% within the required timeframe (30 days). In October 2024, the California Department of Social Services (CDSS) conducted an audit of the Contra Costa County CalFresh program and recognized Contra Costa County as the most-improved county in the state compared to the previous year. Completed Measure X Refugee Services In 2022, the BOS approved a Measure X project that supported refugee services. EHSD partnered with Jewish Family & Community Services East Bay to support 1,229 refugees, of which 977 obtained permanent housing, and 14 were provided employment. These efforts exceeded the goal of serving 195 Refugees. This Measure X program was completed in June 2024. Workforce Development Board EMT 4 Equity (E4E) Contra Costa County | FY25-26 Recommended Budget Page 243 In June 2024, Workforce Development Board of Contra Costa County (WDBCCC) closed out a Workforce Accelerator Fund (WAF) grant that recruited, trained, and placed over 50 people of color from underserved communities to become Emergency Medical Technicians (EMTs). Training sites were established in West County and Central County, utilizing both community college and adult school partners. The program featured an enhanced supportive services program that included nancial assistance in the form of stipends and completion bonuses, tutoring, and exam preparation. E4E achieved a 90% completion rate, as well as an 88% pass rate for the national EMT licensing exam. The program was so successful that the nationally recognized EMS Corps program invested an additional $1.2 million to help WDBCCC's EMT program to expand and serve more participants. Paramedic Apprenticeship Registration In September of 2024, the State Apprenticeship Expansion Equity and Innovation grant helped WDBCCC develop and register California's rst Paramedic apprenticeship to help the local ambulance companies workforces better reect the vibrant diversity of the communities they serve. To date, the project has helped 39 EMT's to enroll in Paramedic school, free of charge, with their employer American Medical Response (AMR) agreeing to pay full wages while they attend school. The program was so successful that the California Workforce Development Board (CWDB) awarded WDBCCC an additional $500,000 planning grant to replicate the effort in other healthcare occupations such as medical assisting, behavior health and licensed clinical social work. Fund Development In April of 2024, WDBCCC implemented a comprehensive fund development program to augment annual federal funds. Faced with more applicants than training slots, WDBCCC secured two $750,000 grants from the Employment Training Panel (ETP) to ensure the demand for medical training was met. Furthermore, more than $8.3 million in additional funds from competitive grant programs were secured as of October 2024, to launch new programs in the maritime trades and STEM programs to provide opportunities for underserved populations to gain access to quality careers in in-demand industries. Published the Youth Centers Implementation Plan After a robust community input process, the Board of Supervisors approved the Youth Centers Implementation Plan in August 2024. The plan includes funding Community Youth Center (CYC) as the youth center in District 4, identifying or building new centers in Districts 3 and 5, and launching services in all Districts in July 2025. Aging & Adult Services Bureau Published the Contra Costa County Master Plan for Aging The Area Agency on Aging, a division of EHSD’s Aging & Adult Services Bureau, led a 17- month planning process to develop a Master Plan for Aging. The plan incorporates community feedback through 15 community events and focus groups, 417 survey respondents, and 37 stakeholder interviews. The committee overseeing the plan included community- based organizations, community advocates, and county staff across multiple departments. The plan incorporates six goals and 44 strategies and includes lead agencies and champions within those agencies who will oversee the work. The Board of Supervisors approved the plan in October 2024. Ofce of Administration Opened a new Family Justice Center in Danville In April 2024, the BOS approved a new Measure X project to fund a fourth County Family Justice Center. EHSD sponsored the development of the new FJC, which opened on December 10, 2024, on Diablo Road in Danville. The South Family Justice Center serves South County and joined the network of Contra Costa Family Justice Centers in Richmond, Concord, and Antioch. In its rst year, the South Family Justice Center expects to serve over 200 South County residents affected by domestic violence, sexual assault, human trafcking, older adult abuse, child abuse, and stalking. Increased Access to Data by Expanding Online Dashboard and Maps The EHSD Benets Program GIS Maps provide enhanced insights into how we serve our community through key benet programs. During 2024, the maps were expanded to include demographic information (age and race/ethnicity) as well as EHSD locations throughout the County. In addition, the EHSD Policy & Planning team was invited to the 2024 California Welfare Directors Association (CWDA) Annual Conference to demonstrate the dashboards. Contra Costa County | FY25-26 Recommended Budget Page 244 Performance Measurements Over the past four scal years, EHSD has been required to meet 21 annual performance measures for a total of 80 measures (four have missing data). EHSD has met 40 (50%) of these requirements and failed 40 (50%). Failure to meet mandated performance measures represents a failure to adequately serve the community and, in some cases, puts the county at risk for scal penalties. Insufcient stafng levels is the primary reason EHSD fails to meet performance measures. As previously mentioned, chronic high vacancy rates continue to plague the department. If EHSD could ll their vacant positions, this would go a long way towards xing the problem. In an effort to address the vacancy problem, EHSD has funded positions within the Human Resources Department. Once the vacancies are lled, if EHSD still needs additional positions, the County Administrator’s Ofce will work with EHSD to add additional positions. This is a critical issue because EHSD has experienced a 28% increase in caseloads -- from 354,636 open cases in January 2016 to 452,383 open cases in December 2024. EHSD approved positions have declined from 2,009 in FY 17-18 to 1924.5 in FY25-26, a 4% reduction (84.5 FTEs). All eliminated positions were positions that had remained unlled for a number of years. Most EHSD federal and state allocations follow caseload, and some funding is uncapped. Due to inadequate stafng levels, EHSD underspends available resources. Contra Costa County | FY25-26 Recommended Budget Page 245 Contra Costa County | FY25-26 Recommended Budget Page 246 Health Services Ori Tzvieli, M.D. Interim Director, Contra Costa Health For more information, call (925) 957-2670 or visit cchealth.org . DEPARTMENT OVERVIEW Department Description The mission of Contra Costa Health (CCH) is to care for and improve the health of all people in the county with special attention to those who are most vulnerable to health problems, and eliminating health disparities. In 2024 CCH began to update its organizational structure to more efciently deliver high-quality care and services, better leverage the size and diversity of its work, and more closely align with the needs of patients, clients and the community. Transformation work continues through 2025 and includes reorganization of department divisions into three branches that share governance and administrative supports and also reect how patients and clients use CCH’s services: Healthcare Delivery System, Managed Care, and Community Health and Safety. The Department’s operational framework focuses on improving the quality, experience and affordability of services. Essential components of this framework include Compliance, ensuring accountability and regulatory adherence; Equity, monitoring health disparities and shifting services to address inequities; and Quality, using data to track outcomes and drive improvement efforts. These three components are woven throughout CCH programs and services, and the transformation work will include increased standardization and coordination of these components. The Department also provides administrative support to the West Contra Costa Healthcare District and the Board of Supervisors Los Medanos Advisory Committee by implementing approved policies and directives from those respective bodies. Healthcare Delivery System The CCH Healthcare Delivery System branch includes Contra Costa Regional Medical Center (CCRMC), ambulatory care health centers, Behavioral Health Services (BHS) and Detention Health. CCRMC is a general acute-care hospital with 167 licensed beds and 8,645 annual admissions. It is the only county facility that provides dedicated psychiatric emergency services, sexual assault exams and evidence collection. The CCRMC Family Medicine Residency Program provides clinical experience for 39 residents, graduating 13 physicians annually. Our 10 Federally Qualied Health Centers (FQHC) provide primary care, geriatrics, dental, rehabilitation, prenatal, pediatric, adult medical services, and a variety of medical and surgical specialty clinical services throughout the county, averaging 510,000 patient visits annually. CCRMC and our health centers serve individuals with Medi-Cal, Medicare and private insurance, and provide indigent care services to individuals who cannot pay, as required by California Welfare and Institutions Code section 17000. Detention Health provides primary care, medical, behavioral health and dental services for an average daily population of nearly 1000 patients being detained in county detention and juvenile hall facilities, including diagnostic testing, medical and mental health treatment, nursing care, pharmacy, substance use disorder counseling and education, medication assisted treatment, re-entry planning, and other services. Behavioral Health provides community mental health, Alcohol and Other Drugs Services (AODS) and crisis response services, as well as the county’s conservatorship program and court-ordered care support for people with untreated mental health and substance-use disorders (CARE Court). Mental health services include assessment, individual, group, and family therapy, family partner and peer support, psychiatric care, care coordination and emergency foster care, with separate systems of care for children, adults and transition-age youth. Contra Costa County | FY25-26 Recommended Budget Page 247 Behavioral Health crisis response and follow-up services. AODS operates the county’s continuum of care for substance use treatment services through the Drug Medi-Cal Organized Delivery System Plan and operates a residential treatment program for men. Most services are provided through a network of community-based organizations focused on prevention, diversion, treatment and detoxication. The Conservatorship Program manages the affairs of approximately 820 adults with medical or psychiatric impairments that prevent them from meeting their own needs. Managed Care Managed Care includes Contra Costa Health Plan (CCHP), Mental Health Plan (MHP), and the managed care functions of California Children Services (CCS). CCHP provides health coverage to approximately 270,000 Contra Costa residents enrolled in Medi-Cal, county employees, in-home supportive services providers, and employees of other participating employers. CCHP is the only Medi-Cal managed care health plan for Contra Costa County. CCHP benets include doctor visits, hospital care, pregnancy-related services, skilled nursing facility care, home health and hospice care, non-specialty mental health services, autism care, and some substance use disorder care. Benets also include 24-hour advice nurse services, case management, enhanced care management, community support services, care coordination, doula services and will soon include a Medicare Advantage Plan. MHP’s Specialty Mental Health Plan provides services to Medi-Cal patients with moderate to severe mental health conditions. Services include therapy, medication support, case management, peer support, crisis stabilization, residential treatment, intensive home-based services (under age 21), therapeutic behavioral services (under age 21), and psychiatric inpatient hospital services. CCS arranges, directs, authorizes, and pays for medical care, equipment and rehabilitation for children and youth under 21 years with serious health conditions whose families are unable to pay for all or part of their care, including pediatric specialty care and direct rehabilitation services. CCS has an average of 4,700 active monthly cases, roughly 723 of whom are in the Medical Therapy Unit, and 150 new referrals each month. Community Health and Safety The Community Health and Safety branch includes the Emergency Medical Services (EMS), Environmental Health, Health, Housing and Homeless Services (H3) and Public Health divisions, as well as the California Children’s Services’ (CCS) Medical Therapy Program and Hazardous Materials (HazMat) programs. EMS regulates the provision of county emergency medical services, including coordination of prehospital care. EMS regulates countywide EMS responders and ambulances to ensure proper training, licensing and equipment, and to ensure timely, equitable care and services in all parts of the county. Environmental Health regulates approximately 8,900 businesses and property owners with county health permits, applying up-to-date standards, state laws, and ordinances to ensure safe food, safe water for drinking and recreation, and the sanitary management of wastes. H3 provides an integrated system of housing and support services for persons experiencing homelessness and serves over 6,200 persons per year through homeless outreach, ve emergency shelters and interim housing, independent living programs for transition age youth, permanent support housing, housing navigation and tenancy supports services. Public Health focuses on improving the health of individuals and promoting healthy communities through services such as case management focused on social determinants of health, community-based medical, dental and mental health services for children and homeless adults, disease prevention and investigation, health education and violence prevention. Public Health also includes a laboratory, vital registration, linguistic access services, health emergency preparedness and California Children’s Services (CCS). CCS’s Medical Therapy Program provides direct rehabilitation services at ve public school sites in Contra Costa County. Contra Costa County | FY25-26 Recommended Budget Page 248 Hazardous Materials regulates approximately 4,100 facilities that store hazardous materials or generate hazardous waste. Hazardous Materials also responds when necessary to protect the public health and the environment from exposure to hazardous materials releases. Organizational Chart The Health Services Department is currently staffed by 4,824.03 full-time equivalent (FTE) positions. The FY25-26 Recommended Budget also reects a 37.6 FTE transfer of positions from the Public Health Division that are better aligned under the Contra Costa Regional Medical Center and Health Centers Division, as well as a transfer of four (4) existing Emergency Medical Services positions to the Emergency Medical Services Division. FTE SUMMARY FY24-25 Revised FY 25-26 Recommended Change 18 - HEALTH SERVICES 4,824.03 4,824.03 0.00 Note: The org chart below includes the Emergency Medical Services - Ambulance Service Areas Division of CCHS; however, its budget and narrative are included under the Special Districts section, Emergency Medical Services . Positions associated with Emergency Medical Services are included in the Agency 18 position count, including 14.00 FTEs that are allocated to Emergency Medical Services - Ambulance Service Areas. Contra Costa County | FY25-26 Recommended Budget Page 249 Recommended Budget Summary Health Services Agencywide Budget Expenditures $4,017,780,337 Revenues $ 3,770,299,225 General Fund Contribution $ 247,481,112 % Funded by General Fund 6.16% Health Services Funds with General Fund (GF) Allocations Total Expenditures GF Allocation/ Subsidy GF Contribution % General Fund Divisions with GF Allocations $826,608,892 $127,492,112 15.4% Hospital Enterprise Fund I $911,390,335 $116,253,000 12.8% Contra Costa Community Health Plan Enterprise Fund III $88,595,533 $3,736,000 4.2% Expenditures Summary Some budgeted expenditures, such as those tied to the County General Fund subsidies to CCRMC and CCHP enterprise funds ($119,989,000) and the Mental Health Services Act Fund budget ($83,637,596), are also budgeted in General Fund operating departments within Health Services. 4 ,017,780,337 $1,007,003,136 (33.45% vs. prior year) Contra Costa County | FY25-26 Recommended Budget Page 250 Expenditures by Expense Type The FY25-26 Recommended Budget's expenditure increase of approximately $1.007 billion includes the impacts of negotiated salary and benet cost increases primarily in CCRMC and Behavioral Health, and increases to services and supplies costs in the Contra Costa Health Plan due to Medi-Cal membership expansions and in Behavioral Health due to program expansions related to new Measure X allocations and new grant opportunities. Budgeted and Historical Expenditures by Expense Type Millions Fixed Assets Expenditure Transfers Other Charges Salaries And Beneﬁts Services And Supplies FY2024 FY2025 FY2026 $0 $1000 $2000 $3000 $4000 $5000 Salaries And Benefits $826,281,938 $929,802,486 $1,024,897,452 10.2%$95,094,966 Services And Supplies $2,091,294,465 $1,711,978,246 $2,201,016,186 28.6%$489,037,940 Other Charges $598,115,038 $291,770,660 $701,658,093 140.5%$409,887,433 Expenditure Transfers $556,090 $49,389,395 $51,512,745 4.3%$2,123,350 Fixed Assets $4,103,788 $27,836,416 $38,695,862 39%$10,859,446 Total:$3,520,351,319 $3,010,777,202 $4,017,780,337 33.4%$1,007,003,136 Name FY2024 Actuals FY2025 Revised Budget FY2026 Recommended Budget FY24-25 Revised vs. FY25-26 Recommended (%) FY24-25 Revised vs. FY25-26 Recommended ($) Expenditures by Function The FY25-26 Recommended Budget reects overall expenditure growth of approximately $1.007 billion, or 33.45%. Hlth Svcs-Detention Inmates $44,624,416 $56,542,318 $66,132,435 17%$9,590,117 Health Svcs-Public Health $92,134,041 $94,732,099 $100,566,426 6.2%$5,834,327 Conservator/Guardianship $5,078,811 $5,495,996 $5,756,107 4.7%$260,111 Name FY2024 Actuals FY2025 Revised Budget FY2026 Recommended Budget FY24-25 Revised vs. FY25-26 Recommended (%) FY24-25 Revised vs. FY25-26 Recommended ($) Contra Costa County | FY25-26 Recommended Budget Page 251 Health Svcs-Environ Hlth $22,435,795 $26,970,073 $28,841,653 6.9%$1,871,580 Public Administrator $20,834 $0 $0 0%$0 Hlth Svc-Calif Child Svcs $13,303,966 $13,881,380 $14,937,682 7.6%$1,056,302 Health, Housing & Homeless $22,868,016 $27,945,013 $42,031,207 50.4%$14,086,194 Hlth Svs-Hospital Subsidy $82,180,073 $120,239,000 $119,989,000 -0.2%-$250,000 Alcohol & Other Drugs Svc $27,951,579 $45,677,270 $61,252,747 34.1%$15,575,477 Hlth Services-Mntl Hlth $302,188,522 $395,340,352 $387,101,635 -2.1%-$8,238,717 Emergency Medical Svcs $883,864 $1,253,045 $674,130 -46.2%-$578,915 Prop 63 Mh Svcs Acct $87,137,356 $89,157,515 $83,637,596 -6.2%-$5,519,919 Hlth Svs-Hospital Entrpse $829,768,905 $850,700,363 $911,390,335 7.1%$60,689,972 Hospitial Fixed Assets -$148,894 $32,102,000 $39,247,950 22.3%$7,145,950 Contra Costa Health Plan $1,913,382,850 $1,169,749,161 $2,065,925,903 76.6%$896,176,741 Cchp-Community Plan $75,706,734 $79,741,616 $88,595,533 11.1%$8,853,917 Los Medanos Comm Hc $834,451 $1,250,000 $1,700,000 36%$450,000 Total:$3,520,351,319 $3,010,777,202 $4,017,780,337 33.4%$1,007,003,136 Name FY2024 Actuals FY2025 Revised Budget FY2026 Recommended Budget FY24-25 Revised vs. FY25-26 Recommended (%) FY24-25 Revised vs. FY25-26 Recommended ($) Revenues Summary It is important to note that certain revenue sources, such as the County General Fund subsidies to CCRMC, the CCHP Enterprise Funds ($119,989,000) and the Mental Health Services Act Fund revenues ($83,637,596), are also budgeted in General Fund operating departments within Health Services as reimbursements or transfers. 4 ,017,780,337 $1,007,003,136 (33.45% vs. prior year) Revenue by Fund General Fund $612,786,052 $786,823,501 $826,608,892 5.1%$39,785,390 Emergency Med Svcs Fund $883,864 $1,253,045 $674,130 -46.2%-$578,915 LOS MEDANOS COMM HC $834,451 $1,250,000 $1,700,000 36%$450,000 PROP 63 MH Svcs Fund $87,137,356 $89,157,515 $83,637,596 -6.2%-$5,519,919 Hospital Enterprise Fund $829,620,011 $882,802,363 $950,638,285 7.7%$67,835,922 HMO Enterprise Fund $1,913,382,850 $1,169,749,161 $2,065,925,903 76.6%$896,176,741 HMO Enterprise -Comm Plan Fund $75,706,734 $79,741,616 $88,595,533 11.1%$8,853,917 Total:$3,520,351,319 $3,010,777,202 $4,017,780,337 33.4%$1,007,003,136 Name FY2024 Actuals FY2025 Revised Budget FY2026 Recommended Budget FY24-25 Revised vs. FY25-26 Recommended (%) FY24-25 Revised vs. FY25-26 Recommended ($) Contra Costa County | FY25-26 Recommended Budget Page 252 Revenues by Source Overall Department revenues are anticipated to increase by $1.007 billion. The revenue growth is primarily driven by Medi- Cal generated capitated payments, supplemental pay-for-performance payments, and fee for services payments. Budgeted Revenues by Source Millions General Purpose Revenue Federal Assistance Other Local Revenue State Assistance FY2024 FY2025 FY2026 $0 $1000 $2000 $3000 $4000 $5000 Federal Assistance Intergovernmental Revenue $148,199,338 $178,257,871 $207,576,811 16.4%$29,318,940 Medicare Patient Services $33,267,674 $44,747,338 $45,852,067 2.5%$1,104,729 Total Federal Assistance:$181,467,012 $223,005,209 $253,428,878 13.6%$30,423,669 State Assistance Intergovernmental Revenue $240,079,580 $217,012,260 $285,829,872 31.7%$68,817,612 Charges For Services $1,184,263 $847,064 $10,035,628 1,084.8%$9,188,564 Medi-Cal Patient Services $403,687,634 $389,470,811 $428,420,749 10%$38,949,938 Other Hospital Revenues $1,179,022 $4,725,000 $0 -100%-$4,725,000 External Health Plan Revenue $1,991,054,606 $1,189,110,526 $2,048,850,993 72.3%$859,740,467 Total State Assistance:$2,637,185,104 $1,801,165,661 $2,773,137,241 54%$971,971,580 Other Local Revenue Taxes Current Property $1,915,521 $1,250,000 $1,700,000 36%$450,000 Taxes Other Than Cur Prop -$15,046 $0 $0 0%$0 License/Permit/Franchises $163,082 $198,000 $295,000 49%$97,000 Fines/Forfeits/Penalties $2,715,169 $2,670,331 $1,445,669 -45.9%-$1,224,662 Use Of Money & Property $7,068,289 $4,292,119 $4,288,776 -0.1%-$3,343 Name FY2024 Actuals FY2025 Revised Budget FY2026 Recommended Budget FY24-25 Revised vs. FY25-26 Recommended (%) FY24-25 Revised vs. FY25-26 Recommended ($) Contra Costa County | FY25-26 Recommended Budget Page 253 Intergovernmental Revenue $454,703 $415,244 $420,000 1.1%$4,756 Charges For Services $25,934,953 $30,370,315 $37,376,664 23.1%$7,006,349 Miscellaneous Revenue $112,162,563 $168,008,223 $116,171,086 -30.9%-$51,837,137 Hlth Plan Patient Svcs $197,598,047 $154,276,011 $196,097,669 27.1%$41,821,658 Private Pay Patient Svcs $13,781,166 $22,575,219 $11,434,670 -49.3%-$11,140,549 Interdept Patient Svcs $1,006,526 $3,271,694 $4,293,067 31.2%$1,021,373 Other Patient Svcs $0 $0 $0 0%$0 Other Hospital Revenues $35,764,324 $51,217,652 $49,571,363 -3.2%-$1,646,289 Charges To Gen Fund Units $69,056,677 $61,861,401 $59,775,092 -3.4%-$2,086,309 External Health Plan Revenue $114,159,025 $90,798,488 $140,875,051 55.2%$50,076,563 Enterprise Fund Subsidy $119,472,172 $120,239,000 $119,989,000 -0.2%-$250,000 Fund Balance -$179,229,196 $0 -$1 -517.9%-$2 Total Other Local Revenue:$522,007,975 $711,443,697 $743,733,106 4.5%$32,289,409 General Purpose Revenue $179,691,227 $275,162,634 $247,481,112 -10.1%-$27,681,523 Total:$3,520,351,319 $3,010,777,202 $4,017,780,337 33.4%$1,007,003,136 Name FY2024 Actuals FY2025 Revised Budget FY2026 Recommended Budget FY24-25 Revised vs. FY25-26 Recommended (%) FY24-25 Revised vs. FY25-26 Recommended ($) Contra Costa County | FY25-26 Recommended Budget Page 254 Key Budget Updates The FY25-26 Recommended Budget is developed under the assumption that the federal and Medi-Cal (Medicaid) funding levels will remain at the status quo. Medi-Cal funding supports services provided throughout the Health Services Department, especially those services provided by Contra Costa Regional Medical Center (CCRMC) and health centers, Contra Costa Health Plan (CCHP), and Behavioral Health. A key risk remains in potential changes to enrollment and eligibility policies, particularly regarding the undocumented population and the implementation of work requirements or eligibility tests. Any such changes could impact program delivery and reduce coverage for vulnerable populations, potentially leading to increased uncompensated care costs and nancial strain on the County health system. Contra Costa Health will continue to monitor policy developments closely to ensure scal stability and service continuity. As currently presented, the Contra Costa County Health Department’s FY25-26 Recommended Budget is fully balanced, ensuring that ongoing expenses for programs are matched with sustainable funding. The Recommended Budget incorporates a vacancy factor of $81.4 million to achieve a balanced budget. The Department expects to achieve this vacancy savings through regular staff attrition occurring throughout the scal year. The total General Purpose Revenue allocation for the department is $247.5 million, including $65.9 million funding from Measure X. Measure X funding will be utilized to support countywide behavioral health crisis response services, infrastructure improvements to healthcare facilities, improving homeless services, increasing mental health services, as well as providing basic healthcare coverage for uninsured community members that do not qualify for Medi-Cal or Covered California. The General Purpose Revenue (County General Fund) allocation remains consistent from the prior scal year, with the exception of the CCHP. The County’s contribution to the CCRMC stands at $116 million, with $43 million coming from Measure X. This support covers approximately 13% of CCRMC’s total budget. The CCHP will receive a $3.74 million subsidy from the General Fund, primarily to support In-Home Supportive Services. However, this subsidy has been reduced by $250,000 from FY24-25 due to the transition of services previously covered under the CARES program. Across the broader Health Services Department, the County’s total General Fund contribution is $127 million for the General Fund divisions, accounting for about 16% of the combined budgets for its programs. The funding is distributed as follows: Detention Health: $54.3 million Behavioral Health Behavioral Health Community Services (including Crisis Response): $40.2 million (including $22.9 million from Measure X) Alcohol and Other Drugs (AODS): $1.9 million Conservatorship: $3.7 million Community Health and Safety Public Health: $22.2 million Health, Housing, and Homeless (H3): $2.7 million California Children’s Services: $2.4 million Meanwhile, the Environmental Health and Hazardous Materials programs continue to be fully funded through service charges and permit fees, requiring no additional contribution from the County’s General Fund. A Growing Budget to Meet Expanding Needs The overall Health Services Department budget for FY25-26 reects $4 billion in total expenditures and revenue, inclusive of a General Purpose Revenue allocation of $247.5 million, marking a signicant $1 billion increase from the previous year. This growth underscores the County’s ongoing efforts to enhance healthcare access, invest in behavioral health services, and expand essential safety-net programs for the community. Major Budget Updates A Transformative Year for the Contra Costa Health Plan (CCHP) The CCHP is set for a major budget expansion, with both revenue and expenditures increasing by $905 million, bringing the total budget to $2.15 billion. This surge is largely driven by anticipated increases in Medi-Cal capitation rates and State-directed payment pass-through programs. A key milestone is the mandated launch of the Dual Special Needs Plan (D-SNP) on January 1, 2026, which will integrate coverage from both Medicare and Medi-Cal for approximately 2,000 of the County’s most vulnerable residents who are age 65 and older. Projected impacts include: $24 million in Medicare revenue Contra Costa County | FY25-26 Recommended Budget Page 255 $41 million in additional costs, including $8 million for stafng and $9 million for start-up expenses Following the transition to a Single Plan Model in January 2024, CCHP continues to serve 260,000 members, reinforcing its role as a crucial healthcare insurer in the County. Investing in Contra Costa Regional Medical Center (CCRMC) and Health Centers The CCRMC and associated health centers are also experiencing a period of growth, with $60.7 million in additional expenditures planned for FY25-26 and including a vacancy factor of $56.76 million. These funds will be used to support salary and benet increases as well as the lling 116.6 full-time equivalent (FTE) currently vacant positions. This expansion aims to: Improve patient access to care Enhance the quality of the patient experience Support the expansion of key services such as the Sleep Clinic and Home Health program This increased investment is fully offset by an equal rise in revenue from services provided, ensuring a balanced budget without additional strain on County resources. Additionally, four full-time positions, with $1.4 million allocated for salaries and benets, will be transferred to the Emergency Medical Services (EMS) Measure H, Zone B Fund, as part of a $2.26 million reallocation. This will allow for a more streamlined scal approach for managing taxpayer dollars dedicated to the improvement of emergency medical services in the County. Expanding Behavioral Health (including Mental Health and Substance Use Services) The Mental Health Services budget is expected to see revenue increasing by $14.1 million, bringing the total to $346.8 million. Expenditures are expected to increase by $13.3 million to $387.1 million, when excluding the removal of one-time Measure X rollover funds from last year ($21.5 million). These Measure X funds were for the Anyone, Anywhere, Anytime (A3) Crisis Response program and mental health services. Current year ongoing funding for these programs is included in the division’s General Fund contribution. The budget supports both existing programs and new state and federally mandated initiatives, including: CalAIM & Justice-Involved Services – A multi-year Medi-Cal transformation aimed at improving care quality and expanding mental health and substance use disorder treatment for justice-involved individuals. CARE Court (Effective December 2024) – A new framework providing court-ordered treatment and housing support for individuals with severe mental illness who are homeless or incarcerated. BH Connect – A statewide initiative enhancing care coordination, standardizing best practices, and reducing disparities. Participation allows the County to draw additional federal funding and to streamline billing for behavioral health services. Proposition 1 / Senate Bill (SB) 326 (Behavioral Health Services Act - BHSA) – Modernizing the Mental Health Services Act (MHSA) to address growing service demand. Implementation begins July 2026, with sufcient funding secured. The increased costs are funded through a combination of revenue sources from the initiative, Federal Financial Participation (FFP), Intergovernmental Transfer (IGT) revenue, and Mental Health Services Act (MHSA). Vacancy factors of $9.15 million for Behavioral Health Services, and $450,000 for Conservatorship have been incorporated to maintain nancial balance. The Alcohol and Other Drugs (AODS) division will see a $15.6 million increase, bringing its budget to $61.3 million, largely due to: The CalAIM and Behavioral Health Payment Reform, boosting federal reimbursements by $15.3 million $14.7 million in new community-based service contracts $842,000 increase in stafng costs Strengthening Homelessness & Housing Investments The Health, Housing & Homeless Services (H3) division budget for FY25-26 reects $42 million in expenditures ($14.1 million increase) and $39.3 million in revenue ($19.1 million increase) from FY 24-25. This includes an $11 million decrease in expenditure transfers and a corresponding increase in revenue, reecting a change in accounting for CalAIM and Housing and Homeless Incentive Program revenue. Key changes include: $3.4 million increase in salaries and benets, primarily due to the conversion of 23 contractor positions to permanent County roles. These positions, supporting CORE outreach and H3 shelter operations, previously operated under contracts. The conversion cost is offset by a $2.6 million reduction in contracted positions and additional CalAIM revenue. $4.1 million net reduction in services and supplies, mainly from the elimination of a one-time $5 million Measure X allocation for the El Portal Place property in San Pablo. $1.4 million (61%) increase in building occupancy costs, including $1.1 million for new 40 motel room lease at 1581 Concord Ave, Concord, for the Bridge Housing Program. $3.7 million increase in xed assets, including a $2 million modular micro-housing project at Brookside Campus (state grant-funded) and a $1.7 million roof replacement at the Concord Shelter (2047 Arnold Industrial Way, Concord - primarily Contra Costa County | FY25-26 Recommended Budget Page 256 federal grant-funded). This budget ensures continued investment in housing and homelessness services while transitioning key contract roles into sustainable, permanent County positions. Enhancing Healthcare Services for Incarcerated Populations The Detention Health division is preparing for a $9.6 million budget increase, with total expenditures at $66.1 million. This includes: $6.4 million in salary and benet increases to support appropriate stafng levels at the West County Reentry Treatment and Housing Facility (WRTH), opening in Summer 2025. This is inclusive of a vacancy factor of $5.5 million. $3.7 million in additional service costs, largely driven by rising pharmacy and medical expenses. $272,000 for expanding the pharmacy and pill room to accommodate growing healthcare needs within the west county detention facility. With 82% of the Detention Health budget dedicated to salaries and benets, the County remains committed to maintaining stafng levels while managing costs. To keep net County contributions steady, the division will utilize the referenced vacancy factor and $8.6 million in one-time Projects for Assistance in Transition from Homelessness (PATH) grant funds, though future funding challenges remain a concern. The department anticipates new CalAIM revenue in FY26-27 but the exact amount is yet to be determined. Public Health The Public Health budget will increase by $5.8 million, bringing total funding to $100.6 million (which includes Federal, State, Other and General Purpose Revenue). Public Health supports Community-Based Clinical Services, Case Management, Maternal and Child Health programs, Vital Registration, Emergency Preparedness and Community wellness and policy. Key drivers include: $6.1 million in intergovernmental revenue (Medi-Cal & Targeted Case Management reimbursements). $6.4 million (8%) increase in salary & benets for merit and general wage increases. A $9.55 million vacancy factor to maintain nancial balance. Looking Ahead The FY25-26 Recommended Budget reects a period of strategic investment, growth, and continued scal responsibility for Contra Costa County Health Services Department. From expanding medical and behavioral health services to supporting vulnerable populations and strengthening public health infrastructure, this budget ensures that critical services remain accessible and sustainable. Additionally, Contra Costa County Health Services Department will continue to evaluate its organizational structure to more efciently deliver high-quality care and services, better leverage the size and diversity of its work, and more closely align with the needs of patients, clients and the community. As the County continues to adapt to evolving healthcare challenges, leadership remains committed to monitoring funding levels, exploring new revenue sources, and advocating for additional state and federal support. Contra Costa County | FY25-26 Recommended Budget Page 257 Equity in Service Delivery Equity CCH is devoted to fostering equity both within its organization and the community. Equity and the elimination of health disparities are foundational to our work. Using Data to Identify and Address Community Health Disparities Service delivery and quality data stratied by race/ethnicity, sexual orientation, gender identity and area of service inform improvement plans to address health disparities in diverse populations. Percent of County Residents served in FY 23-24 by City of residence Residents Served in FY 23-24 by Race/Ethnicity Hispanic/Latino 149,811 38.5% White/Caucasian 61,525 15.8% Black/African American 49,796 12.8% Declined/Unknown 46,677 12.0% Asian 46,079 11.8% Other Race 25,786 6.6% More Than One Race 6,150 1.6% Hawaiian/Pacic Islander 2,954 0.8% American Indian/Alaska Native 710 0.2% Residents Served in FY 23-24 by Spoken Language English 261,657 67.2% Spanish 93,971 24.1% Unknown 5,473 1.4% Mandarin (Spoken Only)2,733 0.7% Dari 2,498 0.6% Vietnamese 2,365 0.6% Portuguese 2,234 0.6% Cantonese (Spoken Only)2,069 0.5% Tagalog 2,061 0.5% Arabic 1,953 0.5% Farsi 1,935 0.5% Punjabi 1,574 0.4% Russian 1,573 0.4% Other 1,085 0.3% Pashto 703 0.2% Nepali 662 0.2% Korean 542 0.1% Urdu 418 0.1% French 365 0.1% Mien 364 0.1% Contra Costa County | FY25-26 Recommended Budget Page 258 Other Languages 3,253 0.8% Residents Served in FY 23-24 by Sexual Orientation Not Available 228,705 58.7% Straight 136,161 35.0% Choose not to disclose 15,970 4.1% Don't know 3,770 1.0% Bisexual 1,623 0.4% Lesbian or Gay 1,470 0.4% More than one selection 892 0.2% Something else 635 0.2% Unable to Obtain 260 0.1% Declined to State 2 0.0% Residents Served in FY 23-24 by Gender Identity Not Available 224,344 57.6% Female 90,077 23.1% Male 68,461 17.6% Choose not to disclose 5,601 1.4% Nonbinary 206 0.1% Transgender Female 191 0.0% Other 164 0.0% Transgender Male 155 0.0% Unable to Obtain 150 0.0% Genderqueer 137 0.0% Declined to State 2 0.0% A Community Health Assessment (CHA) is underway in partnership with Kaiser Permanente to carefully analyze community health data and learn from the community to inform a community health improvement plan, to be completed in 2025/26. Community Engagement in Service Delivery CCH continues to improve its outreach services, reducing equity-related barriers by bringing culturally and linguistically appropriate care, services and health information directly into communities of interest. Over the past year, CCH developed a community engagement initiative within the homeless Continuum of Care to advance racial equity throughout the crisis response system. This included growth and development of Coordinated Outreach Referral, Engagement (CORE) homeless services, as well as behavioral health eld response programs. CCH also promotes access to care by delivering direct services and care outside of traditional health facilities through mobile health clinics, Health Care for the Homeless and other programs. The Basic Health Care program provides access to comprehensive, quality health care, preventing health care disparities and promoting preventive care. Coverage is provided to county residents between 138% and 300% of the federal poverty line (regardless of documentation status) and who are not eligible for full scope Medi-Cal, Medicare, or on other insurance. The CCH Promotora program provides culturally and linguistically appropriate health navigation to all patients, especially Spanish-speaking community members, advocating for and serving as liaison between community, health professionals and community-based organizations. Employee Training and Workforce Development Our equity team surveys staff to identify internal issues and inform department efforts relating to hiring, promotion and ensuring a welcoming environment for all staff. CCH promotes staff-supported solutions to address workforce development opportunities. CCH convenes Contra Costa Accountable Community for Health (CC-ACH), a community-driven collaborative dedicated to health equity and transformational change in community health. CC-ACH plans workshops in 2025 to build capacity among leaders in the county and community to more effectively work together to combat structural racism and initiate strategies that advance healing, belonging Contra Costa County | FY25-26 Recommended Budget Page 259 and racial equity. CCH supports residents with lived experience to train for future work in health through efforts such as the SPIRIT program, where those with lived experience with behavioral health issues earn college credit and often become peer certied, and the Ambassador program, which is focused on hiring and training community members with lived experience, including people living with developmental disabilities. CCH provides a range of staff trainings to provide staff with the skills necessary to deliver quality, culturally competent care and programming to our diverse community and to support development of an inclusive workforce. Contra Costa County | FY25-26 Recommended Budget Page 260 Goals Contra Costa Health Goals for FY25/26 Medi-Cal Transformation Dual Eligible Special Needs Plan (D-SNP) Achieve regulatory approval for and begin implementation of D-SNP by January 1, 2026. Justice Involved Reentry Initiative Submit Pre-Release Services Readiness Assessment to the California Department of Healthcare Services (DHCS) by April 1, 2026 in preparation for the launch of Pre-Release Services. System Modernization Health System Transformation Create a new permanent nancial organizational structure and hire a permanent Chief Financial Ofcer and a permanent Chief of Capital Planning and Facilities by June 2026. CCRMC Campus Develop and submit to Health Care Access and Information (HCAI) design and construction documents for seismically compliant Food Services and Cafeteria building on the Contra Costa Regional Medical Center campus by December 31, 2025. Behavioral Health Transformation Conduct a comprehensive public planning process, prepare an implementation plan and receive approval from the Board of Supervisors for a new behavioral health services act plan by June 30, 2026. Housing Housing Inventory Increase number of interim housing units by at least 80 beds by June 30, 2026 in alignment with the board-approved regional action plan. Countywide Homeless Strategic Plan Participate and support the development of a countywide homeless strategic plan by June 30, 2026. Access to Care and Services Initial Health Appointments Complete Initial Health Appointment for 45% or more of Contra Costa Health Plan members newly assigned to Contra Costa Regional Medical Center and Health Centers within 120 calendar days of enrollment by June 30, 2026. Quality Incentive Pool (QIP) Compliance Maintain Quality Incentive Pool (QIP) compliance at a minimum of 40 of the mandatory and elective metrics. Specic emphasis will be placed on increasing cervical cancer screening, screening mammography, and perinatal care, with a strong focus on equity and reducing disparity. Third Next Available Appointment Decrease the primary care provider third next available appointment from 23 days to 14 days by June 30, 2026. Contra Costa County | FY25-26 Recommended Budget Page 261 Child and Adolescent Well-Care Visit Increase the number of individuals aged 3-21 years assigned to our health system who had at least one annual visit with their primary care provider from 57% to 61% by June 30, 2026. Emergency Ambulance Service Contract for Response Areas 1, 2 and 5 Conduct a formal solicitation process and select an emergency ambulance provider for emergency response areas 1, 2 and 5 for implementation by January 1, 2026. Clinical Operations at the West County Reentry, Treatment and Housing Facility By August 31, 2025, establish a fully operational health clinic at the West County Reentry, Treatment, and Housing (WRTH) facility in Richmond, offering primary outpatient services, oral surgery, behavioral health, optometry, lab, radiology, dialysis, and medical resident training. Contra Costa County | FY25-26 Recommended Budget Page 262 Accomplishments Contra Costa Health (CCH) launched an initiative in 2024 to undergo a full health system transformation, to more efciently deliver high-quality care and services, better leverage the size and diversity of its work, and more closely align with the needs of patients, clients and the community. Transformation work will continue through 2025 and will include the realignment of departmental divisions into broader branches that share governance and administrative supports. Branches will be arranged according to how patients and residents use CCH’s services: healthcare delivery system, managed care, and community health and safety. Delivery System Youth Stabilization Unit Opens at Regional Medical Center CCH opened a standalone, 24-hour behavioral health crisis stabilization unit for children and teens in June 2024 at Contra Costa Regional Medical Center (CCRMC), enhancing our ability to deliver developmentally appropriate emergency care in a dedicated space separate from adult PES. A3 Crisis Response Honored for Innovative Approach to Care Delivery The California Association of Public Hospitals and Health Systems (CAPH) and the California Health Care Safety Net Institute (SNI) awarded CCH's A3 program their 2024 Quality Leaders Award for Innovation in November 2024. The award showcases forward-thinking approaches in the state's public health care systems that address the health needs of the communities they serve. A3 is Contra Costa's behavioral health response team, providing 24-hour access to trained support for county residents experiencing behavioral health crises. Regional Medical Center Honored for Quality and Safety CCRMC earned an A grade from Leapfrog Group in November 2024, rating it among the safest hospitals in the nation in terms of preventing accidents, injuries and infections. Detention Health Dental Suite Improved CCH refurbished and added state-of-the-art equipment to the dental suites at Martinez and West County detention facilities, serving about 100 patients monthly, to provide advanced oral surgery options. Managed Care Contra Costa Health Plan Shifts to Single-Plan Model Contra Costa Health Plan (CCHP) absorbed more than 30,000 new members during 2024 as it successfully transitioned to a single-plan model for Medi-Cal. Basic Health Coverage Extended to Uninsured, Undocumented Residents In July 2024, CCH began offering affordable health coverage to uninsured county residents who do not qualify for Medi-Cal or CoveredCA, including an estimated 10,000 undocumented individuals. CCHP Recognized for Exceptional Quality of Care The National Committee for Quality Assurance (NCQA) recognized CCHP with a 4.5-star rating in September 2024, making it one of the two top plans in California among health maintenance organizations that offer Medi-Cal. Community Health and Safety New Permanent Supportive Housing Opened In July 2024, CCH celebrated the completion of El Portal Place, a 54-unit facility in San Pablo that expands housing and services for adults with disabilities who are experiencing homelessness. Health Atlas Allows Easy Public Access to Community Health Data CCH launched the Contra Costa Health Atlas in June 2024. The Atlas is an online tool that gives the public easy access to a wide array of public, county-level health data at cchealth.org. Health Permit for Home Kitchens Provides Flexibility for Small Businesses Contra Costa launched a new health permit that allows county residents to sell home-cooked food to the public in July 2024. The Microenterprise Home Kitchen Operation (MEHKO) permit opens the door for more small businesses and more nutritious dining options in areas where access to healthy food is limited. Contra Costa County | FY25-26 Recommended Budget Page 263 Veterans Service Ofce Joshua Zebley Veterans Services Ofcer For additional information, call (925) 313-1481 or visit https://www.contracosta.ca.gov/1557/Veterans-Service-Ofce . DEPARTMENT OVERVIEW The Veterans Service Department provides comprehensive program navigation and community outreach services to those who served in the Armed Forces of the United States of America, their dependents, and survivors. The Department works in coordination with the U.S. Department of Veterans Affairs (VA), Department of Defense (DOD), California Department of Veterans Affairs (CalVet), and other state and local programs to ensure that all Veterans and eligible beneciaries are knowledgeable of and can access resources. With a virtual ofce, as well as four physical ofce locations that are accessible to all county residents, the departmental staff provide interdisciplinary counseling on disability and compensation benets, medical benets assistance, home loan and life insurance, and claims preparation. Through Contra Costa Television (CCTV), the Department also hosts a monthly Veterans' Voices program which highlights key policy and program developments impacting the veteran community. Current and previous seasons of the Veterans' Voices program can be found at https://www.contracosta.ca.gov/5163/Veterans-Voices  . Contra Costa County | FY25-26 Recommended Budget Page 264 Organizational Chart Full-Time Equivalent Employee (FTE) Summary FY24-25 Revised FY25-26 Recommended Change 95 - VETERANS SERVICE 13.00 14.00 1.00 For FY25-26, the Veterans Service Ofce is recommending the addition of one (1) Veteran Services Manager position as part of succession planning within the ofce to ensure continuation of uninterrupted services to our veteran population. County Veterans Service Ofcer Assistant County Veterans Service Ofcer Veterans' Service Manager Veterans Service Representative Staff Clerical Administrative Staff Veterans' Service Manager Veterans Service Representative Staff Clerical Administrative Staff Executive Secretary Contra Costa County | FY25-26 Recommended Budget Page 265 Expenditures Summary 2 ,741,140 $363,897 (15.31% vs. prior year) Expenditures by Expense Type The chart below reects the Veterans Service Ofce's budgeted and historical expenditures by expense type. If reected as a percentage of total departmental costs, salary and benets represent 82.6% of the total expenditures and includes sufcient appropriations to fund 14.0 FTEs for FY25-26. Budgeted and Historical Expenditures by Expense Type Millions Other Charges Expenditure Transfers Services And Supplies Salaries And Beneﬁts FY2024 FY2025 FY2026 $0 $0.5 $1 $1.5 $2 $2.5 $3 Salaries And Benefits $1,688,162 $1,882,325 $2,264,003 $381,679 20.3% Services And Supplies $325,744 $480,036 $456,675 -$23,361 -4.9% Other Charges $3,554 $4,459 $10,038 $5,579 125.1% Expenditure Transfers $5,630 $10,424 $10,424 $0 0% Total:$2,023,090 $2,377,244 $2,741,140 $363,897 15.3% Name FY2024 Actuals FY2025 Revised Budget FY2026 Recommended Budget FY24-25 Revised vs. FY25-26 Recommended ($) FY24-25 Revised vs. FY25-26 Recommended (%) Contra Costa County | FY25-26 Recommended Budget Page 266 Revenues Summary The FY25-26 Recommended Budget includes an increase to the department's general purpose revenue allocation in the amount of $363,897 to fund proposed increases of $381,867 in salary and benet costs, which are slightly mitigated by a net reduction to planned service and supply and other costs in the amount of $17,782. 2 ,741,140 $363,897 (15.31% vs. prior year) Revenues by Source Budgeted Revenues by Source Millions Other Local Revenue State Assistance General Purpose Revenue FY2024 FY2025 FY2026 $0 $0.5 $1 $1.5 $2 $2.5 $3 State Assistance $410,430 $380,000 $380,000 $0 0% Other Local Revenue $200,000 $75,000 $75,000 $0 0% General Purpose Revenue $1,412,660 $1,922,244 $2,286,140 $363,897 18.9% Total:$2,023,090 $2,377,244 $2,741,140 $363,897 15.3% Name FY2024 Actuals FY2025 Revised Budget FY2026 Recommended Budget FY24-25 Revised vs. FY25-26 Recommended ($) FY24-25 Revised vs. FY25-26 Recommended (%) Contra Costa County | FY25-26 Recommended Budget Page 267 Key Budget Updates The Veterans Service Department provides timely access and support to approximately 38,000 local Veterans and their families via in-person and virtual services. In addition to student and senior outreach efforts, the Department works in collaboration with CCTV to produce the Veterans’ Voices program which continues to expand connection with the multi-generational veteran population and implement customized programming to meet clients where they are. For FY25-26, the County Administrator is recommending salary and benet cost increases of $381,678, including cost-of-living adjustments and the addition of one (1) Veteran Services Manager position to be funded by General Purpose Revenue. The Veteran's Services Manager position is proposed to be added as part of succession planning within the ofce to ensure continuation of uninterrupted services to our Veteran population. To align with projected expenditures, the Recommended Budget also reects a decrease of $23,361 from the prior scal year for services and supplies. Revenue received through the County Subvention Program, funded by the State in the projected amount of $380,000, will continue to support departmental operations and outreach efforts conducted throughout the year. It is important to note a continuing trend of out of County veterans, primarily from Alameda and Solano counties, seeking services from the Contra Costa Veterans Service Ofce. Currently, it is estimated that 15-20% of clients served by the ofce reside outside of the County. The ofce will continue to maintain a philosophy of serving all veterans seeking assistance; however, this increasing trend does result in the County effectively subsidizing the counties of Alameda and Solano with general purpose revenue. Equity in Service Delivery The Veterans Service Ofce continues to provide accessibility to benet services by maintaining a virtual ofce, which reaches veterans that may have difculty traveling to an ofce location; through outstations in the cities of San Pablo, Brentwood and the town of Danville, which helps to reach a broader range of communities throughout each region of the County; providing services at homeless resource events, such as Stand Down on the Delta; conducting outreach at community colleges for student veterans and dependents; and hosting Veterans Voices, a television show which reaches a variety of veterans through various forms of media on demand. Additionally, the Veterans Services Ofce partners with the Superior Court through the Veterans Treatment Court, which focuses on assisting veterans who are justice-involved. Goals For FY25-26, the Department is striving to meet the following goals: . Increase services to a growing number of Veterans with evolving and increasing levels of complex physical and mental disabilities, with enhanced focus on support services integration. . Continue to support the Veterans Treatment Court and Mentor programs which enable justice involved Veterans to receive treatment and rehabilitative services to assist them in successfully reintegrating into our community. . Rene internal claims procedures for submittal and case management to enhance efciency and delivery of awards to those that we serve. . Increase outreach efforts directed at soon-to-be discharged service members, elder Veterans, justice involved Veterans, student Veterans, Veterans that need mental health services and homeless Veterans. Contra Costa County | FY25-26 Recommended Budget Page 268 Accomplishments For FY23-24, The Veteran Service Ofce staff conducted 11,000 interviews, of which 759 were conducted at various outstations (Brentwood, Danville and San Pablo) and participated in 29 outreach events which resulted in 4,715 claims led. Of those claims, 3,114 were awarded resulting in a 66% success rate. The claims led during FY23-24 represent a 12% increase from the prior scal year. During this period, the Veterans Service Ofce facilitated $9,157,604 in retroactive payments and monthly recurring payments of $1,329,773 for a combined annual amount of $25,114,887. These tax-free dollars will benet veterans and their families, while subsequently putting money back into the local economy. These dollar amounts represent a 15% increase from the previous year. Veterans’ Voices is a live television show hosted by the County Veterans Service Ofcer in collaboration with subject matter experts and produced by Contra Costa Television. This monthly show focuses on veterans’ issues and benets. The shows are being compiled and archived into a resource library format for veterans to permanently access. One of the year’s most viewed shows was “The Pact Act Revisited” in January 2024 that covered the latest updates to the PACT Act, which is one of the most impactful changes to Veterans benets passed by Congress in the last decade. The utilization of social media has been an effective means of increasing the show’s visibility and disseminating relevant information to veterans and their families. Veterans’ Voices was viewed nearly 24,000 times on YouTube, up 15% from 2023 and had a 27% increase in subscribers in 2024. Meanwhile, on Facebook, the show was viewed over 16,000 times and had a 66% increase in followers. In 2024, Veterans’ Voices received a Western Access Video Excellence (WAVE) award in the Underserved Voices Professional Category for “Veteran Athletes”, and a Hometown Media Award in the Informational Talk Show Series Category for “Veterans in the Justice System.” Contra Costa County | FY25-26 Recommended Budget Page 269 Performance Measures Two highlights of the Department’s performance measures are the respective increases in Benet Claims awarded and College Tuition Fee Waivers submitted. In FY23-24 the Contra Costa County VSO experienced a 10% increase in Veterans benets awarded. This increase is due to increased accessibility of our services and successful advocacy for Veterans and their families. The VSO averaged one hundred unique Veterans a month in addition to assisting over 10,000 Veterans and their family members in FY23-34. While the VSO experienced a 6% increase in the number of tuition fee waivers submitted. Each of these measures reects a different stage in the lifecycle of services provided which support the unique needs of the clients served and can be attributed to procient staff case management. ($) Retroactive Benet Payments Facilitated $9,621,309$9,621,309$9,621,309 $7,525,786$7,525,786$7,525,786 $8,259,831$8,259,831$8,259,831 $8,976,346$8,976,346$8,976,346 Retroactive Benets FY19-20 FY20-21 FY21-22 FY22-23 FY23-24 0 2,000,000 4,000,000 6,000,000 8,000,000 10,000,000 12,000,000 ($) Lump Sum Benet Payments Facilitated $586,470$586,470$586,470 $234,030$234,030$234,030 $274,872$274,872$274,872 $181,258$181,258$181,258 Lump Sum FY19-20 FY20-21 FY21-22 FY22-23 FY23-24 0 100,000 200,000 300,000 400,000 500,000 600,000 700,000 Contra Costa County | FY25-26 Recommended Budget Page 270 ($) New Recurrent Benet Payments Facilitated $1,108,692$1,108,692$1,108,692 $827,178$827,178$827,178 $933,379$933,379$933,379 $1,103,993$1,103,993$1,103,993 $1,329,773$1,329,773$1,329,773 New Recurrent Benets FY19-20 FY20-21 FY21-22 FY22-23 FY23-24 0 200,000 400,000 600,000 800,000 1,000,000 1,200,000 1,400,000 College Tuition Fee Waivers 190190190 514514514 488488488 536536536 580580580 # Processed in a federal scal year FY19-20 FY20-21 FY21-22 FY22-23 FY23-24 100 200 300 400 500 600 Contra Costa County | FY25-26 Recommended Budget Page 271 Law and Justice The Law and Justice Functional Group summarizes the following departments: Animal Services, District Attorney, Probation, Public Defender, Sheriff-Coroner, and Justice Programs. Contra Costa County | FY25-26 Recommended Budget Page 272 Animal Services Ben Winkleblack Director For more information, call (925) 608-8400 and visit https://www.contracosta.ca.gov/7282/Animal-Services (https://www.contracosta.ca.gov/7282/Animal-Services). The Contra Costa County Animal Services Department is committed to protecting the health, safety, and well-being of people and pets in the community through enforcement of state and local laws, providing compassionate care for animals regardless of temperament or condition, and reducing the number of animals who need to enter the County shelter. The Department shelters animals that are lost, sick, injured, or in danger, and reunites lost pets with their families. The Department works to place animals in safe, caring homes, and provides education and services to enhance the lives of the people and pets in our County while strengthening the human-animal bond. DEPARTMENT OVERVIEW The Animal Services Department is comprised of ve divisions: Field Services, Shelter Operations, Medical Services, Community Services, and Administrative Services. Field Services ensures public safety through equitable enforcement of State laws and County ordinances in the unincorporated areas of the County and the cities that have agreements with the Department. Field Services is accessed through the 911 system as well as responding to non-emergency calls primarily addressing domestic animal public health concerns. Shelter Operations provides compassionate temporary care for lost or abandoned animals and assists pets in reuniting with their families. Shelter Operations seeks outcomes for impounded animals by administering an adoption program, managing a foster community, and facilitating transfer to adoption partners. Pet owners in need are provided with resources through the Shelter Operations’ Pet Retention / Intake Diversion program. Impounded animals receive enrichment through playgroups, volunteer interactions, in-kennel enrichment, and basic training to increase adoptability. Medical Services provides emergency, preventative, and routine care to sheltered animals and lost or abandoned pets. Medical Services assists the Field Services division with criminal case investigations through forensic examinations and assists Shelter Operations in managing herd health of sheltered animals. The Medical Services division also operates the Department’s Spay and Neuter Clinic, which provides Trap-Neuter-Return services for community cats, low-cost pet spay and neuter services for resident-owned pets, and alters all sheltered animals prior to their release. Community Services provides public information, community engagement programs, off-site adoptions, and community education. The Community Services Division also provides marketing support, manages the Department’s adoption program, and is responsible for recruiting, training, and managing the Department’s volunteer program. Administration Services provides the support required for the ongoing operations of the Department. This includes personnel functions, scal, data, contract management, and customer service through the Clerical Division. The Clerical Division performs client facing operations including pet licensing, animal adoption, and pet relinquishment. The Administrative Services section manages funds for progressive community programming such as Measure X and Animal Benet Fund. Contra Costa County | FY25-26 Recommended Budget Page 273 Other Funds: The Animal Benet Fund was created in 1988 to facilitate the receipt of donations from individuals, animal welfare organizations and businesses, to support animal health and welfare projects not funded by departmental or general County revenue. Since the creation of the Animal Benet Fund, monetary contributions and donations for services and supplies have provided for unfunded needs of sheltered animals. These donations have come in the form of grants, regular donations, and over-the-counter donations. Organizational Chart The Animal Services Department will have 90 full-time equivalent (FTE) positions recommended for FY25-26, a net increase of one (1) from the 89 FTEs approved for FY24-25. Two (2) Animal Services Clerks will be added to extend shelter business hours, and one (1) Animal Shelter Veterinarian will be added to ensure medical care in the FY25-26 budget. The additions are offset by deleting one (1) vacant Ofce Manager and one (1) Animal Services Ofcer. Full-time Equivalent Employee (FTE) Summary FY24-25 Revised FY25-26 Recommended Change 36 - ANIMAL SERVICES 89 90 1 Animal Services Organizational Chart Animal Services Director Administrative Services Customer Service Finance, Personnel Field Services Community Support Ordinance Enforcement Hearings Community Services Volunteers Humane Education Community Outreach Center Operations Medical Services Spay/Neuter Clinic Shelter Services Transfer Partner Program Intake Diversion Pet Assistance Program Contra Costa County | FY25-26 Recommended Budget Page 274 Expenditures Summary The Animal Services Department's FY25-26 Recommended Budget expenditures are comprised of $18,261,445 in the General Fund, and $160,000 in the Animal Benets Fund (ABF). The ABF uses monetary donations to provide support for unfunded animal needs throughout the County. Programs through the ABF include Medical Assistance, Humane Education, Shelter Intervention, and Spay/Neuter and Wellness. General Fund expenditures include funding for 90 full-time positions with Salaries and Benets representing 70% of the Department's FY25-26 Recommended Budget. 18,421,445 $628,160 (3.53% vs. prior year) Expenditures by Expense Type Budgeted and Historical Expenditures by Expense Type Millions Fixed Assets Other Charges Expenditure Transfers Services And Supplies Salaries And Beneﬁts FY2024 FY2025 FY2026 $0 $5 $10 $15 $20 Contra Costa County | FY25-26 Recommended Budget Page 275 Salaries And Benefits $9,772,037 $10,910,021 $12,803,206 $1,893,185 17.4% Services And Supplies $5,162,995 $6,315,599 $4,991,659 -$1,323,940 -21% Other Charges $94,823 $119,500 $111,450 -$8,050 -6.7% Expenditure Transfers $618,164 $448,165 $515,130 $66,965 14.9% Fixed Assets $24,527 $0 $0 $0 0% Total:$15,672,546 $17,793,285 $18,421,445 $628,160 3.5% Name FY2024 Actuals FY2025 Revised Budget FY2026 Recommended Budget FY24-25 Revised vs. FY25-26 Recommended ($) FY24-25 Revised vs. FY25-26 Recommended (%) Revenues Summary The Department's FY25-26 Recommended Budget includes estimated revenue totaling $18,421,445, including $5,934,970 from General Purpose Revenue (net County cost), $12,326,475 from other revenue sources such as contract cities and animal licensing, and $160,000 for the ABF. Total General Purpose Revenue of $6,335,389 in the FY2025 Revised Budget includes a mid-year increase of $750,000 for the Department's Measure X allocation from the Board of Supervisors. That amount was in addition to the original General Purpose Revenue allocation of $5,585,389. In the FY25-26 Recommended Budget, the one-time Measure X allocation is not included. 18,421,445 $628,160 (3.53% vs. prior year) Contra Costa County | FY25-26 Recommended Budget Page 276 Revenues by Source Budgeted Revenues by Source Millions General Purpose Revenue Other Local Revenue FY2024 FY2025 FY2026 $0 $5 $10 $15 $20 Other Local Revenue License/Permit/Franchises $1,205,492 $1,350,000 $1,370,000 $20,000 1.5% Use Of Money & Property $37,246 $0 $0 $0 0% Charges For Services $8,156,274 $9,667,896 $10,956,475 $1,288,579 13.3% Miscellaneous Revenue $400,522 $160,000 $160,000 $0 0% Fund Balance $302,486 $280,000 $0 -$280,000 -100% Total Other Local Revenue:$10,102,020 $11,457,896 $12,486,475 $1,028,579 9% General Purpose Revenue $5,570,527 $6,335,389 $5,934,970 -$400,419 -6.3% Total:$15,672,546 $17,793,285 $18,421,445 $628,160 3.5% Name FY2024 Actuals FY2025 Revised Budget FY2026 Recommended Budget FY24-25 Revised vs. FY25-26 Recommended ($) FY24-25 Revised vs. FY25-26 Recommended (%) Contra Costa County | FY25-26 Recommended Budget Page 277 Revenue - Charges for Services: City Service Agreements Contra Costa County | FY25-26 Recommended Budget Page 278 Key Budget Updates The Animal Services Department's recommended budget for FY25-26 is $18,421,445, inclusive of the ABF allocation of $160,000. The FY25-26 Recommended Budget increases appropriations and estimated revenue by $628,160 from the FY2025 Revised Budget. After adjusting for the one-time Measure X allocation of $750,000 in FY24-25 and removing it from the ongoing operating budget, the increase from the adopted prior year budget is $1,378,160, or 8%. This includes an increase of $1,295,579 for contract cities revenue and a net increase of $349,581 in General Purpose Revenue contribution from FY24-25. The FY25-26 operating budget is $18,261,445. In addition, $160,000 from the Animal Benet Fund is recommended for appropriation to provide additional medical assistance, humane education, shelter intervention, and spay/neuter and wellness programs. Salary and Benets expenses increase by $1.89 million, inclusive of a $427,828 vacancy factor, and account for 70% of total budgeted expenditures. Services and Supplies are budgeted for a net decrease of approximately $573,940, adjusted for the removal of the Measure X allocation. The reduction is attributed to the reallocation of funding to replace a contract-based Veterinarian with a full-time Veterinarian position, a decrease in recommended ABF expenditures, the decrease of some interdepartmental charges, plus improved efciencies with animal care and supplies. The Department diligently sought a new dispatch services provider in 2024 as the prior contract came to a conclusion. The negotiated agreement with San Ramon Valley Fire Protection District became effective January 1, 2025, and resulted in an approximate annual increase of $558,667 for dispatch costs in the Services and Supplies category. Animal Services will have 90 full-time equivalent (FTE) positions recommended for FY25-26, a net increase of one (1) from the 89 FTEs approved for FY24-25. This includes the addition of three (3) FTE positions: two (2) Animal Services Clerks and one (1) Animal Shelter Veterinarian. Two (2) positions will be deleted: one (1) vacant Ofce Manager and one (1) vacant Animal Services Ofcer. The proposed stafng adjustment was presented to the Contra Costa County Public Manager's Association, composed of all Contra Costa County City Managers, as part of the Animal Services Department update in March 2025. In December 2023, the Board of Supervisors approved $750,000 in Measure X funding for low-cost spay and neuter services, microchipping/vaccination clinic events, and pet retention services. The Department received the one-time funding in mid- year FY24-25. Provider contracts are in place, services are underway, and the Department will utilize its $750,000 Measure X allocation through the 3-year funding term ending FY26-27. General Purpose Revenue will fund 32.5% of General Fund expenditures compared to 33.6% currently. The per capita rate for the contract cities is $12.45 based on the total fee of $10,663,475 and total served population of 856,705. This is in contrast to the per capita rate of $34.05 for Unincorporated County and an unincorporated population of 174,289. Per Capita Rates FY24-25 Budget Change FY25-26 Proposed City $10.92 $1.53 $12.45 County $32.04 $2.01 $34.05 Proportion of Charges Total Population Percent Population Percent Rates City 856,705 83.1%58.4% County 174,289 16.9%32.5% FY25-26 will mark the fourth year of a new service agreement structure executed in collaboration with 18 partner cities throughout the County. In California, municipalities are responsible for providing animal control services within city limits and the County is responsible for providing those services within the unincorporated area. In Contra Costa County, cities have historically contracted with the County to provide animal services on their behalf, except for the City of Antioch. The Recommended Budget continues to reect revenue to partially offset the cost of providing services to cities; however, it is important to note that the County continues to bear a disproportionate cost share of the total expenditures when compared to its city partners. Contract city revenue funds 58.4% of General Fund total expenditures. However, the aggregate contract city population accounts for 83.1% of the service area covered by Animal Services based on population estimates provided by the California Department of Finance Demographic E1 Report, as of January 1, 2024. Contra Costa County | FY25-26 Recommended Budget Page 279 Equity in Service Delivery Animal Services remains committed to fostering equity and ensuring programs and services benet the entire community, particularly those in areas of greatest need. In FY 24-25, the Department allocated $340,000 to local community-based organizations for pet retention, access to care, and spay and neuter services through the Animal Benet Fund. These funds are specically aimed at supporting communities and projects in high-need areas, as identied by community needs and assessments. The Department has also maximized resources to host community events and humane education initiatives, building relationships and partnerships across the County. By partnering and expanding reach with these organizations, the Department aims to address gaps in resources and expand access to care where it is needed the most. Animal Services continues to leverage Geographic Information System (GIS) tools to map and identify areas of greatest need. This data-driven approach ensures that services are equitably distributed and that the Department prioritizes outreach and resources in underserved neighborhoods. The data analysis identifying areas of need has been used to allocate an additional $750,000 in Measure X funding, distributed over 36 months through 2027, to support high animal intake and activity areas in the 94565 and 94801 zip codes, as well as surrounding regions. The data collected has also driven the Department to take steps to partner with multiple community-based organizations to offer free vaccine and microchip clinics throughout the County. To strengthen internal practices, the Department is collaborating with the Ofce of Racial Equity and Social Justice to develop training on implicit bias for staff. This training will equip staff with the tools to recognize and address unconscious biases, ensuring that all interactions with the public and within the team reect the values of inclusivity and respect. Contra Costa County | FY25-26 Recommended Budget Page 280 Goals & Accomplishments GOALS Goal 1: The Department strives to achieve an average length of stay of 10 days by focusing on pathway planning, increasing the efciency of spay and neuter surgeries for shelter animals, and by strengthening relationships with transfer partners. Goal 2: The Department will continue to increase the number of lost pets returned to their owners by increasing public awareness and expanding the number of offsite microchip, license, and vaccination clinics for Contra Costa County residents. Goal 3: The Department will continue to expand low-cost spay and neuter services through Animal Benet Fund spay/neuter grants, Measure X funding, and increased partnerships. In 2024, $750,000 in Measure X funding was allocated to community partners for a 3-year term to increase low-cost spay/neuter services in the County. The Department also allocated $100,000 in Animal Benet Funding for low-cost spay/neuter services in addition to the 3,800 spay/neuter surgeries the Department performed in FY 2023/2024. Goal 4: The Department strives to achieve 2-hour response times for 95% of priority 1 calls and 12-hour response times for 80% of priority 2 calls, as specied in the city service agreements. The Department will continue to assess the current service model to improve response times. ACCOMPLISHMENTS Animal Licensing Services – The Department conducted an analysis of licensing compliance and identied opportunities to increase compliance for new pets and new pet owners. Pet license notications have been updated, and the frequency of notices has been increased to better connect with these owners. Spay and Neuter Services – The Department performed an analysis of spay and neuter operations and updated practices to increase capacity. Trap Neuter Return (TNR) procedures as well as spay and neuter opportunities for owned pets have been increased. Dispatch – The Department has secured a new dispatch provider with San Ramon Valley Fire Protection District (SRVF). San Ramon Valley Fire began performing dispatch services for Animal Services Field Ofcers on January 1, 2025. Dispatch Services include integration of Animal Services Chameleon database and CAD software used by SRVF so that Ofcers have access to dispatched calls from their vehicle and from their desks. GIS System –The Department, in partnership with the County’s Department of Information and Technology (DoIT), created a geographic information system (GIS) to better triage Field Services activities. The new system creates a graphical display of pending calls and lters by priority to maximize efciency for Field Ofcers. Return to Owner Campaign –The Department launched a Return to Owner (RTO) campaign using targeted and county-wide social media advertising. The campaign targets areas in the county with the highest stray animal intakes and provides messaging about how to locate and redeem their lost pets from the shelter in English and Spanish Contra Costa County | FY25-26 Recommended Budget Page 281 Performance Measures Field Services’ calls for service increased steadily by 8% in the two consecutive prior years and they are expected to continue on an upward trajectory. The Department's spay/neuter (S/N) surgeries decreased by 20% from the prior year. This is attributed to decreased procedures for privately owned animals and community cats offered by the Department in response to staff shortages. Animal Adoptions increased 13% over the prior year. The continued improvement may be attributed to: more enrichment programs, animal enclosure enhancements, and opening the animal ward areas to the public. The Department hosted 64 community events during July 2024 through March 2025. Events included: offsite adoption events, humane education events, community presentations, and Sunday adoption events. Field Services Activities 18,43218,43218,432 18,17618,17618,176 17,55717,55717,557 16,64116,64116,641 18,02718,02718,027 19,50519,50519,505 5,0865,0865,086 5,0435,0435,043 4,2824,2824,282 3,7693,7693,769 4,1604,1604,160 4,4804,4804,480 Total calls for service¹ Deceased Animal Intakes FY18-19 FY19-20 FY20-21 FY21-22 FY22-23 FY23-24 0 10,000 20,000 30,000 Shelter Services Activities 8,2028,2028,202 7,0647,0647,064 5,8045,8045,804 6,8636,8636,863 6,7326,7326,732 3,7793,7793,7799,1919,1919,191 6,5456,5456,545 5,1425,1425,142 7,1777,1777,177 4,9244,9244,924 3,0263,0263,026 4,8944,8944,894 2,6472,6472,647 2,3662,3662,366 2,0442,0442,044 1,1071,1071,107 Animal Intakes S/N Surgeries Vaccinations Microchips Adoptions Owner Returns Rescue Transfers FY18-19 FY19-20 FY20-21 FY21-22 FY22-23 FY23-24 0 10,000 20,000 30,000 40,000 Contra Costa County | FY25-26 Recommended Budget Page 282 Length of Stay (LOS) The Length of Stay (LOS) report includes all outcomes for total length of stay. The LOS is increasingly recognized as a critical factor in shelter management, with implications for animal health, well-being, sheltering costs, and ultimately a shelter ’s capacity to save lives. FY18-19 FY19-20 FY20-21 FY21-22 FY22-23 FY23-24 Dogs Target 10 10 10 10 10 10 Average Actual Days*20 14 11 15 16 19.4 Cats Target 10 10 10 10 10 10 Average Actual Days*12 12 7 9 10 17.9** *The Length of Stay (LOS) increased for dogs due to a dramatic increase of dog impounds at the shelter since FY 20/21. The Length of Stay (LOS) for cats was achieved FY20-21 through FY22-23. **In FY23-24, LOS for cats signicantly increased because of a change in intake policies to align with UC Davis recommendations to only impound sick and injured cats; they stay longer because of their medical care requirements. Live Release Rate (LRR) The Live Release Rate is the percentage of animals leaving the shelter alive. LRR is calculated using the formula: Total Live Outcomes = (Adoptions, Release, RTF, Working Cat, TNR, Transfers + RTO)/ Total Outcomes (excluding deceased and missing). FY18-19 FY19-20 FY20-21 FY21-22 FY22-23 FY23-24 Dogs Target 88%90%90%90%90%90% Average Actual*96%94%93%93%91%90% Cats Target 88%88%88%88%88%80%* Average Actual*85%85%83%82%83%75% The Live Release Rate (LRR) of dogs slightly decreased due to the number of strays and owner surrenders, which is attributed to lack of pet-friendly housing and increased cost of pet ownership (i.e., food, veterinary care, etc.). *In FY23-24, the LRR target for cats has been updated to align with changed intake policies of the Department to align with UC Davis recommendations to only impound sick and injured cats, removing the healthy population and therefore decreasing LRR. The Department changed from reporting median, calendar year values to reporting average, scal year values as of the FY22-23 reporting period to align with industry standards. Contra Costa County | FY25-26 Recommended Budget Page 283 Animal Licensing 12,56812,56812,568 11,28511,28511,285 9,0199,0199,019 10,97010,97010,970 10,45110,45110,451 8,3098,3098,309 26,19726,19726,197 26,34926,34926,349 24,88924,88924,889 20,78820,78820,788 17,55417,55417,554 23,46623,46623,466 New Licenses Renewal Licenses FY18-19 FY19-20 FY20-21 FY21-22 FY22-23 FY23-24 0 5,000 10,000 15,000 20,000 25,000 30,000 35,000 40,000 45,000 Evaluation on licensing performance showed an opportunity to increase compliance and revenue with additional reminders and updated language. Response has increased total license sales 25% New pet licensing increased 39% New pet ownership up 44% Total license revenue up 18% Contra Costa County | FY25-26 Recommended Budget Page 284 District Attorney Diana Becton District Attorney, Elected For more information, call 925-957-2200 or visit https://www.contracosta.ca.gov/7284/District-Attorney  The mission of the Contra Costa County District Attorney's Ofce is to seek justice and enhance public safety for all County residents by fairly, ethically, aggressively, and efciently prosecuting those who violate the law, and by working to prevent crime. DEPARTMENT OVERVIEW Department Description The District Attorney is by state law the public prosecutor responsible for the prosecution of criminal violations of state law and county ordinances. The District Attorney is committed to protecting public safety and aiding those harmed by violence. The District Attorney continues to nd ways to modernize the Department and focus on the community's needs to ensure Contra Costa County remains a safe and welcoming place to live and work. Major Program Areas Mainline Prosecution The Mainline Prosecution division is responsible for reviewing, ling, and prosecuting, on behalf of the people, all general criminal offenses occurring in Contra Costa County. The division includes specialized teams that address both misdemeanor offenses and general felonies, inclusive of crimes against persons and crimes against property. In addition to general criminal offenses, Mental Health litigation operates within Mainline Prosecution. Vertical Prosecution For vertical prosecution cases, a prosecutor is assigned to the case from the point of referral to the completion of the prosecution. This method promotes a continual point of contact with investigative agencies and a direct relationship with the victim and witnesses. The following specialized vertical prosecution areas are currently part of the operations of the ofce: Community Violence Reduction, Homicide, Human Trafcking, Interpersonal Violence, Specialty Operations, and Juvenile Unit. Special Operations Special Operations addresses specic areas of criminal activity often involving multiple jurisdictions and investigative agencies. The divisions within Special Operations include Environmental Protection, Consumer Protection, Major Financial Crimes, Auto Fraud, Real Estate Fraud, and Workplace Justice. Contra Costa County | FY25-26 Recommended Budget Page 285 Investigations Bureau The Investigations Bureau is responsible for facilitating the prosecution of offenses within the District Attorney's jurisdiction. In this capacity, the Investigation Bureau locates and interviews suspects and witnesses, assists in investigations, investigates ofcer-involved fatal incidents, writes search warrant afdavits, serves search warrants, conducts surveillance, and testies as witnesses in criminal and civil cases. Victim Witness Assistance The Victim Witness Assistance Program provides constitutionally and statutorily mandated services to empower victims of crime through advocacy and support. Advocates give a voice to victims in the criminal justice system at all stages of the court proceedings. They provide crisis intervention, orientation to the criminal justice system and pursue restitution on behalf of victims and the Victims Compensation Fund. Administration The Administration Unit is responsible for operations, scal, personnel, procurement, facilities management, information technology, and resource development. Other Special Revenue Funds DA Consumer Protection Fund Receives Cy pres restitution funds from court-ordered settlements for District Attorney Consumer Protection projects when individual restitution in a particular case cannot be determined or is not feasible. DA Narcotics Fund Pursuant to state law, pays for enhanced prosecution of drug-related offenses using distributed forfeited narcotics assets. DA Environmental/OSHA Fund Funds the investigation and prosecution of environmental/occupational health and safety violations. In addition, this fund supports staff professional development in environmental law. DA Forfeiture-Fed-DOJ Fund Pursuant to federal law, pays for enhanced prosecution of drug-related offenses using distributed forfeited narcotics assets, similar to the DA Narcotics Fund. DA Real Estate Fraud Prosecution Pursuant to state law, pays for the District Attorney's costs of deterring, investigating, and prosecuting real estate fraud crimes, using fees from recording real estate instruments. DA Supplemental Law Enforcement Services Fund (SLESF) – Criminal Prosecution As provided by AB 3229 (Chapter 134, Statues of 1996), the State supplements otherwise available funding for local public safety services (Citizens Option for Public Safety - “COPS”). These funds are used locally to enhance the prosecution of domestic violence cases. Under the AB 109 Public Safety Realignment Act, SLESF allocations are now subsumed under the County’s Local Revenue Fund for Public Safety Realignment. Contra Costa County | FY25-26 Recommended Budget Page 286 Organizational Chart The FY25-26 recommended full-time equivalent (FTE) position count of 247.6 reects an increase of 8.0 FTE positions from the FY24-25 Revised Budget, through the following position modications: The addition of one (1) Administrative Services Assistant III position, one (1) Deputy District Attorney II position under the Child Abduction Prosecution Unit, one (1) Deputy District Attorney II under the Organized Retail Theft Unit, one (1) Deputy District Attorney III position under the Sexually Violent Predator Prosecution Unit, one (1) Deputy District Attorney III to support Mental Health cases, one (1) Deputy District Attorney III under the Law & Motion Unit, one (1) Deputy District Attorney III under the Filing Unit, and one (1) Network Administrator I position for technology support throughout the Department. The two deputy district attorney positions for the child abduction and sexually violent predators units, the administrative assistant and network administrator positions, are recommended based on the Department's commitment to fully fund them with dedicated state and grant revenue sources. The remaining four district attorney positions for organized retail theft, mental health, ling, and law and motion prosecution work are recommended with a General Purpose Revenue allocation. Full-time Equivalent Employee (FTE) Summary FY24-25 Revised FY25-26 Recommended Change 42 - DISTRICT ATTORNEY 239.6 247.6 8 Contra Costa County | FY25-26 Recommended Budget Page 287 Expenditures Summary The FY25-26 Recommended Budget reects total expenditure appropriations of $71,553,417, an increase of $4,214,045 from the FY24-25 Revised Budget. Appropriation increases in General Fund operations are primarily due to a projected $5.9 million increase in salaries and benets for existing employees and the addition of 8 new positions for FY25-26. Service expansions include grant-funded and state-reimbursable costs. Services and supplies reect a net decrease due to one-time FY24-25 technology and building project budgets being greater than upcoming rent increases for a temporary ofce lease in Martinez and tenant improvement costs for the Pittburg ofce location. 71,553,417 $4 ,214 ,045 (6.26% vs. prior year) Expenditures by Expense Type Budgeted and Historical Expenditures by Expense Type Millions Fixed Assets Expenditure Transfers Other Charges Services And Supplies Salaries And Beneﬁts FY2024 FY2025 FY2026 $0 $20 $40 $60 $80 Contra Costa County | FY25-26 Recommended Budget Page 288 Salaries And Benefits $48,756,187 $55,022,883 $60,991,072 $5,968,189 10.8% Services And Supplies $5,472,467 $6,772,786 $6,623,364 -$149,422 -2.2% Other Charges $1,243,713 $2,069,492 $2,347,991 $278,499 13.5% Expenditure Transfers $1,837,596 $3,332,211 $1,478,990 -$1,853,221 -55.6% Fixed Assets $108,264 $142,000 $112,000 -$30,000 -21.1% Total:$57,418,227 $67,339,372 $71,553,417 $4,214,045 6.3% Name FY2024 Actuals FY2025 Revised Budget FY2026 Recommended Budget FY24-25 Revised vs. FY25-26 Recommended ($) FY24-25 Revised vs. FY25-26 Recommended (%) Expenditures by Fund General Fund $54,910,227 $62,981,531 $68,908,715 $5,927,184 9.4% DA Consumer Protection Fund $864,114 $550,000 $1,000,000 $450,000 81.8% DA Revenue Narcotics Fund $53,567 $66,000 $66,000 $0 0% DA Environment/OSHA Fund $535,249 $523,000 $521,272 -$1,728 -0.3% DA Forfeiture-Fed-DOJ Fund $0 $993 $1,000 $7 0.7% R/Estate Fraud Prosecution Fund $441,444 $419,430 $306,430 -$113,000 -26.9% Sup Law Enforcement Svcs Fund $613,626 $2,798,418 $750,000 -$2,048,418 -73.2% Total:$57,418,227 $67,339,372 $71,553,417 $4,214,045 6.3% Name FY2024 Actuals FY2025 Revised Budget FY2026 Recommended Budget FY24-25 Revised vs. FY25-26 Recommended ($) FY24-25 Revised vs. FY25-26 Recommended (%) Contra Costa County | FY25-26 Recommended Budget Page 289 Revenues Summary The FY25-26 Recommended Budget reects total revenue of $71,553,417 for the District Attorney's Ofce, including all Special Revenue funds. Operations within the General Fund budget total $68,908,715, which includes a General Purpose Revenue allocation (net County cost) of $36,860,869. A General Purpose Revenue increase of approximately $5.85 million is recommended. State and federal revenue assumptions are atypical in that they include greater funding increases and reduction activities than in previous budgets. Some changes in revenue are due to grant-funded projects reaching the end of their funding term, and uncertainty about future funding opportunities. The following are the most signicant budgeted revenue increases: $172,700, due to access to greater AB 1810 Mental Health Diversion reimbursement. $488,550, due to the Federal Earmark Grant award for the Underserved and Unserved Survivors Support Program. $278,587, due to access to greater Sexually Violent Predator Prosecution state reimbursement and will fund an additional attorney position. $236,853, due to the new Federal Bureau of Justice Assistance National Community Court Grant award. $110,000, for the annual allocation of a 3-year District Attorney Major Crimes Investigation Task Force (formerly FBI Safe Streets Task Force) facility cost from AB 109 Public Safety Realignment Community Corrections fund balance. $490,000, due to access to greater Child Abduction Prosecution and Investigation state reimbursement and will fund an additional attorney position. The following are the most signicant budgeted revenue reductions: $350,000, due to the funding period of the Prosecutor Initiated Resentencing state pilot program ending June 30, 2025. $188,000, due to the funding period of the Project Safe Neighborhoods federally funded grant ending September 30, 2025. $720,000, due to the funding period of the Workers’ Rights Enforcement state-funded grant ending June 30, 2025. $148,873, due to the funding period of the Human Trafcking Task Force federally funded grant ending September 30, 2025. $70,000, due to unanticipated client reimbursement claims for the California Witness Relocation and Assistance Program. $101,750, due to the Federal Bureau of Investigation Safe Streets Task Force (SSTF) moving to a location outside of Contra Costa County, and therefore no longer paying the facility costs. Facility costs for the newly established District Attorney Major Crimes Investigation Task Force, which will continue the services locally is funded for a 3-year period with an AB 109 Public Safety Realignment Community Corrections one-time fund balance allocation. $113,000 to better align recording fee budgeting with prior year trends. $373,000 to better align nes and forfeitures revenue budgeting with prior year trends. In addition to various state and federal grants, the Department's budget includes an ongoing $2.4 million AB 109 2011 Public Safety Realignment Community Corrections Partnership allocation. 71,553,417 $4 ,214 ,045 (6.26% vs. prior year) Revenues by Source Contra Costa County | FY25-26 Recommended Budget Page 290 Budgeted Revenues by Source Millions Federal Assistance Other Local Revenue State Assistance General Purpose Revenue FY2024 FY2025 FY2026 $0 $20 $40 $60 $80 Contra Costa County | FY25-26 Recommended Budget Page 291 Federal Assistance $510,391 $749,750 $1,849,386 $1,099,636 146.7% State Assistance $23,093,679 $25,485,071 $23,859,047 -$1,626,024 -6.4% Other Local Revenue Fines/Forfeits/Penalties $398,273 $1,097,000 $724,000 -$373,000 -34% Use Of Money & Property -$6 $0 $0 $0 0% Intergovernmental Revenue $103,976 $100,000 $100,000 $0 0% Charges For Services $203,191 $326,000 $213,000 -$113,000 -34.7% Miscellaneous Revenue $6,116,035 $6,420,645 $6,876,413 $455,768 7.1% Fund Balance $1,255,336 $2,147,841 $1,070,702 -$1,077,139 -50.1% Total Other Local Revenue:$8,076,805 $10,091,486 $8,984,115 -$1,107,371 -11% General Purpose Revenue $25,737,352 $31,013,065 $36,860,869 $5,847,804 18.9% Total:$57,418,227 $67,339,372 $71,553,417 $4,214,045 6.3% Name FY2024 Actuals FY2025 Revised Budget FY2026 Recommended Budget FY24-25 Revised vs. FY25-26 Recommended ($) FY24-25 Revised vs. FY25-26 Recommended (%) Revenue by Department R/Estate Fraud Prosecute $441,444 $419,430 $306,430 -$113,000 -26.9% Da Forfeiture-Fed- Doj $0 $993 $1,000 $7 0.7% Slesf-Crim Prosecution $613,626 $2,798,418 $750,000 -$2,048,418 -73.2% District Attorney $54,509,412 $62,663,698 $68,588,715 $5,925,017 9.5% D A Revenue Narcotics $53,567 $66,000 $66,000 $0 0% Da Consumer Protection $864,114 $550,000 $1,000,000 $450,000 81.8% Da Environ/Osha $535,249 $523,000 $521,272 -$1,728 -0.3% D A Welfare Fraud $400,815 $317,833 $320,000 $2,167 0.7% Total:$57,418,227 $67,339,372 $71,553,417 $4,214,045 6.3% Name FY2024 Actuals FY2025 Revised Budget FY2026 Recommended Budget FY24-25 Revised vs. FY25-26 Recommended ($) FY24-25 Revised vs. FY25-26 Recommended (%) Contra Costa County | FY25-26 Recommended Budget Page 292 Key Budget Updates The District Attorney (DA) is a constitutionally elected county ofcial. The District Attorney’s Ofce is mandated under California Government Code Section 26500, to investigate, evaluate and prosecute criminal violations of state law and county ordinances occurring within a county. This includes investigation and apprehension, as well as prosecution in court. The District Attorney serves as legal advisor to the Criminal Grand Jury. The Board of Supervisors exercises budgetary control but not operational control over the elected District Attorney’s Ofce. The District Attorney’s Ofce FY25-26 Recommended Budget increases expenditure appropriations and revenue by approximately $4.2 million, or 6.26% to $71,553,417 from FY24-25 Revised Budget. The increase in expenditure appropriations is mainly in salaries and benets costs, which account for 85% of the budget. Though the overall services and supplies budget, which accounts for 10% of the budget, reects a slight reduction compared to the current year's budget, it includes new appropriations for contracts, software, and building occupancy costs, as well as increases in internal departmental service charges. Reductions to services and supplies and expenditure transfer budgets are primarily the result of state and federal grant projects due to end in the current scal year, or rst quarter of FY25-26, and one-time allocations to be fully expended by June 30, 2025. The FY25-26 Recommended Budget funds 247.6 FTE positions for the District Attorney's Ofce and includes a net increase of 8.0 FTE positions over the FY24-25 Revised Budget. As part of the Budget, the Department is requesting 6 attorney positions, 1 administrative position, and 1 information technology position. The increase in stafng levels will help the Department meet high priority needs resulting from changes in Legislation. Some of these legislative changes have posed additional demands and an increase in workload to current stafng that is not sustainable without adding resources to the workforce. The addition of 1 Administrative Services Assistant (ASA) III will be funded through multiple grants the Department receives, and the cost of this position, which will be through the conversion of a temporary ASA III to a permanent ASA III, will have no impact on the Department's General Purpose Revenue allocation. The addition of 1 Deputy District Attorney II position for the Child Abduction Prosecution Unit and 1 Deputy District Attorney II position for the Sexually Violent Predator Prosecution Unit will be 100% funded by state reimbursement and will also have no impact on the Department's General Purpose Revenue allocation. The addition of a Network Administrator I position will be funded through a reduction in supplies in the Department's Information Technology Unit based on prior year savings. The remaining 4 positions to be added for FY25-26 have resulted in an increase to the Department's General Purpose Revenue allocation, and the Department will continue to seek alternative funding opportunities. These positions will comprise 1 Deputy District Attorney II for the Organized Retail Theft Prosecution Unit, 1 Deputy District Attorney III for the Mental Health Unit, 1 Deputy District Attorney III for the Filing Unit, and 1 Deputy District Attorney III for the Law & Motion Unit. The recommended expenditure appropriations also include facility costs increase of approximately $145,000 for the new Pittsburg Ofce Building. The Department is extending its presence in East County with ofce space for attorneys near the Pittsburg Superior Court, which will allow the District Attorney's Ofce to better serve clients in that area and reduce staff travel time to and from downtown Martinez. The Department will also be continuing its second year, out of a three-year program, to lease an ofce space to house the Auto Focused Crime Elimination (ACE) Task Force pilot program. The task force will focus on targeting auto theft cases throughout the county and plans to include senior inspectors from the DA's Ofce, a sergeant, and ofcers from the California Highway Patrol, along with investigators from the California Department of Insurance, Department of Motor Vehicles, California Parole, and a special agent from the National Insurance Crime Bureau, as well as interested local law enforcement. The District Attorney’s Ofce, in partnership with other county departments, has secured a Master Services Agreement with Axon Enterprise for an evidence data management system to be implemented in FY25-26. The County Administrator's Ofce included $300,000 in the Department's NCC target specically for this expense and has committed to an ongoing General Purpose Revenue allocation needed through the 10-year contract terms, which includes a 5% annual inator. In the General Fund portion of the District Attorney’s budget, the estimated revenue of $68.9 million includes a General Purpose Revenue allocation (net County cost) of approximately $36.8 million, an increase of $5.8 million from the FY24-25 Revised Budget. Other major revenue sources include approximately $18.8 million in California Proposition 172 sales tax revenue, various state reimbursements, including community corrections public safety realignment allocation of approximately $2.4 million, and other grant funding. The Department works diligently to pursue new grant funding throughout the year and has successfully obtained new revenue for a Federal Earmark project for Underserved and Unserved Survivors Support Contra Costa County | FY25-26 Recommended Budget Page 293 Program (USSP) in the amount of $488,000, as well as new revenue from the Bureau of Justice Assistance National Community Court Grant, in the amount of $236,000. The District Attorney’s Ofce is also budgeting an additional $768,000 in new state reimbursements, which will help offset the costs of three new positions being requested for FY25-26. Although these projects will contribute to revenue increases, the Department is also noticing of grants that are slated to end in 2025, which include the Workers' Rights Enforcement Grant, set to expire at the end of the current scal year, and a Human Trafcking Trust Fund Grant, set to expire September 2025. These two grants will decrease revenues by approximately $870,000. Although there is uncertainty of renewal options for these grants, the Department will remain vigilant for any funding opportunities that may become available. Overall, the District Attorney's Ofce FY25-26 Recommended Budget is balanced without using any vacancy factor. Instead, the County Administrator's Ofce encourages the District Attorney's Ofce to continue its efforts to ll all vacancies. Supporting the Department's stafng needs anticipates expansion of service delivery levels, particularly as the Department prioritizes recruitment and hiring into the additional prosecutors and support staff positions, which will help level the current workload and cases aimed at reducing crime and assisting victims in the community. Note: The County Administrator has developed recommendations based on service level impacts communicated by the District Attorney’s Ofce, as well as potential funding opportunities that may require demonstrated local funding support. It is acknowledged that the District Attorney is an elected ofcial and has ultimate discretion on how to best deploy resources within her Ofce using appropriations allocated by the Board of Supervisors. Contra Costa County | FY25-26 Recommended Budget Page 294 Equity in Service Delivery The Contra Costa District Attorney's Ofce strives to achieve equity by expanding programs that support those disproportionately impacted by crime, reducing unwarranted racial disparities in criminal prosecutions, and by building a diverse and inclusive workforce that reects the community. The command staff for the ofce is responsible for coordinating and ensuring the equity priorities are effectively implemented in the operational areas they lead. These equity priorities for the 2025-26 budget cycle include the following: Increased Support of Underserved Victims Supporting victims of crime remains a top priority for the District Attorney's Ofce. The budget reects an expansion of the Ofce's capacity to better serve and support the most vulnerable victims in the community with two new programs, the Underserved Survivors of Unsolved Shootings and Underserved Labor Trafcking Survivors projects. The rst program embeds victim advocates in communities with higher incidents of gun violence to assist underserved gun violence victims of unsolved shootings with access to supportive services and resources. Research has shown these victims primarily include black, hispanic, indigenous and people of color, but may also include the elderly, disabled, unhoused, LGBTQ, and immigrants. The second program focuses on increasing the Department's capabilities to investigate and prosecute wage theft and labor trafcking cases which impact many minority, youth, and immigrant workers. Expanding the Neighborhood Restorative Partnership Program The Neighborhood Restorative Partnership is a community-based program designed to provide rst-time, low- level offenders the opportunity to avoid traditional court proceedings by taking responsibility for their actions and engaging in a restorative process that benets both the offender and the community. This program engages community members by training volunteers to serve as panelists who develop community-based solutions to redress the harm caused by offenders. While the program has been successful in the central and eastern regions of the County, the Department's budget reects an expansion of the program to the western region of the County to two communities disproportionately impacted by crime. Strengthening Capacity for Complex Criminal Investigations and Prosecutions The District Attorney’s Ofce established the Contra Costa County Major Crimes Task Force (MCTF) which leverages resources and expertise among partner law enforcement agencies to effectively address complex criminal activities across the County. The investigation and prosecution of MCTF cases includes homicides, violent crimes, narcotics trafcking, organized crime, human trafcking, and other high-priority offenses within the County. Through the innovative partnership of the MCTF, the budget reects a strategic approach to ensure adequate resources can be applied equitably across the County to secure the successful prosecution of offenders who cause the most serious harm. Contra Costa County | FY25-26 Recommended Budget Page 295 Goals In addition to continuing all current services and initiatives, the Contra Costa District Attorney’s Ofce highlights the following goals for FY25-26: Expand Prosecution of Organized Retail Theft Rings: By the end of the next scal year, increase felony prosecutions of organized retail theft by 20% through a specialized task force, improving coordination with law enforcement and retail partners, with quarterly progress reviews. Establish a Data Transparency Dashboard: Launch an online public dashboard by the third quarter, providing quarterly updates on charging decisions, convictions, and sentencing, to ensure transparency and accountability. The Department will also monitor user engagement and make adjustments based on feedback. Set Standard for Use of Articial Intelligence in Legal Practice: By the end of the second quarter, establish and implement best practices for the ethical use of Articial Intelligence (AI) in prosecution. This will include training staff on AI tools, ensuring all tools used adhere to legal and ethical standards, with an evaluation at the six-month mark. Enhance Support for Underserved Victims of Gun Violence: Establish dedicated victim advocates which will increase outreach for unsolved and underserved gun violence victims by the second quarter. Aim to provide trauma-informed care, legal assistance, and nancial support to more victims from marginalized communities. Improve Case Clearance Rates for Gun Violence Prosecutions: By the end of the scal year, increase successful prosecutions of gun-related offenses by 15% by expanding investigative resources, streamlining evidence collection, and enhancing collaboration with community witnesses through the District Attorney's Ofce Major Crimes Task Force. Expand District Attorney’s Ofce Stafng and Resources: Increase ofce capacity by hiring additional prosecutors and support staff, ensuring more efcient caseload management and reducing response times for victims and law enforcement agencies. Contra Costa County | FY25-26 Recommended Budget Page 296 Accomplishments The Contra Costa District Attorney’s Ofce signicantly improved processes and productivity, including: Established a Filing Unit to directly pair prosecutors with police agencies to improve case coordination, ling efciency, and law enforcement collaboration. Established in September 2024, the Unit has already led to signicant improvement in overall operational functions and enhanced case lings. In accordance with Penal Code Section 741, the Department successfully spearheaded the implementation of new technology and established procedures to ensure compliance with state- mandated race blind charging, aimed at reducing implicit bias in case review. Established the Contra Costa County Major Crimes Task Force (MCTF), which pools resources and expertise from seven partner law enforcement agencies across the county to effectively address complex criminal activities countywide. Recruited and hired the Department’s rst Crime Analyst, who focuses on analyzing coordinated retail offenders. This role involves examining crime patterns, trends, and data to assist attorneys, investigators, and law enforcement agencies in building cases. Successfully completed the Prosecutor Initiated Resentencing Pilot Program, reviewing historical cases to address disparities in sentencing, custodial performance, and victim impact, with the goal of promoting community safety. Strengthened community partnerships to reduce recidivism by adding new panelists to expand the Neighborhood Restorative Partnership diversion program directed at rst-time offenders. Collaborated with the managing attorneys and leadership teams from eight neighboring district attorney ofces at the Great Bay Area District Attorneys’ Convening to address emerging issues in prosecution for northern California. Collaborated closely with Public Works Real Estate Services to locate and secure new ofce space, expanding the District Attorney’s presence to enhance access and resources for residents in East County. Applied for and was awarded the Underserved Labor Trafcking Survivors Grant, aimed at enhancing the Department’s capability to investigate and prosecute wage theft and labor trafcking cases which disproportionately impact minority, youth, and immigrant workers. Applied for and was awarded a grant for Underserved Survivors of Unsolved Shootings. This award will provide underserved gun violence victims of unsolved shootings access to supportive services and resources. Contra Costa County | FY25-26 Recommended Budget Page 297 Performance Measures 1. Performance Measure: Number of Felony Trial Days annually This performance measure tracks the number of days prosecutors were in jury trial on felony cases. These cases originate from mainline prosecution divisions as well as special operations unit. 2022 2023 2024 2025 2026 Target 400 400 400 450 500 Actual 676 424 661 n/a n/a Notes: Ensuring accountability and promoting public safety, in 2024 the District Attorney’s Ofce achieved a felony conviction rate of 90% on cases that proceeded to jury trial. 2. Performance Measure: Number of Felony Cases Filed Annually Following a request for prosecution, this performance measure tracks the number of felony complaints led by the District Attorney's Ofce which is the initiation of criminal proceedings with the court. 2022 2023 2024 2025 2026 Target 3000 3,000 3,000 3,000 3,000 Actual 3,008 2,882 3055 n/a n/a 3. Performance Measure: Number of Human Trafcking Cases Prosecuted Annually Human Trafcking is comprised of cases which involve a crime of sexual exploitation, labor exploitation, or both. 2022 2023 2024 2025 2026 Target 14 18 22 24 24 Actual 16 26 17 n/a n/a 4. Performance Measure: Number of Cases Approved for Prosecutor Initiated Resentencing This measure tracks the cases in which the District Attorney's Ofce resentenced individuals under specic criteria where the original sentence is no longer in the interest of justice. Each case is given extensive committee review to include social history, case specic facts, rehabilitative efforts, custodial programing, and victim impact to ensure that any adjustment is in the interest of justice. 2022 2023 2024 2025 2026 Target 8 12 14 16 16 Actual 9 25 8 n/a n/a Notes: In 2024, the Department reviewed 20 cases for Prosecutor Initiated Resentencing. Not all eligible cases are suitable as the primary object is public safety. The Department elected to resentence 8 individuals whose cases warranted modication from the original sentence imposed. Contra Costa County | FY25-26 Recommended Budget Page 298 Probation Esa Ehmen-Krause County Probation Ofcer For more information, call 925-313-4000 or visit www.contracosta.ca.gov/198/Probation  The mission of the Probation Department is an unwavering commitment to justice even in the face of adversity, an ethical application of the law, and a proven approach to rehabilitation. DEPARTMENT OVERVIEW Department Description The Probation Department lls a critical public safety role; balancing the unique responsibilities of providing compassionate supervision and support, while ensuring that clients comply with and complete their court-ordered sentences. The Department utilizes evidence-based practices and proven principles to ensure clients have access to and understanding of the pathways necessary for success. Clients are afforded the opportunity to access services that include, but are not limited to, mental health services and substance abuse treatment, cognitive behavioral treatment, home supervision, intensive supervision, and detention and/or treatment at a County juvenile institution or in a short-term residential therapeutic program. Program Area Descriptions Probation oversees various programs to create opportunities for those served to obtain a positive outcome that strengthens the individual and makes the community safer. Adult Field Services The following programs are included in the Adult Field Services division: Investigations – More than 3,000 felony, investigative and pre-sentence reports are produced annually for the Superior Court. These include pre-plea reports for plea and bail considerations, restitution reports, prohibited person’s rearms relinquishment reports, and assessment and recommendation reports for sentencing, such as pre-sentence investigation reports and intellectual/cognitive disability diversion reports. Active Felony Supervision – Deputy Probation Ofcers supervise a daily average of 2,000 individuals with felony convictions and monitor the specic and general conditions of probation ordered by the Court, as well as connect individuals with services that best meet their needs. Contra Costa County | FY25-26 Recommended Budget Page 299 Pretrial – The pretrial program utilizes an evidence-based risk assessment tool to guide release decisions for an average of 650 adult pretrial defendants per year. The pretrial unit works collaboratively with the Court, the Public Defender, the District Attorney, and the Sheriff ’s Ofce to provide information for Own Recognizance Pretrial release for defendants at arraignment. The pretrial program provides monitoring and access to an array of stability resources, including gender-responsive programming, to approximately 500 defendants in the community annually, and submits about 4,600 status reports to the Court per year. Pretrial also operates three full-service mobile supervision vehicles for community outreach efforts, including service at the Superior Court, and in areas where service delivery is needed for unhoused populations. Superior Court Probation Ofcers – Court Probation Ofcers provide information on probation cases to judges and represent the Department in the Superior Court to assist in arriving at the appropriate disposition. Public Safety Realignment (Assembly Bill 109) – The Public Safety Realignment Act pertains to two populations that were previously supervised by the California Department of Corrections and Rehabilitation. Post-Release Community Supervision (PRCS) consists of individuals released from State prison, and Mandatory Supervision (MS) consists of those sentenced to county jail for committing crimes that would have previously resulted in prison sentences. Deputy Probation Ofcers are charged with providing public protection, victim restoration, and rehabilitative client services. Deputy Probation Ofcers identify risk factors and develop treatment plans aimed at disrupting anti-social thinking and behavior. The goals are to reduce recidivism and set clients up for success. This could not occur without the collaborative efforts of community-based organizations and County partners. Sex Offender – Deputy Probation Ofcers supervise registered sex offenders placed on formal probation. The primary focuses of sex offender supervision are to enhance community safety, protect victims, and prevent further sexual- offending behavior. Vehicle Theft – Vehicle Theft is a collaborative program administered by the California Highway Patrol, Sheriff ’s Ofce, District Attorney, and the Probation Department. This program enhances the capacity of local police and prosecutors to deter, investigate, and prosecute vehicle theft crimes. Deputy Probation Ofcers assigned to the program provide supervision to a caseload of offenders convicted of auto theft. Domestic Violence – The Domestic Violence unit provides intensive supervision to offenders who have been convicted of domestic violence and court-ordered batterers' intervention. Deputy Probation Ofcers work with victims of domestic violence, facilitate the collection of restitution, and enforce protective orders. They also assist the courts by reporting offender progress and making recommendations for violations of court-ordered terms and conditions. The Batterers’ Intervention Program (BIP) is certied and monitored by the Department’s Domestic Violence unit. Driving Under the Inuence –Driving Under the Inuence (DUI) supervision is funded through the California Ofce of Trafc Safety and provides intensive supervision of felony drunk drivers. Deputy Probation Ofcers work collaboratively with law enforcement agencies throughout the county, as well as with Mothers Against Drunk Driving (MADD). Transitional Age Youth (TAY) – Deputy Probation Ofcers supervise 18–25-year-old clients who have been placed on formal probation under the jurisdiction of the Superior Court. Deputies have the responsibility to protect the community, restore victims, and aid in offender rehabilitation. Deputies identify risk factors and develop strategies to disrupt criminal behavior to prevent further involvement in the justice system. Contra Costa County | FY25-26 Recommended Budget Page 300 Juvenile Field Services Probation staff provide juvenile delinquency investigations and reports to the Superior Court on approximately 2,000 matters annually. Probation ofcers supervise a daily average of 225 juveniles on probation, providing informal supervision when appropriate, individualized plans, counseling, placement, and referral services to youths and their parents. Services are provided for detained youths and their families as they prepare to transition back into the community. Services are also provided to youths in the community and in foster care placements. Intake – Probation staff conduct initial investigations into alleged offenses for youth in and out of custody, reroute police referrals to informal, diversion and/or prevention services, process petitions for District Attorney ling consideration, as well as provide recommendations to consider detention or release from custody. The Department performs approximately 1,000 intake juvenile investigations annually. Investigations – Probation staff conduct investigations that include the nature of the offense, full social studies, and other related background information for Court consideration during the disposition process. Supervision – Deputy Probation Ofcers supervise youths placed on probation or made wards of the court. Deputies have the responsibility to protect the community, restore victims, and support youth and their families. Additionally, they must identify risk factors and develop strategies to disrupt delinquent behavior to prevent further involvement in the juvenile justice system. Court Probation Ofcers – Probation Ofcers represent Probation in court hearings and provide related information on probation cases to judges to assist in arriving at the appropriate disposition. Community Supervision – Deputy Probation Ofcers are assigned to several areas throughout the county to prevent and reduce juvenile delinquency. The target demographic of this program is broad, from youth on probation and in detention to youth “at-risk” of entering the probation system. Placement – Probation staff develop case plans for approximately 25 youths who enter foster care because they cannot remain at home due to serious therapeutic and behavioral needs contributing to delinquency. Staff provide case management and supervision to youths over the age of 18 who have been deemed Non-Minor Dependents and participate in Assembly Bill 12 extended foster care services. Briones Youth Academy (BYA) Community Supervision Pathway (CSP) – This intensive community supervision option is a rehabilitative program designed for moderate to high-risk youth who may be able to safely reside in the community while engaging in enhanced treatment services. Cognitive and trauma-based treatment, as well as referrals to local resources, are utilized to address each youth’s identied risks and needs. Contra Costa County | FY25-26 Recommended Budget Page 301 Ofce of Reentry and Justice The Ofce of Reentry and Justice (ORJ) was launched in January 2017 as a pilot program to align and advance the County's public safety realignment, reentry, and justice programs and initiatives. Since its integration with the Probation Department, the ORJ continues to provide oversight and coordination on an array of reentry, realignment, and justice-related contracted services. ORJ also serves as the research and data analytics hub for informing the Department’s community-based programming and investments, and fosters capacity-building for partnership development and multi-sector collaborations. Program Administration – The ORJ provides contract management, administration, and program support to contracted community-based service providers. Procurement processes and coordination of funding opportunities to develop new program initiatives are also facilitated by ORJ’s program staff. Research & Program Evaluation – ORJ’s research and data team supports the Department’s investments in evidence- based program models through research and data analysis, program evaluation, and management of data collection activities. Interagency Collaborations & Partner Engagement – The ORJ facilitates collaborative efforts around policy development, operational practices and supportive services with cross-system partner agencies, including County departments and non-prot organizations serving justice-involved populations. It also provides administrative stafng and capacity-building support to county interagency advisory bodies and engages the community through outreach and information sharing. Administration Services Administration & Support Services – Administration provides scal management, contract management, purchasing oversight, media relations, and overall ofce management in support of all department operations. Professional Services – The Professional Services Unit plays a crucial role in supporting the Department’s operations by overseeing key areas such as personnel-related and information technology (IT) services for all staff. The unit ensures seamless integration of advanced technology to enhance efciency and fosters a skilled and well-trained workforce. Through inclusive hiring practices, targeted outreach, and a commitment to providing equitable opportunities for all, the unit strives to create a more inclusive and representative workforce of the diverse communities it serves. The unit is responsible for streamlining operations, improving data management, and ensuring the Department has access to cutting-edge tools and systems that enhance efciency, transparency, and decision-making. By leveraging technology, the Department is better equipped to track case management, monitor performance metrics, and facilitate communication across various units, ultimately supporting better outcomes for individuals under supervision. Contra Costa County | FY25-26 Recommended Budget Page 302 Staff Development – The Staff Development Unit is dedicated to fostering a highly skilled and adaptable workforce by focusing on comprehensive training and effective succession planning. Through targeted training programs, the unit ensures that ofcers are well-rounded and equipped with the knowledge and skills to address various topics in legal and ethical standards, crisis intervention, safety management, and rehabilitation strategies. Training approaches strengthen ofcers’ professional capabilities and promote their personal growth, ensuring preparation to excel in diverse and complex situations. The unit also provides all ofcers with the California Board of State and Community Corrections (BSCC) Standards and Training for Corrections (STC) mandates. The Staff Development Unit is instrumental in succession planning, identifying and nurturing emerging leaders within the Probation Department. By providing career development opportunities and leadership training, the unit ensures a steady pipeline of qualied candidates ready to step into more senior roles. This strategic focus on succession planning helps build long-term organizational strength, stability, and a culture of growth, allowing the Department to remain responsive to the community's evolving needs and the criminal justice system. Evidence-Based Practices / Continuous Quality Improvement – The Evidence-Based Practices and Continuous Quality Improvement (CQI) Unit in the Probation Department plays a crucial role in ensuring that its programs and services are effective, data-driven, and aligned with best practices in the eld. This unit oversees the integration of evidence-based practices (EBPs) into all aspects of probation supervision, ensuring that interventions and strategies used with individuals under supervision are proven to reduce recidivism and improve outcomes. By utilizing research and data analysis, the unit ensures probation practices are informed by the latest evidence and continually evolving to reect new insights and innovations. Additionally, the CQI component of the unit focuses on the ongoing evaluation of programs, policies, and practices to identify areas for improvement, streamline operations, and enhance service delivery. Through regular monitoring, feedback loops, and performance metrics, the unit fosters a culture of continuous improvement, ensuring that the Department remains responsive, effective, and accountable in its mission to promote public safety and support rehabilitation. Probation Facilities Probation provides safe and constructive care within its facilities and custodial programs. Juvenile Hall The John A. Davis Juvenile Hall is a maximum-security facility designed for the mandated detention of youths before and after court hearings. Approximately 240 juveniles are booked annually. Below are programs at Juvenile Hall: Girls in Motion (GIM) – GIM is a gender-specic program for females that provides services in a safe and controlled environment. Both cognitive and trauma-based treatment enrich this program. Briones Youth Academy (BYA) Commitment Pathway – This Pathway is a gender-specic countywide effort for males that provides services in a secure, safe and controlled environment. Both cognitive and trauma-based treatment are utilized for this program. Contra Costa County | FY25-26 Recommended Budget Page 303 Briones Youth Academy (BYA) Secure Pathway – This Pathway is designed to provide secure long-term treatment and services to youths who have committed serious offenses per Welfare and Institutions Code Section 707(b) and would have been eligible for commitment to the California Division of Juvenile Justice (DJJ) prior to its closure. In 2021, Senate Bill 823 formalized the closure of the California DJJ, the State system that previously housed and treated youths who had committed serious crimes. These youths are now housed and treated locally in Juvenile Hall, which is deemed a Secure Youth Treatment Facility. Home Supervision – This program is an alternative to detention for low-risk youths who would otherwise be in custody. Probation staff utilize electronic monitoring as a tool to provide intensive supervision to youths released into the community. Reentry Aftercare Deputy Probation Ofcers develop individualized rehabilitation plans and case plans to provide pre- and post- release transition services, supervision and support to youth reintegrating into the community. Intensive supervision and service opportunities ensure compliance and provide meaningful intervention in the community. Staff work collaboratively with community-based providers to provide these services to youths and supportive adults. Care of Court Wards Court-Ordered Programs – Probation facilitates care for youth court-ordered to out-of-home treatment, and those in Juvenile Hall. Probation receives federal, state, and County funding for youth ordered into foster care and placed in short-term residential therapeutic programs (STRTPs) by the Superior Court. Medical Services in Detention – Probation has an agreement with the County's Health Services Department to provide medical services to those in custody at Juvenile Hall. Other Special Revenue Funds Supplemental Law Enforcement Special Fund (SLESF) This Special Revenue Fund provides state resources from the Juvenile Justice Crime Prevention Act of 2000 to support positive juvenile initiatives. The state funds are used to support positions in the school and community probation programs. In addition to juvenile prevention and diversion activities, Probation personnel provide investigation, supervision, and referral services. Probation Ward of Welfare Fund Pursuant to Welfare and Institutions Code Section 873, revenue for the Probation Ward Welfare Fund previously came from commissions earned by detention telephone calls. Beginning in FY20-21, phone services have been provided free of charge to youths. The Probation Department no longer earns any revenue, though there continues to be a balance in the fund. Community Corrections Performance Incentives Fund SB 678, known as the California Community Corrections Act of 2009, established the Community Corrections Performance Incentives Fund (CCPIF). The State transfers to counties a portion of the cost savings realized by the California Department of Corrections and Rehabilitation from reduced referrals of certain probationers to State Prison. CCPIF revenue is used for evidence-based probation supervision activities with the goal of reducing recidivism among adult probationers between the ages of 18 and 25. Contra Costa County | FY25-26 Recommended Budget Page 304 Organizational Chart The Probation Department's FY25-26 Recommended Budget consists of 347.0 full-time equivalent (FTE) positions, of which 216.0 FTE positions fall under Probation Programs and 131.0 FTE positions are under Probation Facilities. The FY25-26 Budget includes position modications to add 1 Community & Media Relations Specialist and 1 Personnel Technician position and eliminate 1 Clerk-Specialist Level and 1 Planner/Evaluator-Level A position, resulting in a net 0 FTE change. These position changes will provide critical administrative stafng support throughout program areas within the Department. Full-time Equivalent Employee (FTE) Summary FY24-25 Revised FY25-26 Recommended Change 30 - PROBATION 347 347 0 Probation Department's Organizational Chart Chief Probation Ofcer Assistant Chief Probation Ofcer Field Services Specialty Field Services Juvenile Institutions Administrative Services Clerical Support Finance Community & Media Relations Assistant Chief Probation Ofcer Staff Development Professional Services Capital Projects Ofce of Racial Justice Contra Costa County | FY25-26 Recommended Budget Page 305 Expenditures Summary The Probation Department's FY25-26 Recommended Budget reects total expenditure appropriations of $130,896,004, an increase of approximately $3.7 million from the FY24-25 Recommended Budget, and a decrease of approximately $12.9 million or -8.98% when compared to the FY24-25 Revised Budget. The General Fund operations portion of expenditures is $112,856,099 for FY25-26, which is 86% of the total budget for the agency, and an increase of approximately $1.7 million from the FY24-25 Revised Budget. Although salaries and benets continue to increase for the upcoming budget cycle due to negotiated wage increases, a signicant decrease in overall expenditures for FY25-26 is primarily due to a $14.6 million removal of prior year fund balance that was previously re-appropriated in the Supplemental Law Enforcement, Care of Wards, and Community Corrections Performance Incentive Special Revenue funds. 130,896,004 -$12,910,195 (-8.98% vs. prior year) Expenditures by Expense Type Budgeted and Historical Expenditures by Expense Type Millions Fixed Assets Other Charges Expenditure Transfers Services And Supplies Salaries And Beneﬁts FY2024 FY2025 FY2026 $0 $25 $50 $75 $100 $125 $150 $175 Contra Costa County | FY25-26 Recommended Budget Page 306 Salaries And Benefits $62,350,245 $75,454,713 $76,462,219 $1,007,506 1.3% Services And Supplies $27,499,775 $32,988,689 $33,790,698 $802,009 2.4% Other Charges $1,936,908 $1,740,804 $2,012,258 $271,454 15.6% Expenditure Transfers $15,992,194 $33,280,478 $18,430,829 -$14,849,649 -44.6% Fixed Assets $250,762 $341,515 $200,000 -$141,515 -41.4% Total:$108,029,883 $143,806,199 $130,896,004 -$12,910,195 -9% Name FY2024 Actuals FY2025 Revised Budget FY2026 Recommended Budget FY24-25 Revised vs. FY25-26 Recommended ($) FY24-25 Revised vs. FY25-26 Recommended (%) Expenditures by Fund General Fund $92,645,060 $111,092,856 $112,856,099 $1,763,243 1.6% Special Revenue Funds Sup Law Enforcement Svcs Fund $5,632,722 $21,695,975 $7,737,840 -$13,958,135 -64.3% Care of Wards Fund $20,972 -$2,632 $0 $2,632 -100% Comm Corr Performance Inctv Fund $9,731,129 $11,020,000 $10,302,065 -$717,935 -6.5% Total Special Revenue Funds:$15,384,823 $32,713,343 $18,039,905 -$14,673,438 -44.9% Total:$108,029,883 $143,806,199 $130,896,004 -$12,910,195 -9% Name FY2024 Actuals FY2025 Revised Budget FY2026 Recommended Budget FY24-25 Revised vs. FY25-26 Recommended ($) FY24-25 Revised vs. FY25-26 Recommended (%) Contra Costa County | FY25-26 Recommended Budget Page 307 Revenues Summary The FY25-26 Recommended Budget for the Probation Department assumes revenues of $130,896,004, including all special revenue funds. The General Fund portion of the total revenue is $112,856,099 with a General Purpose Revenue allocation (net County cost) of $51,384,783. The Department's net County cost increased by approximately $1.9 million from FY24-25, covering increased salaries and benets cost and interdepartmental service charges. The Department is continuing to rely on other major revenue sources, particularly State funding through AB 109 (2011 Public Safety Realignment), SB 678 (Community Corrections Performance Incentives Act), Juvenile Justice Crime Prevention Act (JJCPA), Youthful Offender Block Grant (YOBG), and the Juvenile Justice Realignment Block Grant to balance anticipated expenditure increases. Although there are some funding reductions from entitlement funds that the Department will continue to monitor closely, the Recommended Budget does not reect signicant impacts. 130,896,004 -$12,910,195 (-8.98% vs. prior year) Revenue by Fund General Fund $92,645,060 $111,092,856 $112,856,099 1.6%$1,763,243 Special Revenue Funds Sup Law Enforcement Svcs Fund $5,632,722 $21,695,975 $7,737,840 -64.3%-$13,958,135 Care of Wards Fund $20,972 -$2,632 $0 -100%$2,632 Comm Corr Performance Inctv Fund $9,731,129 $11,020,000 $10,302,065 -6.5%-$717,935 Total Special Revenue Funds:$15,384,823 $32,713,343 $18,039,905 -44.9%-$14,673,438 Total:$108,029,883 $143,806,199 $130,896,004 -9%-$12,910,195 Name FY2024 Actuals FY2025 Revised Budget FY2026 Recommended Budget FY24-25 Revised vs. FY25-26 Recommended (%) FY24-25 Revised vs. FY25-26 Recommended ($) Contra Costa County | FY25-26 Recommended Budget Page 308 Revenues by Source Budgeted Revenues by Source Millions Federal Assistance State Assistance General Purpose Revenue Other Local Revenue FY2024 FY2025 FY2026 $0 $25 $50 $75 $100 $125 $150 $175 Federal Assistance $457,229 $500,000 $450,000 -$50,000 -10% State Assistance $21,638,284 $18,813,943 $17,933,933 -$880,010 -4.7% Other Local Revenue Charges For Services $1,659,643 $2,000 $2,500 $500 25% Miscellaneous Revenue $44,291,588 $52,996,768 $55,065,431 $2,068,663 3.9% Fund Balance $1,200,870 $20,122,343 $6,059,357 -$14,062,986 -69.9% Total Other Local Revenue:$47,152,100 $73,121,111 $61,127,288 -$11,993,823 -16.4% General Purpose Revenue $38,782,269 $51,371,145 $51,384,783 $13,638 0% Total:$108,029,883 $143,806,199 $130,896,004 -$12,910,195 -9% Name FY2024 Actuals FY2025 Revised Budget FY2026 Recommended Budget FY24-25 Revised vs. FY25-26 Recommended ($) FY24-25 Revised vs. FY25-26 Recommended (%) Contra Costa County | FY25-26 Recommended Budget Page 309 Key Budget Updates The Probation Department is a key component of the County’s criminal justice system. The Department supervises adults, juveniles, pretrial detainees, and sentenced persons and is administered by the Chief Probation Ofcer, who is appointed by the Board of Supervisors. As a criminal justice sanction, probation is a tool that holds people convicted of crimes accountable and helps oversee their rehabilitation using evidence-based rehabilitation strategies. The goals of probation services are to prevent crime and delinquency, reduce recidivism, restore victims, and promote healthy families and communities. The Probation Department’s FY25-26 Recommended Budget reects expenditure appropriations and revenue of $130,896,004, an approximate $12.9 million decrease from FY24-25 Revised Budget. The change in expenditures includes an approximate $1.7 million increase in General Fund programs and a $14.6 million decrease due to the elimination of fund balance previously re- appropriated in the Supplemental Law Enforcement, Care of Wards, and Community Corrections Performance Incentive Special Revenue funds. Salaries and benets costs, which account for 58% of the budget, reect an approximate increase of $1.2 million, which is primarily due to negotiated wage and other compensation cost increases. Services and supplies expenditures in General Fund programs, which account for 25% of the budget, reect an approximate increase of $800,000, primarily due to increases in contract costs, interdepartmental agreements, and overall operational costs. The budgeted increase in services and supplies for FY25-26 is modest compared to prior years, and includes reductions from the elimination of one-time projects to be completed in the current scal year. During the past year, Probation’s Professional Services unit has worked with an advertising agency to display billboards and transit signage throughout the county, increasing their visibility and attracting local candidates who reect the diverse community of the County. These efforts have been quantied as Probation successfully lled all sworn vacancies at Juvenile Hall. Although permanent stafng will reduce temporary salary costs, there could be increases in overtime salary costs for Juvenile Hall, which requires 24-hour stafng levels, if the facility experiences an increase in population. With added staff, there are also increases in costs associated with onboarding and training, but the Department remains committed to continue investing in staff development with proper training to meet and exceed industry standards. The FY25-26 Recommended Budget provides 347 FTE positions in the Probation Department. The Department is not requesting any major position modications for FY25-26 and, instead, will cancel 2 positions and add 2 positions for a net salary and benets costs of approximately $89,000. The Department is proposing to add 1 Community Media & Relations Specialist position and 1 Personnel Technician position for administration support, and to cancel 1 Clerk-Specialist Level position and 1Planner/Evaluator - Level A position. The two positions assigned to the Administration Unit will provide better stafng support for the various programs administered throughout the Department. Revenue estimates in the Department's General Fund programs include a General-Purpose Revenue allocation (net County cost) of $51.3 million, an approximate increase of $1.9 million from FY24-25 Adopted Budget. The General Purpose Revenue allocation reects an increase of $13,638 compared to FY24-25 Revised Budget, due to a one-time Measure X sales tax allocation of approximately $2 million. Any unspent MX allocation at-year end will be carried forward into FY25-26. The Department's revenue increases of approximately $1.1 million will be covered through an increase in AB 109 (Public Safety Realignment) Funding. Additional and critical revenue resources include state revenue through SB 678 (Community Corrections Performance Incentives Act), Juvenile Justice Crime Prevention Act (JJCPA), Youthful Offender Block Grant (YOBG), and the Juvenile Justice Realignment Block Grant. The Department continues to be vigilant about any new funding opportunities and is also prudent of any changes to funding levels, particularly in its entitlement programs, resulting from the state budget. The Department's Recommended Budget is balanced, and unlike in prior years, no vacancy factor was applied to balance the budget. As Probation continues to work collaboratively with community partners to provide services, the County Administrator's Ofce supports many of the Department's ongoing goals, which include offering and developing innovative programs to reduce existing disparities among the justice-impacted population. Contra Costa County | FY25-26 Recommended Budget Page 310 Equity in Service Delivery The Contra Costa County Probation Department has remained thoughtful in its delivery of services to ensure the approach to prevention and supervision is equitable and considers the entirety of the county’s population, as well as the unique needs of individuals and groups within the community. Some of the ways Probation has accomplished this are outlined below: Addressing barriers, providing necessities, and increasing access – Mobile supervision units eliminate transportation and accessibility issues for impacted clients, help increase awareness about Probation and its services in the community, at events, and at court, and aid in the delivery of goods and services to community members. Partnerships with county health and eligibility staff facilitate client enrollment in benets like Medi-Cal, and enhanced care management through CalAIM. Sustainability bags that include essential toiletries, and items like socks and warm blankets are provided to clients and community members. A partnership with the Contra Costa County Food Bank ensures nutritional food is available at each of Probation's eld ofces and the juvenile facility. Investing heavily in housing and behavioral health services has increased availability and options for help and care. Thoughtful supervision strategies – Probation has carefully considered the individualized needs of clients, and thoughtfully created caseloads to maximize resources while tailoring delivery of services.Specialized efforts include gender responsive caseloads for adult and youth, transitional aged youth caseloads throughout the county, centralizing the processing out of custody referrals in the juvenile intake unit, and relocating the intensive juvenile supervision unit Community Supervision Pathway to East County, where most of the involved youth reside. Partnerships with community-based organizations allow clients and other community members to become informed about a variety of topics to facilitate access to services, and to prevent entry and escalation in the system, by educating young adults and youth about their rights. For youth in the County's juvenile institutions, equitable service efforts include family bonding services for youth and their families, customized and diverse options for pursuit of vocational skills and higher education, and intentional reentry services, like linkage to health care and continued behavioral health aftercare upon release. An array of treatment options addresses the needs of both pre- and post-adjudicated youth in custody. Voter registration services allow all eligible youth an opportunity to vote, despite their custody status. Employment practices – Recruitment is done widely, and diversity of thought and experience is sought to achieve a talented and diverse workforce. Probation is utilizing new strategies, including digital billboards and visits to career, college, and high school job fairs to recruit potential employees from varying backgrounds across the Bay Area. New recruitment efforts include consideration of the community’s resources and demographics, in relation to the demographics of recruitment staff and selected events. Recruitment also includes efforts to hire people with lived experience and expertise related to the adult or juvenile justice system or child welfare system. The Probation Community Associates will aid Deputy Probation Ofcers in delivering quality services to adults and youth in the community and within institutions. Probation has a diverse range of staff involved in the Diversity, Equity, and Inclusion (DEI) committee, who are actively seeking partnerships with renowned DEI professionals to provide assessment and consultation in this area. Pretrial Services, intervention, and prevention – There is increased effort to secure provider and service partnerships specically tailored to the needs of youth and families not yet involved in the justice system, as well as adults who are still navigating the court process before conviction and sentencing and are participating in the Pretrial Services program. Recognizing the heightened stressors for individuals in times of crisis, the goals of these services are stability, prevention, and de-escalation during times of uncertainty. Through the Department's “Youth of Promise” Fund and in partnership with a local community foundation, an equity-focused approach addresses two critical needs: (1) seeding prevention activities within communities where youth are at-risk of system involvement, and (2) distribution of mini-grants to local and emerging non- prot organizations within those communities to build broader capacity and support within areas that remain underfunded and under-resourced. Staff Development and Training on Engagement with Special Populations – The Probation Department offers a diverse training program that includes working with clients with various developmental disabilities or mental illness, and substance- use disorders. The training offered allows probation staff to understand the common characteristics and behaviors of developmental disabilities, recognize the symptoms of mental illness, and how to de-escalate situations involving special needs clients in crisis. The Department also champions and will be administering youth-focused training for its ofcers and those of other law enforcement agencies throughout the county through its partnership with Strategies for Youth. The training offers strategies for effective youth interactions by law enforcement based on developmentally appropriate, trauma-informed, and racially equitable approaches. Development and Support for Systems of Care Targeting Unique Justice Populations – The Probation Department continues to build upon the legacy of and enhance the AB 109 reentry service delivery system within the county through its various partnerships with County and community-based service providers. As a result of its impact, the Department has sought to replicate and pilot a similar collective impact model that is specically designed to coordinate a network of supportive Contra Costa County | FY25-26 Recommended Budget Page 311 services for Transition Aged Youth (TAY) (ages 18-25) on probation. Through this network, known as the TAY Service Network, coordinated services are accessible for the Department’s specialized TAY caseloads with a future goal of increasing knowledge and capacity among local justice system stakeholders to better address the unique needs of young adults within the system. Data Collection and Analysis for Assessing Community Impact and Trends – To better understand the quality and impact of the Department’s various resources across demographics, Probation continues to invest in its internal capacity for data collection and management, research, data analysis, and program evaluation. Through investments in key software technology, it can streamline performance reporting and data analytics while positioning the Department’s readiness for robust equity- centered research and evaluative projects. Goals The Probation Department is committed to the following: Community Engagement Probation widely engages the community through various mechanisms including its advisory bodies, community surveys, stakeholder sessions and numerous community events. Nonetheless, the Department will continue to work with the community to determine current and future priorities. Quality Assurance The Ofce of Reentry & Justice is working to build the Department’s capacity for implementing data-driven decision-making approaches through data tracking and analysis with the goal of improving service quality and delivery. Equitable Practices Probation is mindful throughout its entire operations to ensure there is equity among programs, service delivery, staff recruitment, training opportunities, and funding strategies. Probation also has a Diversity, Equity and Inclusion Committee that dedicates time to these efforts. Contra Costa County | FY25-26 Recommended Budget Page 312 Accomplishments Probation is pleased to highlight the following accomplishments: Developed thoughtful, innovatinve and equitable supervision strategies Prioritizing intervention efforts with Transitional Aged Youth (TAY), Probation developed a partnership with a local non-prot organization to launch a TAY service network in 2024. This network provides simplied access to services for justice-involved young adults, such as housing, behavioral health, case management, mentorship, educational support, employment services, and other ancillary reentry services. Additionally, Probation has partnered with a non-prot organization to provide groundbreaking gender and trauma responsive programming to system impacted female-identifying clients participating in the Pretrial Service program, with the intention of equipping women with the tools needed to heal and thrive during and after incarceration. Probation extended its partnership with a behavioral treatment company to pilot a wrist-worn GPS monitoring device to explore a lesser restrictive and less visible method of monitoring for youth under the Court’s supervision who have met the Court’s expectations while wearing the traditional ankle-worn device. In one example of recent departmental restructuring efforts to maximize resources and tailor delivery of services, the processing of all out-of-custody juvenile referrals has been centralized through the juvenile intake unit. One Deputy Probation Ofcer position was purposed to prioritize processing and screening of referred youth to more strategically assess opportunities for informal resolutions of referrals. Invested in client-focused services Probation expanded access to behavioral and mental health services through a rst-of-its-kind partnership with an online therapy company to provide virtual, comprehensive behavioral health services to Probation clients, and a partnership with a surrounding team of clinicians and therapists to provide community-based mental health services through a lens of cultural competency and lived experience. Additionally, the county Behavioral Health team has created a service continuum, offering uninterrupted services to youth during and after detention in Juvenile Hall. Probation is continuing to offer spiritual care services for youth and families through a partnership with a local ministry that includes both youth supervised in detention and in the community. Clients are offered healing-centered, spiritual care mentoring and programming that is culturally relevant and responsive, trauma-informed, strength-based and grounded in restorative practices. Probation nalized recruitment of a new job classication which uplifts the value of lived expertise – the Probation Community Associates (PCA). PCA’s were hired, trained and assigned to work with juvenile and adult clients and families from a more global perspective, tapping into their professional, educational and personal experiences navigating circumstances and systems for themselves, loved ones and communities. The PCA training plan includes a comprehensive curriculum centered on Emotional Intelligence (Ei), developed with an Ei professional with lived experience. Continued dedication to intervention and prevention Probation established a partnership with the Community Youth Center (CYC) to prevent entry into the juvenile justice system by offering true diversion services at the time of law enforcement contact, or referral to the Probation Department after arrest. CYC offers mentorship, academic support, life skills, community service opportunities and co-ed athletic options to youth countywide. Probation is continuing to implement the Families First Prevention Services Act (FFPSA), in collaboration with the Employment and Human Services Department and community partners. This collaboration has resulted in the California Department of Social Services approving Contra Costa’s Comprehensive Prevention Plan (CPP), a coordinated system of cross-sector prevention services, per Welfare and Institutions Code 16588. This year, a competitive selection of a community-based organization was nalized, and cross-sector training in the selected Evidence-Based Practice occurred. Probation intends to use this implementation plan as a “pilot” to further expand prevention and intervention services for youth and families throughout the County, with an ultimate goal of fewer youth being impacted by the justice system. Additionally, Probation continues to increase its investments in prevention activities with its state-allocated Juvenile Justice Crime Prevention Act funding. The Department awarded $350,000 to local non-prot organizations working to prevent system involvement among youth through innovative projects within communities most in need. Increased Staff Development Contra Costa County | FY25-26 Recommended Budget Page 313 The Continuous Quality Improvement (CQI) and Evidence-Based practices (EBP) unit continues to concentrate on improving the quality and delity of agency processes, procedures, and quality of services Probation offers. Probation is currently working to validate the Ohio Youth Assessment System (OYAS) and Ohio Risk Assessment System (ORAS). These risk assessment tools are used to evaluate the likelihood of recidivism. Both tools identify dynamic risk factors and needs at various stages of the justice process, allowing for tailored interventions and case planning based on an individual’s risk level. Probation intentionally invested in targeted leadership development, coaching and staff wellness through strategic curriculum development with a workplace culture and leadership consultant. The Department is committed to fostering leadership at all levels of the organization to ensure its long-term success and sustainability. By prioritizing leadership development, the Department equips staff with the skills, knowledge, and vision necessary to meet evolving challenges and uphold the Department’s core values. The Probation Department had the distinct honor of hosting the 8 Annual Range Instructor Coalition Statewide Meeting. The dynamic coalition serves as a vital committee for sharing knowledge, fostering collaboration, and addressing key topics related to probation training, rearms use, and safety protocols. Enhanced Professional Services During the past year, Probation Professional Services secured contracts with an advertising agency to display billboards and transit signage throughout the greater Bay Area, which resulted in a signicant increase in applicants during recruitment. By leveraging this platform, we are able to amplify our message of inclusion and attract candidates who reect the diverse community we serve, fostering innovation and equity in our workforce. In addition, recruitment committee members and staff have participated in numerous career fairs on college and university campuses, increasing visibility and awareness of the Probation eld. th Contra Costa County | FY25-26 Recommended Budget Page 314 The Information Technology team was integral in developing and launching the Department's new Case Management System (CMS) in late October 2023. The Department celebrated its rst year of CMS and has already improved efciency, accuracy, and service delivery. Real-time information has allowed the Department to create internal dashboards, which have empowered the Probation Department to enhance transparency with the community by providing clear, real-time insights into the populations served. Continued Investment in Special Projects and Initiatives Probation increased its investment in a local community foundation grant, established in 2022. This grant provides emerging, local non-prot organizations in East Contra Costa County with mini-grants to support prevention programs and projects for youth at risk of justice-system involvement or to prevent further entrenchment into the system among justice-involved youth. Probation’s Ofce of Reentry and Justice (ORJ) developed a community-based restorative justice initiative that aims to embed restorative justice (RJ) practices and programming throughout the county. With a one-time allocation of $2 million in Measure X funds, the ORJ contracted with a consulting team of non-prot organizations to assess community needs and develop a plan for RJ programming across juvenile and adult justice systems. After robust community engagement, a nal report of ndings and recommendations was released in Spring 2024. Based on the report’s ndings, the Department released a Request for Proposal to fund a Restorative Justice Youth Violence Prevention Pilot in September 2024 and has awarded $1.15 million to a local school district in East County to implement pilot activities in middle and elementary schools starting in January 2025. The Probation Department was awarded $1.18 million in federal funds, with support from a local congressional representative, in recognition of the Department’s training initiative with a nationally renowned nonprot training and advocacy organization dedicated to ensuring the best possible outcomes for youth interacting with law enforcement. These funds were used to establish a three-year community initiative by providing an evidence-based training program for local law enforcement and improving ofcer-youth interactions. Contra Costa County | FY25-26 Recommended Budget Page 315 Performance Measures Operations Indicators FY 18/19 FY 19/20 FY 20/21 FY 21/22 FY 22/23 FY 23/24 Cases referred to Adult Supervision 1,382 1,340 917 1,030 1,183 1,283 Criminal Court Ordered Investigations 3,013 2,453 2,603 2,132 2,627 2,721 Pretrial Referrals 1,354 1,225 701 1,028 986 872 Juvenile (M) Referrals processed by Probation 828 571 529 433 433 421 Number of Intakes at Juvenile Hall 800 481 210 254 277 305 Contra Costa County | FY25-26 Recommended Budget Page 316 Public Defender Ellen McDonnell Public Defender For more information, call 925-335-8000 or visit https://www.cocopublicdefenders.org  DEPARTMENT OVERVIEW Department Description The Ofce of the Public Defender is dedicated to ensuring justice for indigent persons accused of crimes in Contra Costa County. Over 12,000 cases were referred to the Public Defender for legal representation last year. Public Defender clients are indigent, the vast majority are people of color, many are unhoused and have untreated behavioral health challenges. The Department’s core mission is to provide high quality legal representation. Each client’s case is represented by attorneys who are recognized for providing vigorous and client-centered advocacy. Holistic defense approaches are applied to address the root causes of clients’ system involvement and make connections with community-based resources. These additional supports aid client stabilization efforts conducive to reduced incarceration rates, increased public safety in communities, and efcient County operations. Program Area Descriptions Felony and Misdemeanor Units Teams of attorneys who represent clients in criminal court in cases ranging from misdemeanors to serious felonies. Youth Defender Unit A team of attorneys and advocates who represent children in juvenile delinquency court and engage in holistic advocacy to provide the best client outcomes. Immigration Unit & Stand Together Contra Costa A team of attorneys who represent indigent immigrants facing deportation in immigration court to mitigate adverse immigration consequences for Public Defender clients in criminal court. Through Stand Together Contra Costa (STCC), the Department provides no-cost rapid response support, legal defense services to immigrants in deportation court through a partnership with local community-based organizations. Research & Strategic Litigation Unit A team of attorneys who engage in researching legal issues, litigate under the Racial Justice Act, and handle cases for those who suffered unjust convictions and inequitably lengthy prison sentences and who are now eligible to be resentenced. Mental Health Unit A team of attorneys that defend individuals with psychiatric disabilities, advocate for clients to participate in Mental Health Diversion and Behavioral Health Court, and represent individuals in civil commitment, Conservatorship, Assisted Outpatient Treatment (AOT), Incompetent to Stand Trial, and other mental health related legal proceedings. Investigation Unit Highly trained investigators who support attorneys by providing investigative services to ensure that attorneys have access to all relevant information needed to effectively defend clients. Client Services Unit A team of advocates and forensic social workers who connect clients to critical community-based services, identify alternatives to custody, and support attorneys in providing multidisciplinary, holistic representation. AB 109 & Innovative Programs A suite of innovative and holistic programs that assist individuals with record clearance through Clean Slate, expand access to counsel through Early Representation and Arraignment Court, and provide access to housing and other critical services through the Holistic Intervention Partnership (HIP) program. Contra Costa County | FY25-26 Recommended Budget Page 317 Organizational Chart The Public Defender's Ofce is budgeted for 195.5 full-time equivalent (FTE) positions, which includes a net increase of a 1.0 FTE position compared to the FY24-25 Revised Budget. The FY25-26 Recommended Budget includes the following position modications to better align stafng in critical units: Adds 1 Manager of Law Ofces position and deletes 1 Clerk-Senior Level position Deletes 2 Forensic Social Worker-Project positions Adds 1 Deputy Public Defender II position Adds 1 Case Preparation Assistant position Adds 1 Administrative Services Assistant II Project position In addition to the position modications within the Public Defender's Ofce, the Department has budgeted expenditures for the Department of Information Technology to add 1 Information Systems Tech position in its department. Full-time Equivalent Employee (FTE) Summary FY24-25 Revised FY25-26 Recommended Change 43 - PUBLIC DEFENDER 194.5 195.5 1 Public Defender's Oﬃce Organization Chart Public Defender Administration & Finance Misdemeanor Unit Strategic Litigation & Research Mental Health Unit Post Conviction Unit Investigation Clerical Support Felony Unit Youth Defense Unit AB 109 Innovative Programs Immigration Unit Client Services Contra Costa County | FY25-26 Recommended Budget Page 318 Expenditures Summary The Recommended Budget reects total expenditures of $56,825,905, a cost increase of $4,938,448, or 9.52%, compared to the FY24-25 Revised Budget. The Public Defender's Ofce expenditure allocations for FY25-26 assume a net salaries and benets cost increase of $4,188,160, due to negotiated salary increases and the costs of position modications. Salaries and benets total $49,269,068, which is approximately 86% of the Department's total budget, and includes three new positions. Services and supplies, which make up approximately 14% of the budget, increased by approximately $800,000 due to increases in contract costs, interdepartmental charges and a new data evidence management software system. 56 ,825,905 $4 ,938,448 (9.52% vs. prior year) Expenditures by Expense Type Budgeted and Historical Expenditures by Expense Type Millions Expenditure Transfers Other Charges Fixed Assets Services And Supplies Salaries And Beneﬁts FY2024 FY2025 FY2026 $-10 $0 $10 $20 $30 $40 $50 $60 $70 Contra Costa County | FY25-26 Recommended Budget Page 319 Salaries And Benefits $38,255,397 $45,080,908 $49,269,068 $4,188,160 9.3% Services And Supplies $7,110,021 $7,283,278 $8,084,329 $801,051 11% Other Charges $98,996 $119,835 $138,011 $18,176 15.2% Expenditure Transfers -$1,046,759 -$1,027,910 -$915,504 $112,406 -10.9% Fixed Assets $0 $431,346 $250,000 -$181,346 -42% Total:$44,417,655 $51,887,457 $56,825,905 $4,938,448 9.5% Name FY2024 Actuals FY2025 Revised Budget FY2026 Recommended Budget FY24-25 Revised vs. FY25-26 Recommended ($) FY24-25 Revised vs. FY25-26 Recommended (%) Revenues Summary The FY25-26 Recommended Budget for the Public Defender's Ofce assumes revenues of $56,825,905, all under General Fund operations. The Recommended Budget reects a General Purpose Revenue allocation (net County cost) of $44,943,309, which is approximately 80% of the Public Defender's Ofce revenue. The Department's net County cost increase of approximately $3.9 million from the FY24-25 Revised Budget, covers increases in salaries and benets and internal department service charges and includes a Measure X tax revenue allocation of $848,896 for the Department's Stand Together Contra Costa program. Budgeted revenue no longer includes Alliance to End Abuse funding from the Employment and Human Services Department and State Resentencing Pilot Program funding. The Department has budgeted $600,000 in new State CARE Court revenue, and continues to rely on State AB 109 2011 Public Safety Realignment Local Community Corrections reimbursements of approximately $6.9 million and additional funding through federal and State grants. 56 ,825,905 $4 ,938,448 (9.52% vs. prior year) Revenues by Source Contra Costa County | FY25-26 Recommended Budget Page 320 Budgeted Revenues by Source Millions State Assistance Other Local Revenue General Purpose Revenue FY2024 FY2025 FY2026 $0 $10 $20 $30 $40 $50 $60 Contra Costa County | FY25-26 Recommended Budget Page 321 State Assistance State Aid Realignment- VLF $2,142 $2,200 $2,200 $0 0% State Aid Realignment- Sales Tax $44,692 $50,000 $50,000 $0 0% State Aid Mandated Expenditures $97,447 $36,000 $31,672 -$4,328 -12% Miscellaneous State Aid $293,326 $551,917 $551,917 $0 0% Total State Assistance:$437,606 $640,117 $635,789 -$4,328 -0.7% Other Local Revenue Reimbursements- Gov/Gov $6,777,977 $7,185,280 $7,528,854 $343,574 4.8% Misc Grants & Donations $3,000,874 $3,024,034 $3,717,953 $693,919 22.9% Total Other Local Revenue:$9,778,851 $10,209,314 $11,246,807 $1,037,493 10.2% General Purpose Revenue General Purpose Revenue $34,201,198 $41,038,026 $44,943,309 $3,905,283 9.5% Total General Purpose Revenue:$34,201,198 $41,038,026 $44,943,309 $3,905,283 9.5% Total:$44,417,655 $51,887,457 $56,825,905 $4,938,448 9.5% Name FY2024 Actuals FY2025 Revised Budget FY2026 Recommended Budget FY24-25 Revised vs. FY25-26 Recommended ($) FY24-25 Revised vs. FY25-26 Recommended (%) Contra Costa County | FY25-26 Recommended Budget Page 322 Key Budget Updates The Public Defender’s FY25-26 Recommended Budget increases expenditure appropriations and revenue within the General Fund by approximately $4.9 million. This is a 9.52% increase compared to the Department's FY24-25 Revised Budget. The increase in expenditure appropriations is mainly in salaries and benets cost, which account for 86% of the budget. The recommended services and supplies appropriations include a $200,000 General Purpose Revenue allocation for a Master Services Agreement for a digital evidence management system. The Department relies on contractual services provided by subject area experts, such as psychiatrists, medical doctors, and interpreters, which continue to see hourly rate increases. Overall, the Department's services and supplies Budget allows for modest expenditures due to minimal external funding sources. The continued partnership between the Department and the County Administrator's Ofce will ensure operational expenditures stay within the Department's General Purpose Revenue allocation. The Recommended Budget includes a County General Purpose Revenue allocation (net County Cost) of $44,943,309, an increase of $3,905,283, or 9.5%, compared to the FY24-25 Revised Budget. The net County Cost includes a Measure X tax revenue allocation of $848,896, which funds approximately 37% of the Department's Stand Together Contra Costa (STCC) program. The program provides legal representation services to indigent immigrant clients in criminal court facing deportation with a total expenditure allocation of $2,313,986. STCC is also supported by General Purpose Revenue ($1,266,640, or 55%) and 2011 Public Safety Realignment Community Corrections Partnership reimbursements ($198,450, or 8%). Salaries and benets appropriations reect an increase of $4.2 million, or 9.3% from FY24-25 Revised Budget. Though funding for two Forensic Social Worker - Project positions has been eliminated due to the end of the Alliance to End Abuse, the Budget reects a net increase due to negotiated salary increases and the addition of three FTE positions. The additional positions and recommended position modications provide the necessary management, administrative, technical, and legal support for operational efciencies within the Department. The addition of one Deputy Public Defender II position in the Lanterman-Petris-Short/Conservatorship Division supports the Department's effort to provide timely counsel for vulnerable mentally ill individuals facing civil commitment in conservatorship proceedings. Recent statutory changes, including AB 1810 (mental health diversion), SB 1187 (felony IST), and SB 317 (misdemeanor IST), have resulted in more conservatorship petitions being led. The continuation of the recently implemented state-mandated Community Assistance, Recovery and Empowerment (CARE) Court and the expansion of Conservatorship in 2026 will likely further strain the Department’s bandwidth to defend this vulnerable population. This is the third budget cycle the Public Defender’s Ofce has requested an additional attorney for these defense services as the annual cases referred continue to exceed 320. The additional Case Preparation Assistant position will provide administrative and legal preparation supports to the Department's Mental Health Diversion (MHD) Program. Current program stafng consists of one attorney and one social worker for a caseload of 141 clients who have either received MHD or are petitioning for MHD. The Department estimates consistent new referral trends of 3-6 per week and the Case Preparation Assistant will provide the most cost-effective and efcient approach to increase the Department’s MHD representation bandwidth, ensuring timely ling and litigation of MHD petitions for those in custody with potentially divertible cases. The addition of the Administrative Services Assistant II - Project position, which will be funded by Board of State and Community Corrections funding, will assist with Racial Justice Act (RJA) data analysis in the review and ling of RJA motions and challenging convictions and sentences based on racial bias or racial disparities. While this area of work is important to the Public Defender’s Ofce, the Department is aware that this funding is limited and therefore requested this to be a project position. Contra Costa County | FY25-26 Recommended Budget Page 323 Over the past couple of years, the Public Defender's Ofce has relied more heavily on Department of Information and Technology (DOIT) stafng to respond to digital and technological support between the Department's ve branch locations and various court locations across the county. The addition of a Network Technician I position in DOIT is more cost-efcient than relying on contractual support. This stafng request is submitted in collaboration with DOIT, where the position FTE add is reected and funding is included as an interdepartmental services and supplies reallocation from contractual expenditures. The Public Defender's Ofce submitted a request to add 5.0 FTE positions and a leadership class restructure for its Stand Together Contra Costa program, which are not being recommended due to the request fully relying on additional ongoing General Purpose Revenue allocations. The County Administrator's Ofce, in its prioritization of supporting departments with critical mandated service gaps, has instead recommended the Department to seek other funding sources for this discretionary service program, such as Measure X tax revenue. The County Administrator's Ofce was also unable to fund the Department's request for additional ongoing General Purpose Revenue for the addition of a Departmental Community and Media Relations Coordinator position. Additional requests to add and cancel management and accounting level positions are also not being recommended as the changes require further human resources review and study. However, the County Administrator's Ofce will provide exibility, and support the Public Defender's Ofce should mid-year position adjustments be necessary to establish new classications or position adjustments outside the budget cycle. Though not all new position requests were funded, the Department’s Recommended Budget is balanced, and unlike prior years, does not rely on a vacancy factor to balance the budget. The County Administrator's Ofce will continue to work closely with the Department on its budget monitoring activities and assessment of state funding impacts arising out of federal or state legislation. Contra Costa County | FY25-26 Recommended Budget Page 324 Equity in Service Delivery The Public Defender's Ofce operates initiatives and programs that prioritize advancing equity for Contra Costa County residents served by the Department. The Public Defender is committed to vigorously defending individuals charged with crimes across the county. All clients are indigent, with many facing mental illness or homelessness. Nearly 29% of the Public Defender’s clients identify as Black, and approximately 30% identify as Latinx. The Public Defender's Ofce represents some of the most vulnerable and marginalized members of the local community. Beyond litigation in the courtroom, the Public Defender's Ofce works to promote equity and strengthen community stability for thousands of residents each year. The Department achieves this through its holistic defense model, which includes a broad range of specialized programs, units, and community partnerships. Additionally, the Department is dedicated to fostering equity within its workplace, emphasizing a leadership model and ofce culture centered on diversity and inclusion. CARE Court On December 1, 2024, Contra Costa County launched the Community Assistance Recovery and Empowerment (CARE) Court, a new state-funded program that introduces a non-criminal court process aimed at advancing equity for individuals with untreated mental health conditions. The CARE Court model is designed to support individuals with untreated schizophrenia and other psychotic disorders in accessing vital mental health treatment and a range of supportive services. Through CARE Court, judges will order services such as mental health treatment, behavioral health counseling, housing assistance, medically necessary stabilizing medications, and other essential social services, ensuring that individuals are provided with the resources needed to thrive. The Public Defender’s Ofce will staff a multi-disciplinary team, including a Forensic Social Worker, Client Services Specialist, and Legal Assistant, to provide equitable and comprehensive representation for vulnerable clients participating in CARE Court. This team will advocate for clients’ needs, ensuring that they have access to inclusive and robust treatment and that they receive the support necessary for successful engagement in the program. Holistic Intervention Partnership (HIP) HIP brings together an integrated, multidisciplinary team of public agencies and community-based organizations to advance equity and improve outcomes for community members facing mental illness, substance dependence, and homelessness. The HIP team provides crucial support and community reentry resources, prioritizing equitable access to services for those who need it most. The HIP model has been shown to reduce future arrests and system involvement for program participants, many of whom are people of color, highlighting the program's commitment to addressing disparities and promoting fair, just outcomes. Stand Together Contra Costa (STCC) STCC is a collaborative legal services and public education partnership between the Public Defender's Ofce and local community-based organizations. STCC provides essential immigrant legal services, community outreach, and public education to ensure that immigrant families have access to accurate and trusted information on the rapidly evolving immigration legal landscape. In immigration court, free legal services are not provided for those who cannot afford to pay for an attorney. Before the creation of STCC, there were zero pro bono deportation defense services available in Contra Costa County. Now, approximately 13,016 Contra Costa residents have pending immigration cases. STCC provides no-cost legal representation in deportation proceedings before the immigration court, promoting due process for immigrant community members. Research and Strategic Litigation Unit Launched in 2023, the Research and Strategic Litigation unit combines the Department's post-conviction relief efforts with the emerging Racial Justice Act litigation, which began in 2021 with the passage of the landmark California Racial Justice Act (RJA). This initiative is grounded in advancing equity by addressing racial disparities in the criminal justice system. The Research and Strategic Litigation unit leads innovative and cutting-edge litigation to enforce the Racial Justice Act, while also continuing to provide critical post-conviction relief to individuals serving state prison sentences. This includes advocating for resentencing individuals serving disproportionately long prison sentences and leveraging new legal reforms aimed at reducing mass incarceration. Since 2022, the Public Defender's Ofce has successfully achieved the Contra Costa County | FY25-26 Recommended Budget Page 325 resentencing of 108 individuals through its rigorous and cutting edge post-conviction litigation. Of these, 56% were Black and 17% were Latinx. These litigation efforts reect the Department's ongoing commitment to addressing racism and advancing equity within the legal system. Public Defender - Center for Policing Equity Partnership The Department has partnered with The Center for Policing Equity (CPE) to complete a comprehensive study to support and expand the Department’s capacity to litigate under the Racial Justice Act more effectively, as well as to study the social and economic determinants that inuence a client’s interactions with the local criminal legal system. CPE will provide access to social and data scientists, public health experts, and community engagement professionals who will utilize qualitative and quantitative methodologies to develop locally relevant solutions to inequities in policing and public safety systems. Data ndings are expected to center on voices of Black and non-white communities most impacted by disparities in public safety systems. The Department will also rely on ndings from the CPE study to develop interventions in the earliest stages of the criminal process to prevent detrimental downstream impacts on clients, provide additional holistic services that address barriers to justice, and support healthier, safer, and fairer communities. Clean Slate Program The department’s Clean Slate Unit serves thousands of community members each year, ensuring second chances for individuals with criminal convictions by providing record clearance relief. This Unit is committed to advancing equity by helping indigent community members overcome the barriers to employment, housing, education, and public benets that are often created by criminal convictions. Through its focus on providing equitable access to legal remedies, the Clean Slate Unit works to create opportunities for marginalized individuals who previously had contact with the criminal system. In addition to robust community outreach and education efforts, the Unit has expanded its record clearance relief to include newly enacted legal remedies, further promoting fairness and access for all clients. Youth Early Intervention Partnership (YEIP) Program The YEIP program is a public-private partnership between the Public Defender's Ofce, multiple County agencies, and community-based organizations, with a strong emphasis on advancing equity for youth in Contra Costa County. This partnership provides community-based case management, legal advocacy, and support services to youth who have had contact with law enforcement but have not yet been formally charged with a crime. The program's goal is to prevent or minimize further system involvement for these youth, particularly those from marginalized communities, whose initial contact with law enforcement has not yet escalated into formal legal action. By addressing the underlying needs of these young individuals, the YEIP program seeks to reduce racial and socio-economic disparities and promote fairer outcomes, ultimately helping to break cycles of justice system involvement that disproportionately affect youth of color. Contra Costa County | FY25-26 Recommended Budget Page 326 Advancing Equity Internally To advance equity externally, the Public Defender's Ofce acknowledges the importance of prioritizing equity internally as well. The Department has appointed a Public Defender Equity Manager to formalize its commitment to diversity, equity, and inclusion by developing a comprehensive training framework and strengthening diversity through targeted recruitment efforts. Last year, we increased our efforts to recruit attorneys of color by joining the National Legal Aide and Defender Association’s Collective Access Program cohort of the Black Public Defender’s Association. This partnership will increase the ofce’s access to undergraduate and law school externs who will be supported during their time in the ofce and beyond. Additionally, the Public Defender's Ofce fosters a supportive environment that celebrates the diversity of all team members, hosting equity-centered staff events throughout the year to further promote an inclusive and equitable workplace culture. Contra Costa County | FY25-26 Recommended Budget Page 327 Goals The Public Defender's Ofce strives to accomplish the following goals for FY25-26: Successfully implement a holistic and interdisciplinary Community Assistance, Recovery and Empowerment (CARE) Court representation model. The CARE Act is a new civil court process that provides services to people with certain mental health disorders to allow them to receive behavioral health services, substance use disorder treatment, housing, and community supports. With the launch of CARE Court in December of 2024, the Department has begun implementing a multi-disciplinary CARE Court team model to provide equitable and comprehensive legal representation for vulnerable, mentally ill community members participating in CARE Court. Once the CARE Court team is fully staffed, they will be dedicated to meeting clients and addressing the serious behavioral health needs of community members engaged in CARE Court. The Department will advocate to utilize CARE Court and the accompanying community-based treatment to avoid unnecessary hospitalization, homelessness, and incarceration of the community members served. The Public Defender's Ofce will continue addressing the cases of individuals impacted by the Antioch Police Department racism scandal, with over 500 individuals currently serving prison sentences or on probation identied as potentially affected. To sustain this work, the department will implement, launch, and customize its rst Police Misconduct Database. This new database will enable attorneys to efciently access and cross-reference records of ofcers involved in excessive force, false arrests, racial proling, or other unlawful and unethical actions. By cataloging, organizing, and tracking police misconduct data more effectively, the database will assist defenders in challenging the credibility of law enforcement ofcers during trial. The Youth Early Intervention Partnership (YEIP), launched in 2022, is an innovative, highly successful collaboration among justice system and community stakeholders designed to prevent or minimize system involvement for youth who are at risk of formal engagement in the juvenile legal system. The Department’s YEIP attorney and social worker, in collaboration with the county Ofce of Education and other service providers, afford community-based case management, legal advocacy and support, and service connection to youth who are at risk of contact with law enforcement but who have not yet been formally charged with a crime. Collaborative partners include the District Attorney's Ofce, Probation Department, CBOs, local law enforcement, schools, and families. This year, the Public Defender's Ofce will work with system partners to expand YEIP’s capacity to assist all impacted youth in co-responsible cases by ensuring youth represented by the Alternate Defender Ofce and Criminal Conict Program can access YEIP resources. The Public Defender's Ofce will continue its commitment to department-wide Diversity, Equity, Inclusion, and Belonging (DEI-B) training. This will include individual and group leadership development, comprehensive staff training, and the ongoing use of culturally responsive, restorative, and conict resolution approaches. Through this internal equity work, the Department will ensure the continued advancement of equity, belonging, and justice throughout the organization. The Public Defender's Ofce will implement and launch a new Digital Evidence Management System to enhance the efciency and effectiveness of managing, storing, and sharing digital evidence. This system will enable attorneys to seamlessly upload and review digital evidence, such as body camera footage, surveillance videos, and other digital media, in a more time-efcient manner. The Department will leverage technology, including automated transcriptions and translation of digitized recordings, to streamline workows while ensuring that digital evidence is stored securely and sustainably, in compliance with State Bar of California legal requirements governing the storage of client les. Contra Costa County | FY25-26 Recommended Budget Page 328 Accomplishments The Public Defender’s Ofce proudly presents the following accomplishments from 2024: Research Partnership with the Center for Policing Equity The Center for Policing Equity (CPE) is a nonprot organization dedicated to advancing justice and equity in law enforcement through data-driven research, policy reform, and community partnerships. The Public Defender’s Ofce is partnering with CPE to gain a deeper understanding of the life factors PD clients experience when they encounter law enforcement and the criminal legal system, and the impact of system-involvement on those life factors. The Public Defender and CPE aimed to identify more robust, holistic services for PD clients and to improve outcomes for those individuals. An extensive report detailing the CPE ndings, as well as recommendations to improve current PD practices, local resources and systems and to recommend additional interventions that prevent system involvement for community members will be publicly released in early 2025. The PD also requested CPE’s assistance with embracing new opportunities resulting from passage of California’s Racial Justice Act (RJA). The RJA allows people to seek legal remedies when they can show sufcient evidence of racial bias among legal system actors or racial disparities in charging or sentencing. CPE developed a RJA toolkit, including a data tool and a research index, to empower non-data experts to explore Contra Costa prosecutorial data and understand whether a case has potential for an RJA claim. The Department is the rst Public Defender’s Ofce in the state to develop this type of toolkit and is leading the way in RJA litigation. Expansion of the Holistic Intervention Partnership (HIP) The Public Defender expanded its holistic defense efforts in early 2024 with the launch of advocacy teams to work with individuals incarcerated following a felony arrest prior to charges being led. The team consists of an attorney and an investigator who initiate representation for individuals awaiting their rst court appearance and provide them with holistic legal services. Early advocacy includes gathering mitigation information and sharing it with deputy district attorneys and judges to provide context for the arrest and allegations at the outset of the case. The Department's felony advocacy team has increased the rate of individuals safely released and stabilized in the community at the rst court appearance and has allowed for the consideration of mitigation information prior to the ling of charges in felony cases. Stand Together Contra Costa (STCC) Stafng Expanded STCC is a Public Defender partnership between Contra Costa County and community-based organizations. STCC provides immigrant legal services, community outreach, and public education to ensure immigrant families have access to accurate and trusted information. Through STCC, Contra Costa County demonstrates its commitment to due process by offering no-cost legal representation in deportation cases for local immigrant families. STCC recently received Measure X funding allowing the department to add additional Immigration Defender Attorney and staff positions. These positions Contra Costa County | FY25-26 Recommended Budget Page 329 were successfully lled as of June 2024 which coincided with the opening of the Immigration Court in Concord. The local Immigration Court recently began processing cases involving new arrivals, and our newly hired STCC attorneys and staff are representing community members in deportation proceedings. They also provide free legal consultations and guidance through the Legal Empowerment Initiative at this court, ensuring access to crucial legal support for those navigating the immigration system. Transition to Mobile Laptop Platform for Attorneys and Legal Assistants In 2024, the Public Defender's Ofce successfully transitioned from traditional desktop platforms to a more exible and mobile laptop system with docking stations for attorneys and legal assistants. This strategic shift was implemented to enhance operational efciency and improve client service delivery. The adoption of laptop docking stations enables departmental staff to work seamlessly from various locations, including courtrooms, local jail facilities, and in the local community, allowing real-time access to digital evidence and case materials. Performance Measures Cases Referred in Calendar Year 2024 Type of Case Cases Felonies 2,379 Misdemeanors 4,028 Youth Defense 495 Mental Health/Conservatorship/CARE Court 1,064 Revocations 1,328 Post-Conviction 224 Clean Slate 2,578 Immigration 404 Total Cases Referred 12,500 Clients Provided with pre-arraignment legal consultation through the Arraignment Court Early Representation Program (ACER) This measure tracks the number of individuals represented in arraignment court FY 19-20 FY 20-21 FY 21-22 FY 22-23 FY 23-24 Number of clients represented at arraignment 3,175 2,184 2,269 3,469 2,629 Number of individuals released at arraignment 1,297 987 806 862 778 Clean Slate Petitions Filed This measure tracks the number of Clean Slate petitions led for clients. FY 19-20 FY 20-21 FY 21-22 FY 22-23 FY 23-24 Clean Slate petitions led 1,700 3,239 3,060 6,266 2,876 Clean Slate petitions granted 675 2,411 2,233 5,058 2,298 Operating Indicators These measures track cases referred to the Department by calendar year for each category of case. CY 2019 CY 2020 CY 2021 CY 2022 CY 2023 Total cases referred 19,786 15,447 13,778 16,752 12,346 Misdemeanors 7,359 5,136 4,681 4,231 4,071 Felonies 3,849 3,527 3,239 2,985 2,384 Youth Defense 513 412 298 408 401 LPS (Conservatorship)286 255 341 558 642 Revocations 5,401 2,869 2,344 1,696 1,530 Clean Slate 2,208 3,147 2,569 6,320 3,036 Immigration ----142 Miscellaneous 170 101 306 554 140 Contra Costa County | FY25-26 Recommended Budget Page 330 Sheriff - Coroner David O. Livingston Sheriff - Coroner, Elected For more information, call (925) 655-0000 or visit https://www.cocosheriff.org  DEPARTMENT OVERVIEW Department Description The Contra Costa County Ofce of the Sheriff works in partnership with our diverse community to safeguard the lives, rights, and property of the people we serve. With unwavering dedication, we provide innovative professional law enforcement services to our community. We accomplish this mission by maintaining our core values while always conducting ourselves with the highest ethical standards. Program Area Descriptions Field Operations Bureau Patrol Division Provides 24-hour per day law enforcement services to the unincorporated area of the County and contracted agencies. Ofcers on patrol respond to emergency calls for service through the 911-dispatch function, as well as provide law enforcement services through self-initiated activity. Special Operations Division Provides 24-hour per day law enforcement services to the incorporated cities and Special Districts through contract agreements and other law enforcement contracts. Additionally, this division encompasses marine patrol, helicopter program, and contract facility security services for the Health Services Department and the Employment and Human Services Department. Investigation Division Conducts follow-up investigation of all reported serious crimes that occur in the unincorporated area of Contra Costa County, as well as in the cities and districts that contract for investigative services. This division also includes the Civil Unit, which carries out legal mandates of the Government Code and Code of Civil Procedure to serve all processes of the courts that are delivered to the Sheriff. Contra Costa County | FY25-26 Recommended Budget Page 331 Support Services Bureau Emergency Services Division Provides emergency preparedness planning and coordination, vulnerability assessment, and emergency response to natural and man-made disasters. This division also provides personnel and equipment support for response to critical incidents, major crimes, or other signicant events and provides direction at the command level. Coroner's Division Investigates and determines the circumstances, manner, and cause of all sudden, violent, unusual, and unattended deaths that occur in the County. The division is responsible for the operation of the County morgue, the functions of which are mandated by state law. Technical Services Division Provides an essential communications link for the public and operations units of the Ofce of the Sheriff, including radio dispatching and processing of computer information requests. The division also provides eet management, maintenance of crime reports, criminal information, and warrant les. Forensic Services Division Provides the objective examination, evaluation, and comparison and interpretation of physical evidence related to the investigation of crimes. The Criminalistics Laboratory provides physical evidence examination to all government agencies in the County, offset by fees paid contractually or on a fee-for-service basis. Custody Services Bureau Constitutionally, humanely, and professionally, the Custody Services Bureau provides housing and custody for sentenced and unsentenced inmates arrested or remanded to the Ofce of the Sheriff by law enforcement agencies and courts within the County. West County Detention Division This division includes the West County Detention Facility (WCDF) and Custody Alternative Facility (CAF), as well as the Food Services and Inmate Services Units, and the future West County Reentry Treatment and Housing Replacement (WRTH) facility. Martinez Detention Division This division includes the Martinez Detention Facility (MDF), Marsh Creek Detention Facility (MCDF), Court Services, and the Administrative Services Unit, including the County Administration Building Security Unit. Administrative Services Bureau Training Division Responsible for the coordination of the training of personnel for the Sheriff ’s regional Basic Law Enforcement Academy operations and in-service training. Professional Standards Division Responsible for the hiring and recruiting process for all classications, background investigations, public affairs and photographs, and planning and research tasks. The Planning and Research Unit processes Public Record Act requests, diverse administrative functions related to claims and lawsuits, and manages the Illness Prevention Program. Contra Costa County | FY25-26 Recommended Budget Page 332 Personnel and Finance Division Controls the Ofce of the Sheriff's personnel system, including processing hiring, promotion, and separation actions and conducting employee relations activities. This division also prepares and monitors the department budget and administers and monitors all grants and contracts. SPECIAL FUNDS Central Identication Bureau Provides for operation of the statewide Automated Fingerprint Identication System for all law enforcement agencies in the County. Monies budgeted in this fund will be spent pursuant to the direction of the Remote Access Network Board. Controlled Substance Analysis Provides criminalistics laboratory analysis of controlled substances in a timely fashion to increase the effectiveness of criminal investigation and prosecution. Countywide Gang & Drug Trust Provides for expenditures and revenues for preventing, enforcing, and prosecuting illegal gang and/or drug activity. Expenditures must be approved by a panel consisting of the Sheriff, District Attorney, Chief Probation Ofcer, and a representative from the County Police Chiefs Association. County Law Enforcement Capital Projects Provides for the replacement and enhancement of a countywide law enforcement communication and helicopter major parts replacement. Narcotic Forfeiture Provides support for tracking the assets of persons involved in narcotics crimes and for ongoing narcotics enforcement efforts; maximizes forfeited assets and augments traditional law enforcement programs. The budget is divided into federal, state and local, and Department of the Treasury forfeited assets. Inmate Welfare Fund Pursuant to Penal Code Section 4025, provides revenues associated with the detention commissary and commission from detention pay telephones. These revenues are used to fund educational opportunities for inmates. Supplemental Law Enforcement Services Funds (SLESF) – Front Line Enforcement and Jail Operations As provided by AB 3229 (Chapter 134, Statutes of 1996), the State supplements otherwise available funding for local public safety services (COPS). These funds are used for jail operations and enhancement of Patrol Division services including the Air Support Unit. SLESF is now subsumed under the County’s Local Revenue Fund pursuant to AB 109 Public Safety Realignment. Trafc Safety Provides for the cost of ofcial trafc control devices, the maintenance thereof; equipment and supplies for trafc law enforcement and trafc accident prevention; the maintenance, improvement, or construction of public streets, bridges, and culverts; and in some cases, school crossing guards within a Board-governed police service area. Trial Court Security Provides state AB 109 Public Safety Realignment funding for bailiff and court security services for the Superior Court. Law Enforcement Training Center (Enterprise Fund) Established as a cost-neutral enterprise fund, the Sheriff ’s Ofce, with the Contra Costa College District at Los Medanos Community College, provides specialized training to law enforcement personnel. Contra Costa County | FY25-26 Recommended Budget Page 333 Organizational Chart The Ofce of the Sheriff-Coroner FY25-26 Recommended Budget includes a proposed FTE allocation of 1,139.50, which includes 1,116.50 in the General Fund, 17.0 in the Law Enforcement Training Center and 6.0 in the Welfare Fund. The Department is requesting to add 1 Administrative Analyst position and delete 1 Clerk-Specialist position, for a net increase of 0 FTE for the FY25-26 budget. The addition of an Administrative Analyst would provide technical and administrative support functions within the Personnel and Finance Division. Full-time Equivalent Employee (FTE) Summary FY24-25 Revised FY25-26 Recommended Change 25 - SHERIFF-CORONER 1139.5 1139.5 0 Expenditures Summary The FY25-26 Recommended Budget reects total expenditure appropriations of $343,013,751, an increase of $4,303,349 from the FY24-25 Revised Budget. Appropriations reect a projected $6.2 million increase in salaries and benets costs due to negotiated wage and benet increases. The projected $535,505 increase in services and supplies is a net of predominantly minor budgetary adjustments, with the most notable being increases in information technology and risk management service charges and contracted services, and reductions to building occupancy costs and grant-funded expenditures. 343,013,751 $4,303,349 (1.27% vs. prior year) Expenditures by Expense Type Contra Costa County | FY25-26 Recommended Budget Page 334 Budgeted and Historical Expenditures by Expense Type Millions Fixed Assets Expenditure Transfers Other Charges Services And Supplies Salaries And Beneﬁts FY2024 FY2025 FY2026 $0 $100 $200 $300 $400 Contra Costa County | FY25-26 Recommended Budget Page 335 Salaries And Benefits $254,130,462 $273,508,293 $279,724,774 $6,216,481 2.3% Services And Supplies $41,374,688 $32,985,161 $33,520,666 $535,505 1.6% Other Charges $10,187,284 $14,233,319 $13,010,906 -$1,222,413 -8.6% Expenditure Transfers $9,383,127 $9,764,729 $9,517,285 -$247,444 -2.5% Fixed Assets $1,533,130 $8,218,900 $7,240,119 -$978,781 -11.9% Total:$316,608,691 $338,710,402 $343,013,751 $4,303,349 1.3% Name FY2024 Actuals FY2025 Revised Budget FY2026 Recommended Budget FY24-25 Revised vs. FY25-26 Recommended ($) FY24-25 Revised vs. FY25-26 Recommended (%) Expenditures by Fund General Fund $309,438,604 $329,108,712 $332,383,158 $3,274,446 1% Special Revenue Funds County Law Enfrcmt- Cap Proj Fund $0 $4,217,697 $2,155,460 -$2,062,237 -48.9% Criminalistics Lab Fund $15 $24,000 $24,000 $0 0% Traffic Safety Fund $16 $423,438 $423,438 $0 0% Sheriff Nar Forfeit- ST/Local Fund $495 $100,000 $100,000 $0 0% Sheriff Forfeit-Fed-DoJ Fund $16 $7,000 $500 -$6,500 -92.9% Sup Law Enforcement Svcs Fund $776,355 -$1,768,237 $1,100,000 $2,868,237 -162.2% Sheriff Forfeit-Fed Treasury Fund $16 $2,000 $2,000 $0 0% Prisoners Welfare Fund $790,140 $1,120,090 $1,198,418 $78,328 7% CO-Wide Gang and Drug Fund $28,714 $182,000 $182,000 $0 0% Central Identify Bureau Fund $2,568,590 $2,437,000 $2,437,000 $0 0% Total Special Revenue Funds:$4,164,358 $6,744,988 $7,622,816 $877,828 13% Sheriff Law Enf Training Fund $3,005,729 $2,856,702 $3,007,777 $151,075 5.3% Total:$316,608,691 $338,710,402 $343,013,751 $4,303,349 1.3% Name FY2024 Actuals FY2025 Revised Budget FY2026 Recommended Budget FY24-25 Revised vs. FY25-26 Recommended ($) FY24-25 Revised vs. FY25-26 Recommended (%) Contra Costa County | FY25-26 Recommended Budget Page 336 Expenditures by Function Co Law Enf Comptr Cap-Prj $0 $575,855 $541,855 -$34,000 -5.9% Co Law Enf Comm Cap-Proj $0 $1,254,596 $501,000 -$753,596 -60.1% Co Law Enf Hlcptr Cap Prj $0 $2,387,246 $1,112,605 -$1,274,641 -53.4% Sher Forfeit-Fed-Doj $16 $7,000 $500 -$6,500 -92.9% Sher Narc Frfeit- St/Local $495 $100,000 $100,000 $0 0% Sheriff $178,572,948 $187,203,379 $189,647,120 $2,443,741 1.3% Criminalistic Lab Fund $15 $24,000 $24,000 $0 0% Sheriff Law Enf Trng Cntr $3,005,729 $2,856,702 $3,007,777 $151,075 5.3% Slesf-Jail Constr & Ops $607,264 -$3,507,228 $600,000 $4,107,228 -117.1% Slesf-Front Line Enf- Co $169,091 $1,738,991 $500,000 -$1,238,991 -71.2% Sher Forfeit-Fed Treasury $16 $2,000 $2,000 $0 0% Central Identify Bureau $1,309,044 $1,437,000 $1,437,000 $0 0% Co-Wide Gang And Drug $28,714 $182,000 $182,000 $0 0% Prisoners Welfare $790,140 $1,120,090 $1,198,418 $78,328 7% Ab 879 $1,259,546 $1,000,000 $1,000,000 $0 0% Sheriff Contract Svcs $16,178,873 $19,956,266 $13,689,925 -$6,266,341 -31.4% Custody Services Bureau $102,880,000 $107,546,141 $114,038,308 $6,492,168 6% Coroner $4,613,256 $3,771,762 $4,013,501 $241,738 6.4% Emergency Services $7,193,528 $10,631,164 $10,994,304 $363,140 3.4% Traffic Safety $16 $423,438 $423,438 $0 0% Total:$316,608,691 $338,710,402 $343,013,751 $4,303,349 1.3% Name FY2024 Actuals FY2025 Revised Budget FY2026 Recommended Budget FY24-25 Revised vs. FY25-26 Recommended ($) FY24-25 Revised vs. FY25-26 Recommended (%) Contra Costa County | FY25-26 Recommended Budget Page 337 Revenues Summary The FY25-26 Recommended Budget reects total revenue of $343,013,751 for the Ofce of the Sheriff-Coroner, including all Special Revenue funds. Operations within the General Fund account for revenue of $332,383,158, which includes a General Purpose Revenue allocation (net County cost) of $152,267,593. A portion of the Department's net County cost is a total Measure X allocation of $1,979,443 for the ongoing costs of body-worn equipment, licensing, and stafng, and does not include a cost of living adjustment. The net County cost is a 4.2% increase compared to the FY24-25 Revised Budget and covers increases in salaries and benets costs and internal departmental service charges. The remaining budgeted revenue includes $7,622,816 in the Special Revenue fund and $3,007,777 in the Sheriff Law Enforcement Training Fund. Other signicant revenue increases include $1.4 million from grant awards, $400,000 from contract cities' revenues, and an approximately $450,000 increase from Proposition 172 (a half-cent state sales tax that funds local public safety services in cities and counties). 343,013,751 $4,303,349 (1.27% vs. prior year) Revenues by Source Budgeted Revenues by Source Millions Federal Assistance Other Local Revenue State Assistance General Purpose Revenue FY2024 FY2025 FY2026 $0 $100 $200 $300 $400 Contra Costa County | FY25-26 Recommended Budget Page 338 Federal Assistance $1,789,123 $2,933,902 $1,647,772 -$1,286,130 -43.8% State Assistance $94,561,659 $96,347,586 $96,474,479 $126,893 0.1% Other Local Revenue License/Permit/Franchises $85,181 $32,000 $32,000 $0 0% Fines/Forfeits/Penalties $74,118 $183,000 $183,000 $0 0% Use Of Money & Property $188,752 $142,090 $231,090 $89,000 62.6% Intergovernmental Revenue $2,114,371 $1,769,660 $1,769,660 $0 0% Charges For Services $37,083,717 $38,625,628 $39,296,223 $670,595 1.7% Miscellaneous Revenue $51,269,635 $50,981,896 $51,111,934 $130,038 0.3% Fund Balance -$1,656,809 $1,545,898 $0 -$1,545,898 -100% Total Other Local Revenue:$89,158,965 $93,280,172 $92,623,907 -$656,265 -0.7% General Purpose Revenue $131,098,944 $146,148,742 $152,267,593 $6,118,851 4.2% Total:$316,608,691 $338,710,402 $343,013,751 $4,303,349 1.3% Name FY2024 Actuals FY2025 Revised Budget FY2026 Recommended Budget FY24-25 Revised vs. FY25-26 Recommended ($) FY24-25 Revised vs. FY25-26 Recommended (%) Contra Costa County | FY25-26 Recommended Budget Page 339 Key Budget Updates The Ofce of the Sheriff-Coroner's FY25-26 Recommended Budget of $343,013,751 increases expenditure appropriations and revenue by approximately $4.3 million, or 1.3%, compared to the FY24-25 Revised Budget. The net increase in expenditure appropriations includes $3,274,446 in the General Fund programs, $877,828 in special revenue funds, and $151,075 in the Department's law enforcement training enterprise fund. The salaries and benets budget increase of $6.2 million is attributed to negotiated wages and other benet cost increases. Although the Department's net County cost fully covers salary and benet cost increases, the Department has shared concerns regarding General Purpose Revenue allocations not keeping up with year-over-year permanent overtime increases. Since the Department historically underspends on salary and benet costs due to the number of vacant positions, the County Administrator's Ofce is not recommending additional General Purpose Revenue allocations. Instead, the two departments will continue to work collaboratively and closely monitor FY25-26 overtime costs compared to cost savings from vacancies, to ensure budgetary constraints do not create service reductions to patrol or custody services. As the Department progresses with law enforcement-targeted recruitments and other stafng strategies to ll its vacancies, it will be more important for the departments to understand the County's share of the increasing overtime cost and ensure data-driven estimates are included in future budget planning. The Ofce of the Sheriff-Coroner is budgeted for a total of 1,139.5 FTE positions, which includes the 12 FTE positions added in FY24-25 to support the West County Reentry Treatment and Housing (WRTH) facility in Richmond. Also recommended is a position swap to add 1 Administrative Analyst position and delete 1 Clerk-Specialist position to provide the appropriate stafng level in the Department's Personnel and Finance Division. The Department has requested other position swaps during the current scal year, which have been processed administratively, to provide positions in classications necessary to respond to operational and County policy changes. Twenty-ve long-term vacant positions were deactivated in November 2024 and are not included in the Recommended salaries and benets cost. A total of 166 vacant FTE positions totaling approximately $29.3 million are budgeted. Once the Department signicantly reduces existing vacancies, the County Administrator's Ofce will evaluate the impact of the deactivated positions and work with the Ofce of the Sheriff-Coroner to fund, as feasible, the County's share. Operating costs budgeted under services and supplies include interdepartmental service charges for information technology and risk management auto and workers' compensation liabilities with increases totaling $2,092,482 and public works cost reductions totaling $1,494,887. The Department has requested General Purpose Revenue to support a new cloud-based records management system (RMS), computer-aided dispatch (CAD) because the current system has reached the end of its lifecycle and is no longer supported by the vendor. The software update will allow the Department to modernize public safety technology with a user-friendly, efcient, and secure platform, as well as improve overall analytics solutions, reporting, data sharing, and response times for law enforcement, re, and emergency medical services. The County Administrator's Ofce does not recommend allocating additional General Purpose Revenue; however, the Ofce of the Sheriff-Coroner can utilize any General Purpose Revenue fund balance in the FY24-25 and Recommended budgets to cover the one-time implementation cost of $2.4 million. The remaining ongoing software costs of approximately $6.3 million will be spread over a ve-year period and replace existing software costs. The Department has also identied other external funding sources such as contracted cities' cost recoveries and Police Services Areas within the P6 zone to support their share of the one-time and ongoing costs. The Department's budgeted revenue of $343,013,751 includes a General Purpose Revenue allocation (net County cost) of $152,267,593, which funds 44.4% of the Department's expenditures, and reects an increase of $6,118,851 million compared to the FY24-25 Revised. A portion of the Department's net County cost is a total Measure X allocation of $1,979,443 for the ongoing costs of body-worn equipment, licensing, and stafng, and does not include a cost of living adjustment. Other revenue sources include $96,474,479 (28.1%) in state funding, $92,623,907 (27.0%) from other local revenues, and $1,647,772 (0.5%) in federal grants. The most notable changes to the Department's revenue include grant award increases totaling $1.4 million, contract cities' cost recoveries increasing by $400,000, and Proposition 172 (a half-cent state sales tax that funds local public safety services in cities and counties) estimated to increase by $450,000. The Recommended Budget for the Ofce of the Sheriff-Coroner is balanced and sustains current service levels, with no vacancy factor, which allows for the continued and unrestricted lling of vacant funded positions in FY25-26. Note: The County Administrator has developed recommendations based on service level impacts communicated by the Ofce of the Sheriff-Coroner. It is acknowledged that the Sheriff-Coroner is an elected ofcial and has ultimate discretion on how to best deploy resources within his department using appropriations allocated by the Board of Supervisors. Contra Costa County | FY25-26 Recommended Budget Page 340 Goals with a Focus on Equity The Ofce of the Sheriff strives to eliminate barriers and promote equity in its internal operations and the service provided to the citizens of Contra Costa County. Some recent examples of increased equity of service include: Field Operations The Community Services Unit focuses on community outreach through numerous special events across the County, citizens’ academies, neighborhood watch groups and performing Crime Prevention Through Environmental Design (CPTED) for residents and business owners. Attended Municipal Advisory Council meetings throughout the County to foster transparency and gather feedback. Custody Services Electronic bulletin boards mounted in housing units broadcast notices with inmate information and services in English and Spanish. Bilingual information is posted for visitors in the facilities' public lobbies, including regional transportation information. TDY-based telecommunications equipment is available in all detention facilities for inmates with hearing or speech impairments. Ongoing construction upgrade projects to create additional ADA-accessible cells. Continued construction on the West County Re-Entry Treatment and Housing Facility (WRTH), which includes specialized mental health housing and a family reunication center. Communications Center (Dispatch) Dispatch services continue to use 24/7 translation services paid for by a state contract. Callers can reach the Communications Center using Text-to-911 for emergencies. Text-to-911 allows callers with hearing or speech impairments to communicate with dispatchers. Replace the obsolete computer-aided dispatch and record management (CAD/RMS) system to enhance emergency response, streamline law enforcement operations, and improve efciency. Recruiting Attended hiring fairs focused on diversity, such as the Historically Black Colleges and Universities Legacy Bowl Career Fair in Louisiana. Focused recruiting efforts to attract female candidates, such as KOIT radio advertising and highlighting female employees on print advertisements, social media, and billboards throughout the Bay Area. Hosted an annual three-day Junior Women’s Academy for high-school-age girls to promote interest in law enforcement. Hosted an annual Women in Law Enforcement panel, providing an opportunity for women to meet, hear from, and ask questions of female representatives from throughout the ranks and positions within the Ofce of the Sheriff. Accepted the National Testing Network written examination, in addition to the POST Entry-Level Law Enforcement Test Battery (PELLETB) for deputy sheriff candidates, which has resulted in increased diversity in applicants. Training All sworn employees attend Principled Policing training, covering topics such as Procedural Justice and Implicit Bias to improve trust and relationships with the community. All sworn staff attend Crisis Intervention, De-Escalation Training, Racial Diversity, and Cultural Diversity Training. Basic Police Academy Recruits receive training on Cultural Diversity, Victimology, and Crisis Intervention. Contra Costa County | FY25-26 Recommended Budget Page 341 Agencywide The Ofce of the Sheriff ’s agency and recruiting websites are ADA-accessible. There are 104 employees currently certied as bilingual in 7 different languages. Written and audio translation services are utilized by several divisions of the agency. Location of Services The Ofce of the Sheriff provides law enforcement services to the unincorporated areas of the County, as well as contracted police services to three incorporated cities, special districts, and other security details. The Field Operations Bureau operates four County Patrol stations in the County’s west, central, east, and south areas, as well as in the contract cities of Danville, Lafayette, and Orinda. To enhance community outreach, there are four additional patrol substations located in the communities of Bay Point, Rodeo, Discovery Bay, and the Contra Costa Centre. The Communications Center and the Forensic Services Division provide dispatching and forensic analysis services to many law enforcement agencies in Contra Costa County. As the mutual aid coordinator for the County, the Ofce of the Sheriff receives and processes law requests for emergency assistance from law enforcement agencies throughout the County. Furthermore, the Ofce of the Sheriff maintains the Operational Area Emergency Operations Center (EOC) for Contra Costa County for activation during emergencies. Accomplishments In 2024, the Sheriff ’s Ofce made signicant advancements in emergency preparedness, infrastructure, and technology. The Emergency Services Division (ESD) trained over 200 participants, including more than 30 local, state, and federal agencies, in a two-day simulated earthquake response. ESD also developed pioneering emergency plans for extreme weather conditions and the Local Hazard Mitigation Plan, setting a statewide standard. The Emergency Services Support Unit (ESSU) logged 31,486 volunteer hours, providing 24/7 logistical support for search and rescue, mutual aid, and crime scene operations. Meanwhile, the Community Warning System (CWS) expanded public safety outreach, adding over 5,000 new emergency alert resident sign-ups through bilingual materials and community events. Technical Services upgraded network infrastructure to the latest cybersecurity standards, installed vendor-specic rewalls, and removed outdated hardware, strengthening defenses against cyber threats. Challenges Internal to the Ofce of the Sheriff The Ofce of the Sheriff continues to prioritize the recruitment of applicants for deputy sheriff and all clerical classications to ll vacancies in these positions. The Recruiting Unit has taken steps over the past two years to attempt to increase interest in the agency and the number of applications received for sworn and professional positions. Recruiting strategies are being developed and evaluated to increase the pool of highly qualied and diverse candidates. Internal to County Operations The Ofce of the Sheriff continues to face the challenges of operating aging detention facilities. While signicant facility improvements have been made over the last ve years, additional maintenance work is required to modernize the facilities and fulll ADA requirements. Contra Costa County | FY25-26 Recommended Budget Page 342 Operations Indicators Operational Indicators Fiscal Year FY2020/21 FY2021/22 FY2022/23 FY2023/24 FY2024/25 Provide professional effective patrol services to the community we serve that meet our standards of excellence ACTUALS ACTUALS ACTUALS ACTUALS PROJECTED Number of calls for service 289,488 339,521 298,427 317,797 290,754 Provide an effective and efcient Civil Process Number of Evictions performed N/A N/A 2,065 1,728 1,898 Number of Civil processes served N/A N/A 3,341 3,429 3,073 Provide a safe and secure custody system for the incarcerated and staff Number of bookings 11,452 14,325 15,588 15,849 16,400 Average daily population 1,494 814 643 894 1,000 Number of people assigned to Custody Alternative 1,039 1,440 1,796 1,762 1,967 Total staff assigned N/A 446 429 430 445 Achieve a professional and transparent organization for the community we serve Number of Public Records Act requests completed N/A 135 135 97 118 Number of internal investigations completed N/A 30 18 31 31 Provide an efcient and compassionate Coroner function Staff assigned N/A 9 9 9 9 Total Coroners cases N/A 7,120 6,839 6,237 6,538 Total autopsies N/A 519 474 472 488 Contra Costa County | FY25-26 Recommended Budget Page 343 Performance Measures Performance Measures Fiscal Year FY2023/24 FY2024/25 FY2025/26 Provide professional effective patrol services to the community we serve that meet our standards of excellence ACTUALS PROJECTED PROJECTED Number of Deputies assigned to County Patrol Services 140 138 145 Response times of Priority 1 calls (initial call to on- scene arrival, in minutes and seconds)13:36 14:00 14:00 Number of A3 referrals (Anyone, Anywhere, Anytime)817 718 1,222 Provide a safe and secure custody system for the incarcerated and staff Hours of education provided to the incarcerated 126,261 160,000 130,000 Achieve a professional and transparent organization for the community we serve Total hours of instruction presented to ALL staff 14,950 8,006 10,000 Number of body-worn cameras deployed 700 750 750 Contra Costa County | FY25-26 Recommended Budget Page 344 Justice Programs The Justice Programs section consolidates various non-departmental justice programs funded through the County General Fund and various Special Revenue funds. The vast majority of these programs serve as a funding passthrough to operating departments and non-County agencies. General Fund Programs: Justice Programs include the following: Trial Court Programs: Provides the General Fund subsidy for court operations to the State of California, and all court services not eligible for State funding under California Rule of Court 810, including capital case costs, certain homicide case costs, and collection of court-ordered fees and nes. Civil Grand Jury: A judicial body empaneled by the Superior Court to scrutinize the conduct of public business. Contra Costa County’s civil grand jury is composed of 19 citizens selected by the Superior Court. A new grand jury is empaneled each year. Grand jurors are ofcers of the court, and the jury functions as an independent body under the guidance of a Superior Court judge. Apart from the investigations mandated by the California Penal Code, each county’s Civil Grand Jury decides what it will investigate. Investigations may be initiated in response to letters from citizens, newspaper articles, and personal knowledge. During their investigations, jurors may inspect and audit books, records, and nancial expenditures; interview civil servants and others who may have pertinent information; inspect government facilities; and then issue reports with ndings and recommendations. After the Presiding Judge reviews these reports to make certain they meet legal requirements, they are sent to the appropriate public ofcials, who are required by law to respond. When those ofcials agree with the recommendations, they must specify how and when they will implement the recommended changes and if they disagree, they must explain their reasons. The jury then releases the reports to the public via the media and the Board of Supervisors, which generally takes ofcial action to adopt the responses at a regular public meeting. Criminal Grand Jury: A judicial body empaneled by the Superior Court to examine evidence presented by the District Attorney and return criminal indictments directly to the Superior Court. The Criminal Grand Jury investigates misfeasance (negligent conduct) and malfeasance (criminal conduct) committed by individuals. Jurors are selected at random from the pool of jurors summoned for jury service. The jury is composed of 19 residents of the County. However, unlike Civil Grand Jurors who serve for one year, Criminal Grand Jurors serve for the duration of one case, which typically lasts one week. During that time, cases are brought to the Criminal Grand Jury by the District Attorney's Ofce for review. While it is generally the District Attorney's Ofce which brings any given case to the attention of the Criminal Grand Jury, it is the Criminal Grand Jury that is ultimately responsible for any investigation they conduct and any decision they make. If the Criminal Grand Jury should return an Indictment or Accusation, it is then the responsibility of the District Attorney to pursue the charges alleged in the Indictment or Accusation. Conict Defense: Provides court-ordered legal representation to accused indigent individuals where the Public Defender or Alternate defenders have a legal conict of interest or are relieved from duty for other reasons. Reasons the Public or Alternate defenders may be relieved include: motions of defendants for reasons other than “Conict of Interest” (e.g., Marsden); acting as a standby, advisory, or co-counsel in a criminal case. Contra Costa County | FY25-26 Recommended Budget Page 345 Vehicle Theft Program: Pursuant to California Vehicle Code section 9250.14, provides local funding to the Sheriff's Ofce, District Attorney, and Probation for programs relating to vehicle theft crimes. Special Revenue Fund Programs Dispute Resolution Program: Provides for the establishment and funding, at County option, of local dispute resolution services including small claims, guardianship, and unlawful detainer/civil harassment mediation, as an alternative to formal court proceedings. This program is funded by an $8 portion of court civil ling fees. Services are provided by professional contractors. Automated ID & Warrant: Special fund to nance automated ngerprint identication (CAL-ID) equipment and the Automated Regional Information Exchange System (ARIES), which are managed by the Ofce of the Sheriff. Also provides funding for the countywide automated warrant management system, which is managed by the Ofce of the County Administrator. SLESF - Front Line Law Enforcement-City: Within the County’s Local Revenue Fund pursuant to AB 109 and AB 118, this account provides the passthrough of State Supplemental Law Enforcement funding to Contra Costa cities. This program was established by the legislature to provide funding for local agencies to ensure public safety. DNA Identication Fund: As provided by Government Code section 76104.6, adds $1 penalty for every ten dollars upon every ne, penalty, or forfeiture imposed and collected by the courts for criminal offenses, including Vehicle Code violations, except parking offenses. These funds are deposited into a separate DNA Identication Fund in the County Treasury. After required transfers to the State, remaining funds may be used to reimburse the Sheriff or other law enforcement agencies to collect DNA specimens, samples, and print impressions. Criminal Justice Facility Construction: Fund established pursuant to Government Code 76100 to assist the County in the construction, reconstruction, expansion, improvement, operation, or maintenance of county criminal justice and court facilities and for improvement of criminal justice automated information systems. The fund accumulates deposits of surcharges on every ne, penalty, or forfeiture imposed and collected by the courts for criminal offenses. The Criminal Justice Facility Construction Fund is used to pay the debt on the District Attorney's Ofce facility in Martinez and for maintenance of criminal justice facilities. Courthouse Construction: Fund established pursuant to Government Code 76100 to assist the County in the acquisition, rehabilitation, construction, and nancing of courtrooms, a courtroom building or buildings that contain facilities necessary or incidental to the operation of the justice system, or court facilities. The fund accumulates deposits of surcharges on every ne, penalty, or forfeiture imposed and collected by the courts for criminal offenses. Pursuant to the Trial Court Facilities Act of 2002, counties are required to transfer any fund balances to the State unless there remains bonded indebtedness for local court facilities. The County’s Courthouse Construction Fund is used to pay the debt on the Family Law Center facility in Martinez. Counties may not utilize these funds for any other purpose than debt service on a court facility. Contra Costa County | FY25-26 Recommended Budget Page 346 Expenditures Summary 284 ,206,516 $7,299,241 (2.64% vs. prior year) Expenditures by Fund Budgeted and Historical 2026 Expenditures by Fund Millions General Fund Special Revenue Funds FY2024 FY2025 FY2026 $0 $50 $100 $150 $200 $250 $300 Contra Costa County | FY25-26 Recommended Budget Page 347 General Fund $22,189,342 $24,306,860 $24,317,580 $10,720 0% Court/Clerk Automation Fund $0 $78 $0 -$78 -100% Crim Justice Facility Construct Fund $755,900 $786,622 $812,425 $25,803 3.3% Courthouse Construct Fund $186,548 $192,821 $188,024 -$4,797 -2.5% Dispute Resolution Program Fund $221,810 $193,000 $205,000 $12,000 6.2% Public Protection-Spec Rev Fund $1,027,543 $2,028,142 $2,116,827 $88,685 4.4% Sup Law Enforcement Svcs Fund $4,279,708 $4,176,168 $4,500,000 $323,832 7.8% Cnty Local Rev Fund $164,842,868 $244,998,584 $251,841,660 $6,843,076 2.8% DNA Identification Fund $323,705 $225,000 $225,000 $0 0% Total:$193,827,424 $276,907,275 $284,206,516 $7,299,241 2.6% Name FY2024 Actuals FY2025 Revised Budget FY2026 Recommended Budget FY24-25 Revised vs. FY25-26 Recommended ($) FY24-25 Revised vs. FY25-26 Recommended (%) Expenditures by Function Budgeted and Historical Expenditures by Function Millions Courthouse Construction Crim Just Facility Cnstrn Justice System Development/Planning Superior Court Related Functions Public Safety Realignment Public Safety Realignment FY2024 FY2025 FY2026 $0 $50 $100 $150 $200 $250 $300 Contra Costa County | FY25-26 Recommended Budget Page 348 Capital Improvements Crim Just Facility Cnstrn $755,900 $786,622 $812,425 $25,803 3.3% Courthouse Construction $186,548 $192,821 $188,024 -$4,797 -2.5% Total Capital Improvements:$942,448 $979,443 $1,000,449 $21,006 2.1% Superior Court Related Functions Trial Court Programs $16,704,460 $18,045,860 $17,812,580 -$233,280 -1.3% Court Records Automation $0 $78 $0 -$78 -100% Civil Grand Jury $94,665 $211,000 $155,000 -$56,000 -26.5% Criminal Grand Jury $12,378 $50,000 $50,000 $0 0% Total Superior Court Related Functions:$16,811,503 $18,306,938 $18,017,580 -$289,358 -1.6% Justice System Development/Planning Dispute Resolution Program $221,810 $193,000 $205,000 $12,000 6.2% Conflict Defense Services $4,102,382 $5,000,000 $5,000,000 $0 0% Automated Id & Warrant $1,027,543 $2,028,142 $2,116,827 $88,685 4.4% Slesf-Front Line Enf-City $4,279,708 $4,176,168 $4,500,000 $323,832 7.8% Vehicle Theft Program $1,275,457 $1,000,000 $1,300,000 $300,000 30% Dna Identification Fund $323,705 $225,000 $225,000 $0 0% Total Justice System Development/Planning:$11,230,605 $12,622,310 $13,346,827 $724,517 5.7% Public Safety Realignment Law Enforcement Svcs Acct $75,262,784 $84,725,584 $89,501,660 $4,776,076 5.6% Total Public Safety Realignment:$75,262,784 $84,725,584 $89,501,660 $4,776,076 5.6% Public Safety Realignment Support Services $89,580,084 $160,273,000 $162,340,000 $2,067,000 1.3% Total Public Safety Realignment:$89,580,084 $160,273,000 $162,340,000 $2,067,000 1.3% Total:$193,827,424 $276,907,275 $284,206,516 $7,299,241 2.6% Name FY2024 Actuals FY2025 Revised Budget FY2026 Recommended Budget FY24-25 Revised vs. FY25-26 Recommended ($) FY24-25 Revised vs. FY25-26 Recommended (%) Contra Costa County | FY25-26 Recommended Budget Page 349 Expenditures by Expense Type Budgeted and Historical Expenditures by Expense Type Millions Salaries And Beneﬁts Services And Supplies Other Charges Expenditure Transfers FY2024 FY2025 FY2026 $0 $50 $100 $150 $200 $250 $300 Salaries And Benefits $937,495 $1,011,720 $1,052,150 $40,430 4% Services And Supplies $6,488,108 $8,703,618 $9,015,822 $312,204 3.6% Other Charges $20,380,819 $21,237,185 $21,216,884 -$20,301 -0.1% Expenditure Transfers $166,021,002 $245,954,752 $252,921,660 $6,966,908 2.8% Total:$193,827,424 $276,907,275 $284,206,516 $7,299,241 2.6% Name FY2024 Actuals FY2025 Revised Budget FY2026 Recommended Budget FY24-25 Revised vs. FY25-26 Recommended ($) FY24-25 Revised vs. FY25-26 Recommended (%) Contra Costa County | FY25-26 Recommended Budget Page 350 Revenues Summary 284 ,206,516 $7,299,241 (2.64% vs. prior year) Revenue by Fund Budgeted and Historical 2026 Revenue by Fund Millions General Fund Special Revenue Funds FY2024 FY2025 FY2026 $0 $50 $100 $150 $200 $250 $300 Contra Costa County | FY25-26 Recommended Budget Page 351 General Fund $22,189,342 $24,306,860 $24,317,580 $10,720 0% Special Revenue Funds Court/Clerk Automation Fund $0 $78 $0 -$78 -100% Crim Justice Facility Construct Fund $755,900 $786,622 $812,425 $25,803 3.3% Courthouse Construct Fund $186,548 $192,821 $188,024 -$4,797 -2.5% Dispute Resolution Program Fund $221,810 $193,000 $205,000 $12,000 6.2% Public Protection-Spec Rev Fund $1,027,543 $2,028,142 $2,116,827 $88,685 4.4% Sup Law Enforcement Svcs Fund $4,279,708 $4,176,168 $4,500,000 $323,832 7.8% Cnty Local Rev Fund $164,842,868 $244,998,584 $251,841,660 $6,843,076 2.8% DNA Identification Fund $323,705 $225,000 $225,000 $0 0% Total Special Revenue Funds:$171,638,082 $252,600,415 $259,888,936 $7,288,521 2.9% Total:$193,827,424 $276,907,275 $284,206,516 $7,299,241 2.6% Name FY2024 Actuals FY2025 Revised Budget FY2026 Recommended Budget FY24-25 Revised vs. FY25-26 Recommended ($) FY24-25 Revised vs. FY25-26 Recommended (%) Revenues by Source Budgeted and Historical 2026 Revenues by Source Millions General Purpose Revenue Other Local Revenue State Assistance FY2024 FY2025 FY2026 $-100 $0 $100 $200 $300 $400 Contra Costa County | FY25-26 Recommended Budget Page 352 State Assistance Superior Court Related Functions $949,172 $702,000 $920,000 $218,000 31.1% Justice System Development/Planning $1,269,697 $1,000,000 $1,080,000 $80,000 8% Public Safety Realignment $83,207,543 $83,624,412 $82,616,584 -$1,007,828 -1.2% Public Safety Realignment $126,918,867 $160,273,000 $162,340,000 $2,067,000 1.3% Total State Assistance:$212,345,280 $245,599,412 $246,956,584 $1,357,172 0.6% Other Local Revenue Crim Just Facility Cnstrn $755,900 $786,622 $812,425 $25,803 3.3% Courthouse Construction $186,548 $192,821 $188,024 -$4,797 -2.5% Superior Court Related Functions $3,868,336 $4,344,438 $4,088,890 -$255,548 -5.9% Justice System Development/Planning $6,169,871 $6,622,310 $7,046,827 $424,517 6.4% Public Safety Realignment -$7,944,759 $1,101,172 $6,885,076 $5,783,904 525.2% Public Safety Realignment -$37,338,783 $0 $0 $0 0% Total Other Local Revenue:-$34,302,887 $13,047,363 $19,021,242 $5,973,879 45.8% General Purpose Revenue Superior Court Related Functions $11,993,995 $13,260,500 $13,008,690 -$251,810 -1.9% Justice System Development/Planning $3,791,037 $5,000,000 $5,220,000 $220,000 4.4% Total General Purpose Revenue:$15,785,032 $18,260,500 $18,228,690 -$31,810 -0.2% Total:$193,827,424 $276,907,275 $284,206,516 $7,299,241 2.6% Name FY2024 Actuals FY2025 Revised Budget FY2026 Recommended Budget FY24-25 Revised vs. FY25-26 Recommended ($) FY24-25 Revised vs. FY25-26 Recommended (%) Contra Costa County | FY25-26 Recommended Budget Page 353 Revenue by Department Capital Improvements Crim Just Facility Cnstrn $755,900 $786,622 $812,425 $25,803 3.3% Courthouse Construction $186,548 $192,821 $188,024 -$4,797 -2.5% Total Capital Improvements:$942,448 $979,443 $1,000,449 $21,006 2.1% Superior Court Related Functions Trial Court Programs $16,704,460 $18,045,860 $17,812,580 -$233,280 -1.3% Court Records Automation $0 $78 $0 -$78 -100% Civil Grand Jury $94,665 $211,000 $155,000 -$56,000 -26.5% Criminal Grand Jury $12,378 $50,000 $50,000 $0 0% Total Superior Court Related Functions:$16,811,503 $18,306,938 $18,017,580 -$289,358 -1.6% Justice System Development/Planning Dispute Resolution Program $221,810 $193,000 $205,000 $12,000 6.2% Automated Id & Warrant $1,027,543 $2,028,142 $2,116,827 $88,685 4.4% Slesf-Front Line Enf-City $4,279,708 $4,176,168 $4,500,000 $323,832 7.8% Vehicle Theft Program $1,275,457 $1,000,000 $1,300,000 $300,000 30% Dna Identification Fund $323,705 $225,000 $225,000 $0 0% Conflict Defense Services $4,102,382 $5,000,000 $5,000,000 $0 0% Total Justice System Development/Planning:$11,230,605 $12,622,310 $13,346,827 $724,517 5.7% Public Safety Realignment Law Enforcement Svcs Acct $75,262,784 $84,725,584 $89,501,660 $4,776,076 5.6% Total Public Safety Realignment:$75,262,784 $84,725,584 $89,501,660 $4,776,076 5.6% Public Safety Realignment Support Services $89,580,084 $160,273,000 $162,340,000 $2,067,000 1.3% Total Public Safety Realignment:$89,580,084 $160,273,000 $162,340,000 $2,067,000 1.3% Total:$193,827,424 $276,907,275 $284,206,516 $7,299,241 2.6% Name FY2024 Actuals FY2025 Revised Budget FY2026 Recommended Budget FY24-25 Revised vs. FY25-26 Recommended ($) FY24-25 Revised vs. FY25-26 Recommended (%) Contra Costa County | FY25-26 Recommended Budget Page 354 Key Budget Updates The Justice Programs section consolidates various non-departmental justice programs funded through the County General Fund and various Special Revenue Funds. The below highlights signicant budget issues within Justice Programs: Trial Court Programs (General Fund): In 2021 and 2022, the State Legislature repealed a number of criminal justice nes and fees (AB 177 and AB 199) which reduce the nes and fees revenue collected and used to support the Trial Court Programs. Fortunately, the Legislature also provided backll to counties to compensate for the repealed revenues. The FY25-26 Recommended Budget relies on $900,000 State backll revenue to maintain nancial support of the Trial Court Program. Other major revenues sources are from driver education fees and vehicle code nes, which can be unpredictable, but based on prior year trends, the revenue remains relatively stable enough to remain a reliable source. Conict Defense (General Fund): The County currently contracts with Independent Counsel, Inc., to provide conict legal defense services through a network of independent attorneys to defendants who are unable to be represented by the County Public Defender due to a conict of interest. Costs have been trending upward due to contracted annual rate increases. Effective July 1, 2023, a new agreement with Independent Counsel, Inc. commenced which included the referral of cases due to the Public Defender ’s lack of capacity. This has resulted in a reduction in cases that have been referred to this program. The FY25-26 Recommended Budget includes expenditure appropriations of $5,000,000. Although the contract with Independent Counsel, Inc. is set to expire at the end of FY24-25, the appropriation level is expected to provide sufcient appropriations for the continuation of conict legal defense services in FY25-26, regardless of the vendor selected. The level of service for this program is mandated pursuant to constitutional requirements. Should the recommended expenditure appropriations prove insufcient to fund the requisite level of defense services, it will be necessary to shift resources to this budget center from other programs or the County reserve. Automated ID & Warrant (Special Revenue Fund): In September 2021, the County migrated the countywide automated warrant management system from the County mainframe to a web-based vendor-hosted system. The warrant system was originally funded and has been maintained since 1988 through a penalty assessment on failure to appear/pay on Vehicle Code violations (section 40508.5). The penalty assessment revenue was meant to be supplemented, if necessary, by city and county contributions in order to operate a coordinated countywide warrant management system. However, in the 30+ years of warrant system operation, the County has neither required nor requested agency contributions for system development, operation and maintenance. In 2021, the State Legislature repealed a number of criminal justice nes and fees (AB 177), including VC 40508.5, the sole support of the countywide warrant management system. Fortunately, the Legislature also provided backll to counties to compensate for the repealed revenues. The FY25-26 Recommended Budget relies on $225,000 of State backll revenue to maintain and enhance the automated warrant management system. Public Safety Realignment (Special Revenue Fund): The 2011 Local Revenue Fund is a fund within the County Treasury mandated by statute to facilitate the transfer of sales tax and vehicle license fee revenue from the State to the County in public safety and health and human services departments as authorized by the 2011 Realignment legislation. The FY25-26 Recommended Budget projects a countywide allocation of approximately $245 million from the State based on the Governor’s January Proposed Budget. This gure, which is an approximate $1 million increase from FY24-25, is based on allocation factors used by various State agencies specic to each of the Public Safety Realignment funding streams. The Governor’s projections will likely change in the State’s May Revised Budget, and the County Administrator's Ofce will continue to monitor impacts to the County from such changes during the state budget process. Contra Costa County | FY25-26 Recommended Budget Page 355 Courthouse Construction (Special Revenue Fund): In June 2026, the County is scheduled to make the nal debt service payment on the Family Law Center located at 751 Pine Street, Martinez, originally nanced and constructed by the County in 1999 pursuant to a Memorandum of Understanding with the Contra Costa County Superior Court. The County transferred responsibility for the Family Law Center to the Judicial Council of California in 2009 but retained title to the facility until all debt could be discharged. Upon full discharge of the debt in June 2026, the County must transfer title of the Family Law Center to the Judicial Council. Under Government Code section 70353, the County will continue to be obligated to make an annual County Facilities Payment (CFP) on the Family Law Center of approximately $168,600 in perpetuity. The CFP payments are approximately equal to the 2008/09 County costs to maintain the facility, including staff and contract services costs for preventive and major maintenance, utilities, and insurance. The CFPs totaling approximately $1.8 million for 17 court facilities are budgeted in the General Fund annually. Debt service costs of the Family Law Center are paid from the County Courthouse Construction Fund (Department 0122), which accumulates revenue from various court-ordered fees and penalties. Following the transfer of title of the Family Law Center, the balance of the County Courthouse Construction Fund, currently at approximately $4.6 million, will escheat to the State Courthouse Construction Fund. Contra Costa County | FY25-26 Recommended Budget Page 356 Special Districts The county has 37 agencies referred to as county special districts and service areas. Each is established by the county for the purpose of providing specic services in a dened geographic area. Their board members are the same as the county Board of Supervisors and management of the primary government has operational responsibility for the component units. The 37 agencies and the special revenue fund in which each is included are: Contra Costa County Fire Protection District; Crockett- Carquinez Fire Protection District; Flood Control - Flood Control District, Storm Drainage District, Storm Drain District No. Z- 19; Service Areas - Service Areas D-2, EM-1, L-100, LIB-2, LIB-10, LIB-12, LIB-13, M-1, M-16, M-17, M-20, M-23, M-28, M-29, M-30, M- 31, R-4, R-7A, R-9, R-10, RD-4, Public Transit-Service Area T1, CFD 2006-1, CFD 2008-1, CFD 2010-1, and Discovery Bay West Parking District; Law Enforcement Service Areas - Crockett Cogeneration (formerly P-1), P-2 (zones A and B), P-5 and P-6; West Contra Costa Healthcare District; and Contra Costa County Water Agency. Contra Costa County | FY25-26 Recommended Budget Page 357 Contra Costa County Fire Protection District Lewis T. Broschard III Fire Chief For more information, call (925) 941-3300 or visit https://www.cccfpd.org/ DEPARTMENT OVERVIEW The Contra Costa County Fire Protection District (Con Fire) provides re and emergency medical services to nearly one million people across its 525-square-mile district area, and through mutual aid, in and around the 19 cities and unincorporated communities of Contra Costa County, California. With few exceptions, County emergency ambulance transport services are provided by Con Fire through its unique subcontractor Alliance model. Mission The Contra Costa County Fire Protection District exists to provide individuals, families and the community with professional services dedicated to the preservation of life, property, and the environment. Vision The Contra Costa County Fire Protection District is a recognized re service leader that strives to become the premier re organization that honors the past, recognizes the challenges of the present, and will continue to raise the bar of excellence into the future. Contra Costa County | FY25-26 Recommended Budget Page 358 Organizational Chart The FY25-26 Recommended Budget includes 649.0 full-time equivalent (FTE) positions in the Contra Costa County Fire Protection District, and reects an increase of 32.0 FTE positions from the following position modications: Adds 3 FTE Supervising Fire Dispatcher and 1 Supervising Fire Dispatcher-56 Hour positions to assist with the Emergency Medical Services transport dispatch and communications center operations. Adds 8 FTE positions to support the increasing demand for services, including some administrative expansion needs with the addition of 2 Fire Inspectors, 2 Fire Investigators, 1 Equipment Mechanic, 1 Accounting Technician, 1 Materials Technician, and 1 Program and Projects Coordinator. Adds 20 FTE positions, in the following classications, due to the Rodeo-Hercules Fire District annexation: 4 Fire Captain-Paramedic/56 Hour, 2 Fire Captain-56 Hour, 3 Fire Engineer-Paramedic- 56 Hour, 3 Fire Engineer-56 Hour, 2 Fireghter-Paramedic/56 Hours, 4 Fireghter/56 Hour, 1 Battalion Chief-56 Hour, and 1 Administrative Services Assistant III. Full-time Equivalent Employee (FTE) Summary FY24-25 Revised FY25-26 Recommended Change 70 - FIRE PROTECTION 617 649 32 Fire Chief Operations Emergency Medical Services, Training/Safety, Special Operations Planning and Development Fire Prevention, Pinole Fire Contract Administration Administrative Services, Communications/IT, Support Services Contra Costa County | FY25-26 Recommended Budget Page 359 Expenditures Summary The FY25-26 Recommended Budget for the Contra Costa County Fire Protection District totals $381.3 million, an increase of $28.0 million or approximately 8% from the FY24-25 Revised Budget. The Emergency Medical Services Fund accounts for $93.5 million of the budgeted expenditure. Salaries and benet costs increases of $20.6 million are mainly from negotiated salary increases, more overtime, and additional stafng to support operational expansions, including the upcoming annexation of the Rodeo-Hercules Fire District. Budgeted expenditures also reect the continued capital investments, including the larger station projects in Brentwood and Concord, and equipment costs such as heavy re apparatus. 381,322 ,852 $28,074,124 (7.95% vs. prior year) Expenditures by Expense Type Budgeted and Historical Expenditures by Expense Type Millions Provisions For Contingencies Expenditure Transfers Other Charges Fixed Assets Services And Supplies Salaries And Beneﬁts FY2024 FY2025 FY2026 $0 $100 $200 $300 $400 $500 Salaries And Benefits $179,482,021 $201,446,201 $222,075,967 $20,629,766 10.2% Services And Supplies $101,537,282 $88,579,986 $101,861,589 $13,281,604 15% Other Charges $14,144,917 $28,107,161 $18,463,721 -$9,643,440 -34.3% Expenditure Transfers $2,500,500 $10,543,975 $10,657,435 $113,460 1.1% Fixed Assets $12,447,868 $24,571,405 $28,264,139 $3,692,734 15% Provisions For Contingencies $4,413 $0 $0 $0 0% Total:$310,117,002 $353,248,728 $381,322,852 $28,074,124 7.9% Name FY2024 Actuals FY2025 Revised Budget FY2026 Recommended Budget FY24-25 Revised vs. FY25-26 Recommended ($) FY24-25 Revised vs. FY25-26 Recommended (%) Contra Costa County | FY25-26 Recommended Budget Page 360 Expenditures by Function Ccfpd Pob Stabilztn Fund $0 $30,000 $0 -$30,000 -100% Cccfpd Captl Construction $1,660,825 $17,000,000 $17,340,000 $340,000 2% Ccfpd Capital Outlay- Consolid $0 $617,189 $2,003,100 $1,385,911 224.6% Cccfpd New Devlpmt Fee Fd $13,640 $1,737,555 $1,737,555 $0 0% Ccfpd Pittsburg Special Fund $16 $9,491 $9,491 $0 0% Cccfpd Ems Transport Fund $89,164,494 $92,000,000 $93,500,000 $1,500,000 1.6% Ccc Fire District- Consolidated $219,276,912 $241,854,493 $265,717,706 $23,863,213 9.9% Cccfpd Cfd 2020-1 Brentwood $331 $0 $200,000 $200,000 N/A Cccfpd Cfd 2004-1 Cypress Lakes $785 $0 $210,000 $210,000 N/A Cccfpd Cfd 2020-1 Oakley $0 $0 $320,000 $320,000 N/A Cccfpd Cfd 2016-2 Delta Coves $0 $0 $50,000 $50,000 N/A Cccfpd Dif Brentwood $0 $0 $235,000 $235,000 N/A Total:$310,117,002 $353,248,728 $381,322,852 $28,074,124 7.9% Name FY2024 Actuals FY2025 Revised Budget FY2026 Recommended Budget FY24-25 Revised vs. FY25-26 Recommended ($) FY24-25 Revised vs. FY25-26 Recommended (%) Revenues Summary The FY25-26 Recommended Budget assumes revenues of $381,322,852 for the Contra Costa County Fire Protection District, including Emergency Medical Services Transport funds and all special revenue funds. A signicant increase of approximately $18.1 million in property tax revenues is attributed to an unplanned 4% growth in addition to the budgeted 5% growth. FY25- 26, therefore reects an approximate 9% increase compared to the FY24-25 Revised. Revenue increases of $8.5 million are projected from the incorporation of the Rodeo Hercules Fire District, and an increase in ambulance service charges will also generate increases in revenues based on EMS call volume. 381,322,852 $28,103,124 (7.96% vs. prior year) Contra Costa County | FY25-26 Recommended Budget Page 361 Revenue by Fund CCC FIRE PROTECT- CONSOLID $236,375,791 $241,854,493 $265,717,706 $23,863,213 9.9% CCCFPD POB STABILZTN FUND $0 $1,000 $0 -$1,000 -100% CCCFPD CAPTL CONSTRUCTION $1,106,462 $17,000,000 $17,340,000 $340,000 2% CCCFPD CAP OUTLAY- CONSOLID $94,306 $617,189 $2,003,100 $1,385,911 224.6% CCCFPD FIRE PREV FEES - CONS $810,069 $0 $780,000 $780,000 N/A CCCFPD NEW DEVLPMT FEE FD $89,875 $1,737,555 $1,737,555 $0 0% CCCFPD PITTSBURG SPECIAL FUND $2,978 $9,491 $9,491 $0 0% CCCFPD EMS TRANSPORT FUND $86,280,636 $92,000,000 $93,500,000 $1,500,000 1.6% RIVRVW FIRE DEVLP FEE $433,152 $0 $235,000 $235,000 N/A Total:$325,193,268 $353,219,728 $381,322,852 $28,103,124 8% Name FY2024 Actuals FY2025 Revised Budget FY2026 Recommended Budget FY24-25 Revised vs. FY25-26 Recommended ($) FY24-25 Revised vs. FY25-26 Recommended (%) Revenues by Source Budgeted Revenues by Source Millions Federal Assistance State Assistance Other Local Revenue FY2024 FY2025 FY2026 $0 $100 $200 $300 $400 $500 Contra Costa County | FY25-26 Recommended Budget Page 362 Federal Assistance $4,059,992 $2,961,868 $500,000 -$2,461,868 -83.1% State Assistance $3,515,780 $927,000 $900,000 -$27,000 -2.9% Taxes Current Property $191,015,815 $190,113,935 $208,215,829 $18,101,894 9.5% Taxes Other Than Cur Prop -$1,224,168 -$800,000 -$1,500,000 -$700,000 87.5% Use Of Money & Property $2,978 $31,000 $10,491 -$20,509 -66.2% Intergovernmental Revenue $5,227,162 $4,899,607 $5,503,177 $603,570 12.3% Charges For Services $102,302,522 $113,587,621 $115,133,500 $1,545,879 1.4% Miscellaneous Revenue $20,293,186 $31,635,423 $40,791,161 $9,155,738 28.9% Fund Balance $0 $9,863,274 $11,768,694 $1,905,420 19.3% Total:$325,193,268 $353,219,728 $381,322,852 $28,103,124 8% Name FY2024 Actuals FY2025 Revised Budget FY2026 Recommended Budget FY24-25 Revised vs. FY25-26 Recommended ($) FY24-25 Revised vs. FY25-26 Recommended (%) Contra Costa County | FY25-26 Recommended Budget Page 363 Key Budget Updates The Contra Costa County Fire Protection District aims to continue providing essential Emergency Medical Services (EMS), re, rescue, hazardous materials, and other rst response services while maintaining the health and safety of rst responders, support staff, and the community. The total budget funds 33 engine companies, 7 truck companies, and 1 rescue company, providing services from 37 re stations. As with prior years, the FY25-26 Recommended Budget includes funding for negotiated wages and other increased compensation costs, lease-purchase payments for apparatus replacement, debt service payments on revenue bonds for station construction projects, and the continuation of the District’s hand crew program, four-person stafng of truck companies, and a 24/7 hazardous materials team. The Budget also includes the Fire District continuing to fund a four-person heavy rescue unit initially staffed with FEMA SAFER Grant Funding. This grant will expire early in the 25-26 scal year, with the general operating fund supporting this specialized unit in the future. The FY25-26 Recommended Budget anticipates a 5% growth in secured property assessed valuation and revenue from the continued unwinding of the redevelopment areas. The Budget also includes revenues and expenditures associated with annexing the Rodeo-Hercules Fire District as of July 1, 2025. FY25-26 Recommended Budget funds 626 FTE positions in the District’s General Operating Fund and 23 FTE positions in the District’s EMS Transport Fund, for a total of 649 FTE positions. The Budget includes an increase of 32 FTE positions from the FY24-25 Revised Budget, with position modications for additional support for dispatch, re investigation, re prevention, and nance and administrative services. The District will add 4 Supervising Fire Dispatcher positions to assist with the District's expanded regional re and EMS communications center and the increased workload and complexities experienced in the re and EMS dispatch and communications space. The District will also add 2 Fire Inspector positions, 2 Fire Investigator positions, 1 Equipment Mechanic position, 1 Accounting Technician position, 1 Materials Technician position, and 1 Program and Projects Coordinator position. The additional stafng will be critical to providing support throughout the District's operation areas. In addition, 20 FTE positions will be added to incorporate the Rodeo-Hercules Fire District annexation as follows: 4 Fire Captain-Paramedic/56 Hour positions, 2 Fire Captain-56 Hour positions, 3 Fire Engineer-Paramedic- 56 Hour positions, 3 Fire Engineer-56 Hour positions, 2 Fireghter-Paramedic/56 Hours positions, 4 Fireghter/56 Hour positions, 1 Battalion Chief-56 Hour position, and 1 Administrative Services Assistant III position. The Budget continues Measure X allocations for wildland re mitigation, emergency response, countywide evacuation software, and capital construction projects, including the Fire District serving as the liaison with the San Ramon Valley Fire Protection District for its South County Training Center allocation. The District operates several support facilities and associated programs, including the handcrew program. This crew, known as “Crew 12,” performs important fuel mitigation work in addition to emergency responses. This program is based out of the Byron Wildland Fire Center and, during the re season, also operates from a former re station in the unincorporated area of Martinez. The proposed EMS Transport Fund budget of $93.5 million continues to support the increased deployment of Advanced Life Support and Basic Life Support ambulances, the new nurse navigation program, and increasing contract costs with American Medical Response (AMR). Ambulance transport fees collected by the District fully offset the costs of providing the service. The District will continue participating in the supplemental Medi-Cal reimbursement program, which provides additional revenues to public ambulance providers but also requires quarterly payments to support the federal and state-funded program. The expenditures to support the program are offset by the increased reimbursements received for Medi-Cal ambulance transport services. While the District is currently the exclusive operator of emergency ambulance services, in all areas except for the jurisdictions of the San Ramon Valley Fire Protection District and the Moraga-Orinda Fire Protection District, the contract expires on December 31, 2025, and the District will be submitting a bid for the next contract in the upcoming county Request for Proposals. Contra Costa County | FY25-26 Recommended Budget Page 364 The District will continue to invest in signicant capital construction projects, including the construction of two new re station projects in Brentwood. It will also continue remodeling the Contra Costa Regional Communications Center in Pleasant Hill, which will have capacity to serve as the central hub for dispatch and communications services. Efforts will also continue for the planned replacement of Fire Station 9 in Pacheco. The Budget supports ongoing repair projects, including both capital and non-capital equipment as needed. The FY25-26 Recommended Budget for Contra Costa County Fire Protection District is balanced and anticipate no programmatic, operational, or stafng impacts. The District looks forward to completing major construction and modernization projects, which will increase the presence of re services and resources throughout the County. Equity in Service Delivery The Fire District provides equitable services through the distribution of re and emergency response resources throughout the county. This includes distributing re stations, re apparatus, and ambulances to deliver services commensurate with demand, and as needed to respond within a geographically varied county both in infrastructure and terrain. Additionally, specialty re apparatus such as ladder trucks, rescues, hazardous materials teams, and wildland apparatus are distributed throughout the jurisdiction based on stafng, travel distances, and proximity to risk. This budget includes enhancements to service in East County with the construction of two re stations in Brentwood, where the community and surrounding communities have been historically decient. Contra Costa County | FY25-26 Recommended Budget Page 365 Goals During FY25-26, the Contra Costa County Fire Protection District aims to: Complete construction of Fire Station 94 in Downtown Brentwood and start construction on Fire Station 90 in Brentwood. Complete a Standards of Cover and Master Plan study. Submit a proposal to Contra Costa County for the exclusive rights to provide 911 ambulance services to most counties. Complete the CEQA process, release an RFP, and select a Design-Build Entity to construct Fire Station 9 at the existing station in Pacheco. Complete construction on the Pleasant Hill Communications Center remodel and modernization project. Transition the project to renovating the former communication center for support ofces. Continue periodically replacing capital equipment, such as heavy re apparatus and support equipment. Continue facility and grounds maintenance projects, such as remodeling, painting, roong, and asphalt repair. Complete a master facility assessment report and present it to the Board. Conduct an internal review and analysis of accounting practices and obtain recommendations for future operations. Pursue new funding mechanisms such as development impact fees and creating community facilities districts in new development areas. Continue working with the City of Concord and the master developer for the former Concord Naval Weapons project. Continue to work with the Navy and County partners to plan to transfer Navy land for the public safety reuse project. Evaluate the recruitment needs for additional reghters and conduct a Fireghter Recruit Academy as necessary. Develop and implement leadership development programs for future re captains and future battalion chiefs to address what is predicted to be signicant retirements in 2026 and 2027. Pursue strategic grant funding opportunities as they become available. Continue to manage and implement several Measure X-funded wildre mitigation programs. Continue disaster planning, internal preparation, and public education for large wildland res and evacuation planning. Continue collaborating with labor partners, AFSCME, IAFF, Local 1230, and the area hospital executives to implement solutions to the County's growing ambulance ofoad delay issues. Continue to make strategic real estate acquisitions for future re station replacement projects. Fully implement the annexation of Rodeo Hercules Fire District, including the FY24-25 audit, board of equalization integration, and required transfers at the Auditor-Controller. Continue the planning and constructing a helicopter landing site at the Byron Wildland Fire Center. Place a new breathing support unit in service to support extended on-scene operations, including reghter rehabilitation. Contra Costa County | FY25-26 Recommended Budget Page 366 Accomplishments The Contra Costa County Fire Protection District is pleased to highlight these recent accomplishments: Received nal LAFCO approval for the annexation of the Rodeo Hercules Fire District, effective July 1, 2025. This action will enhance services and increase safety for the community and rst responders. Throughout the total contracted service area, ambulances transported 84,861 patients in calendar year (CY) 2024, representing a 2.0% increase in transports compared to CY2023. Executed a 3-year agreement with Genasys for evacuation zone management for the entire County funded by Measure X. This product communicates vital information to the public and rst responders. Continued as responsible stewards of Measure X funding by utilizing the funding source to support various endeavors, including new construction projects, acquiring re apparatus, and implementing new initiatives to enhance community safety against the threat of wildres. Received an award of $1.4 million from FEMA for purchasing a Type 1 Heavy Rescue vehicle for use by the District's dedicated rescue company. This contract was executed in FY24-25, and the vehicle is in the design and construction phase. Implemented fuel reduction and wildre mitigation programs to protect communities from wildre threats. Hired and conducted Fireghter Recruit Academy 61. Continued lling new positions within the re prevention bureau to meet mandates and standards for code enforcement. Continued converting to a new records management, inspection, and invoicing system in the re prevention bureau. Continued to train and deploy re personnel as rst responders at the specialist level to hazardous materials incidents. Continued participation in the California Mutual Aid system, deploying multiple resources to the most signicant urban conagration in the history of California (Los Angeles, January 2025). After determining the site for planned Fire Station 90 was not viable due to contamination, the District identied and successfully acquired a new site at Lone Tree and Windy Springs in Brentwood. The CEQA process was initiated for this new location, and the design process is underway in partnership with the County. Submitted a completed application to the Brentwood Planning Department to construct Fire Station 94 in Downtown Brentwood. Completed the preliminary design for replacing Fire Station 9 in Pacheco on the existing site. Initiated the search for a temporary site for Fire Station 9 during construction. Continued replacement of capital equipment, such as heavy re apparatus, ambulance vehicles, and support equipment. Contra Costa County | FY25-26 Recommended Budget Page 367 Continued funding from Measure X will support a formerly grant-funded re safe coordinator position for increased collaboration between re agencies and re safe councils while searching for grant funding for this role. Collaborated with AFSCME, IAFF Local 1230, and AMR management on strategies to mitigate emergency ambulance response delays due to hospital and paramedic stafng constraints. Implemented a new emergency ambulance deployment model, including increased use of basic life support (BLS) units to improve system performance and reliability. Achieved a signicant milestone with all front-line apparatus in 10 years or less. This is due to an aggressive eet replacement policy that has increased reliability and decreased out-of-service time. This provides a high level of reghter safety and public safety. Filled the last vacant position in the Fleet Maintenance group, providing vital eet maintenance. Through a sponsor partnership, initiated a dedicated reghting helicopter program for 60 days, which proved to be a vital resource during peak re season. Placed water rescue resources at Station 14 in Martinez to provide this specialty resource closer to Central and West County. Dispersed water rescue resources in East County, placing a boat in Fire Station 95 in Bethel Island. Initiated construction of the tenant improvements required to move the Contra Costa Regional Fire Communication Center into the prior administration building on Geary Road in Pleasant Hill. For the rst time, promoted a Wildland Fire Battalion Chief to oversee the expanding wildland reghting program, including Crew 12, heavy equipment, re trials, and fuel mitigation efforts. Implemented the nurse navigation program to divert some 911 callers to an advice line to reduce non-emergency calls for service, connecting callers with an appropriate level of care. Continued to implement employee wellness programs with CA OES Grant funding for a 3-year program aimed at improving mental health services for reghters Graduated the rst cohort of paramedic students in partnership with Contra Costa Community College, with a second cohort that started classroom training in early 2025. This program allows the District to produce “homegrown” paramedics from reghters already in the organization. Operations Indicators Number of incidents reported for 2024 by the Emergency Response and Fire Prevention Units Emergency Response Total # of Fire Alarms 4,723 Total # of res, all types 3,955 Total # of EMS responses 84,378 Total # of assists 3,516 Total # of vehicle accident and rescue calls 3,633 Total # of Haz Mat / Hazardous Condition call 3,532 Total # of other emergencies 243 Total # of Emergency Responses 103,980 Ambulance Transports (Fire District plus other areas)84,861 Fire Prevention Total # of annual occupancy inspections 7,306 Total # of new construction plan reviews 3,972 Total # of new construction and life safety system inspections 4,472 Total # of exterior hazard inspections / notices 6,063 Total # of re investigations 694 Total # of arson arrests 27 Contra Costa County | FY25-26 Recommended Budget Page 368 Crockett-Carquinez Fire Protection District Dean Colombo Fire Chief Crockett-Carquinez Fire Department is a volunteer/paid on-call re department serving the communities of Crockett, Port Costa, Valona, and Tormey. Nestled along the Carquinez Strait, the Department serves approximately 4,000 citizens over ten square miles. The service area includes residences and small businesses along with heavy industry, a major highway, rail line, and bridge, and wildland urban interface. Most of the district is surrounded by East Bay Regional Park open space. The most recent iteration of Crockett-Carquinez Fire Protection District was formed in 1965 by the merger of Crockett Fire District and the Carquinez Fire District. Fire service has existed in the community since at least 1899 where the Valona Volunteer Fire Department met in Strentzel Hall. Built in 1887, Strentzel Hall housed the Valona Volunteer Fire hose cart. With 45 members, the Department provides re, rescue, and basic life support through a combination of paid day crew shifts and resident reghters supplemented by on-call personnel. The Crockett-Carquinez Fire Department is a dependent re district, organized under California Fire District Law of 1987. The Contra Costa Board of Supervisors serves as the Board of Directors, and appoints a Fire Commision to advise Department leadership. Contra Costa County | FY25-26 Recommended Budget Page 369 Organizational Chart The Crockett-Carquinez Fire Protection District has three re stations in Crockett, centrally located to support the surrounding areas. The service area includes residences and small businesses along with heavy industry, a major highway and bridge, and sizable wildland acreage. With under 50 volunteer staff, the District provides re, rescue, and basic life support through a combination of day crew shifts and on-call personnel. Station 77 49 Canyon Lake Drive, Port Costa Serves as a re house for the community of Port Costa, housing engine 277. Station 78 746 Loring Avenue, Crockett Serves as the primary rehouse and has living space, training classrooms, and Chief Fire Ofcer ofce space. Station 79 1423 Lillian Street, Crockett Houses equipment and trucks, IT workshop. Crockett-Carquinez Fire Protection District Fire Station 77 Fire Station 78 (Headquarters) Fire Station 79 Contra Costa County | FY25-26 Recommended Budget Page 370 Expenditures Summary The Crockett-Carquinez Fire Protection District's Recommended Budget for FY25-26 includes expenditures in the amount of $1,079,500. This is a decrease of $18,100 from the current year adopted budget primarily due to reductions from one-time capital expenses and increases in salaries and operational costs. 1,079,500 -$18,100 (-1.65% vs. prior year) Expenditures by Expense Type Budgeted and Historical Expenditures by Expense Type Millions Fixed Assets Other Charges Services And Supplies Salaries And Beneﬁts FY2024 FY2025 FY2026 $0 $0.25 $0.5 $0.75 $1 $1.25 $1.5 $1.75 Salaries And Benefits $344,246 $323,900 $428,700 $104,800 32.4% Services And Supplies $437,153 $264,600 $310,505 $45,905 17.3% Other Charges $288,654 $399,100 $280,295 -$118,805 -29.8% Fixed Assets $434,310 $110,000 $60,000 -$50,000 -45.5% Total:$1,504,364 $1,097,600 $1,079,500 -$18,100 -1.6% Name FY2024 Actuals FY2025 Revised Budget FY2026 Recommended Budget FY24-25 Revised vs. FY25-26 Recommended ($) FY24-25 Revised vs. FY25-26 Recommended (%) Contra Costa County | FY25-26 Recommended Budget Page 371 Revenues Summary The FY25-26 Recommended Budget assumes total revenue in the amount of $1,079,500, with property tax continuing to be the primary revenue source. The Department will continue to seek additional funding sources, including grants and local tax revenue, to support its operations. 1,079,500 -$18,100 (-1.65% vs. prior year) Revenues by Source Budgeted Revenues by Source Millions State Assistance Other Local Revenue FY2024 FY2025 FY2026 $0 $0.25 $0.5 $0.75 $1 $1.25 $1.5 State Assistance $158,808 $103,500 $153,500 $50,000 48.3% Taxes Current Property $759,378 $802,000 $855,000 $53,000 6.6% Taxes Other Than Cur Prop -$4,607 -$2,900 -$5,300 -$2,400 82.8% Intergovernmental Revenue $85,425 $50,000 $70,000 $20,000 40% Charges For Services $6,478 $0 $0 $0 0% Miscellaneous Revenue $212,124 $145,000 $6,300 -$138,700 -95.7% Total:$1,217,606 $1,097,600 $1,079,500 -$18,100 -1.6% Name FY2024 Actuals FY2025 Revised Budget FY2026 Recommended Budget FY24-25 Revised vs. FY25-26 Recommended ($) FY24-25 Revised vs. FY25-26 Recommended (%) Contra Costa County | FY25-26 Recommended Budget Page 372 Key Budget Updates The FY25-26 Recommended Budget for the District reects a slight decrease of $18,100 from $1,097,600 to $1,079,500 and sustains the District's current service levels. The increases in expenditures are mainly attributed to funding for salaries, services and supplies, but there are also decreases in expenditures from capital equipment as purchases were completed in the current scal year. The increase in services and supplies is primarily due to anticipated maintenance of equipment and buildings, as well as continuing to budget for personal protective equipment to ensure the Department is meeting state requirements. Although the Department has been working on refurbishing re apparatus to prolong the equipment’s life span, the Department is looking to acquire two new re engines in FY25-26. Crockett-Carquinez Fire is proposing to sell three of their aged apparatus to help offset the costs, but in the long run, having new equipment in their eet would better equip the Department to efciently respond to emergencies, and would signicantly reduce the ongoing repair costs that come with older equipment. The Department is looking forward to working with the County Administrator ’s Ofce to explore nancing options for the next 5-7 years, and may potentially need to submit a budget amendment later in the year. Revenues for special districts, such as Crockett-Carquinez Fire, tend to be limited and unpredictable. Property taxes continue to be the main source of funding for the Department, and projected at $800,000 for FY25-26. Although re season activity has decreased in the current year, the Department is still anticipating to receive State mutual aid funding to help offset salary costs. Completion of one-time projects and equipment purchases and an assumed slight increase in property tax revenues afford the Department a balanced budget with no anticipated impacts on operations. The Department continuously seeks opportunities to bring additional resources into its communities, including donations to support emergent re equipment and operational needs throughout the year. The District looks forward to continued collaboration with the County Administrator’s Ofce and supporting Crockett and its surrounding areas in 2025. Contra Costa County | FY25-26 Recommended Budget Page 373 Goals Department leadership is focused on recruiting and retaining members who can effectively and efciently respond to calls on a regular basis. The Department will continue to seek additional funding sources, including grants and local tax revenue, to support its operations. Efforts are underway to modernize areas within the Station 78 living quarters and to put a Department re investigator into service. In 2025, an academy will be held for new recruits to enhance personnel readiness. There will be further development of an ofcer training program to ensure continuous professional growth within the Department. The Department will facilitate a community smoke detector program in partnership with the Red Cross. Additionally, work will be done to update pre-plans for Crockett and Port Costa. Crockett-Carquinez Fire Department appreciates the community's support and looks forward to a healthy, successful 2025. Contra Costa County | FY25-26 Recommended Budget Page 374 Accomplishments The Crockett-Carquinez Fire Protection District is pleased to highlight the following accomplishments: Capital Improvements, Acquisitions, and Facilities The Department has implemented several key improvements, including the introduction of a new quantitative t test device for SCBA facemasks, with electronic record-keeping of t test results for all members in compliance with Cal OSHA regulations. Additionally, Water Tender 178 was placed into service, along with a fully electric command vehicle for Chief 7800. New turnouts were purchased using grants from Contra Costa County and Phillips 66, ensuring the department meets Cal OSHA standards. Furthermore, the department has initiated the exploration process for the potential refurbishment of Engines 79 and 78A The Crockett Community Foundation awarded a $107,000 grant for the installation of a split heating and air conditioning system at Station 78, with work set to begin on January 13, 2025. In addition to this, electrical service was installed at Station 77, along with parking access next to the station. The electrical system at Station 78 was upgraded, and a new electrical charging station was also installed there. Lastly, new windows and blinds were added to Station 78. Department Training Division The Crockett-Carquinez Training Division is dedicated to delivering high-quality, timely training, investing hundreds of hours to ensure both new and veteran staff members are well-prepared. The Department offers a comprehensive range of training programs, including basic, developmental, and competency-focused courses. In 2024, signicant professional development efforts were made, including the creation and execution of a community-wide disaster protocol, with an emphasis on earthquake preparedness. This initiative involved the development and implementation of stafng, survey, and command Standard Operating Guidelines (SOGs), along with corresponding drills and windshield surveys of critical infrastructure. One staff member was sponsored for training in plan review and building inspections, while another earned certication as an American Red Cross CPR, AED, and Public Safety First Aid instructor. New ofcers participated in training covering administrative functions, operations, expectations, and personnel management. The weekly training program remained robust, totaling 100 hours throughout the year. Moreover, Academy 24-1 successfully trained six recruits, providing 120 hours of foundational training prior to their deployment for response duties. Fire Prevention and Community Education The Department has made signicant strides in re prevention and education efforts throughout the community. This includes hosting a community preparedness meeting with residents of Port Costa and conducting public education visits with Scout Troops 171 and 173, as well as at Crockett Garden School. Additionally, the Department provided CPR and Stop the Bleed training for teachers at John Swett High School, and AED training for staff at the Old Homestead venue in Crockett. Chief Colombo now serves on the John Swett Unied School District Safety Committee, attending monthly safety meetings at John Swett High School and participating in the annual re drill there. The Department also began statutory re and life safety inspections for schools and apartments with three or more units, with two state-certied personnel tasked with conducting these inspections. Inspections in Port Costa, Carquinez Manor Senior Housing, and several school sites in Crockett were Contra Costa County | FY25-26 Recommended Budget Page 375 completed, with follow-up inspections planned for 2025. A system for identifying and tracking inspections for additional 3+ unit occupancies, businesses, and assembly facilities was implemented, with inspections set to begin in 2025. Lastly, the Department held meetings with Cal Fire to review and expand Mutual Threat Zones within the district, with implementation planned for 2025 Performance Indicators Listed below are the call types by volume for the most common calls received by the Crockett-Carquinez Fire District: In 2024, crews responded to 539 dispatched calls. This was a decrease of 93 calls from 2023. Medical emergencies continue to make up the majority of the calls. The department responded to numerous vegetation res over the course of the year but overall, the number and size (acreage) of vegetation res was smaller than recent years. Crews provided mutual aid support across Contra Costa County, Solano County, and in other parts of Northern and Southern California. Department Fireghters are notied of incoming calls via several programs including, E-Dispatch, Tablet Command, and Pulse Point. The Department is now fully compliant with the National Incident Management System requirements for both State and Federal reporting. The busiest engines/vehicles include Engine 78, Engine 578, and 7800. Contra Costa County | FY25-26 Recommended Budget Page 376 Emergency Medical Services - Ambulance Service Area Ori Tzvieli, M.D. Interim Director, Contra Costa Health For more information, call (925) 957-2670 or visit cchealth.org . The mission of the Emergency Medical Services Division of the Health Services Department is to ensure that quality emergency medical services are available for all people in Contra Costa County, and that emergency medical care is provided in a coordinated, professional and timely manner. The Emergency Medical Services (EMS) Ambulance Service Area comprises the entire county of Contra Costa where 9-1-1 services are delivered under Local EMS Agency policies and procedures to provide a uniform level of response, prompt patient care, and transport to emergency departments including specialty centers for denitive care. In compliance with Title 22 for medical and quality oversight of high-performance Emergency Medical Services (EMS) Systems, this Division is the statutory designated Local EMS Authority (LEMSA) responsible for providing regulatory and medical oversight of medical dispatch, prehospital patient care delivered by re and law enforcement rst responders, and ambulance personnel. EMS is also charged with conducting emergency and non-emergency ambulance permitting and emergency ambulance contract compliance. EMS sets standards to assure that prehospital personnel are properly trained and equipped to provide medical care in a timely, efcient, and professional manner. EMS is responsible for the authorization and oversight of Air Medical Providers, Continuing Education, and EMT and Paramedic training programs in the County, and the administrative and levy collection costs associated with Measure H parcel levies collected with property taxes. Measure H, passed by the voters in 1988, created a countywide parcel charge for enhancements to the emergency medical service system. Zone A covers the San Ramon Valley area, and Zone B is comprised of the rest of the County. Assessment rates refer to the rate per "benet unit." Residential parcels are assessed based upon the number of dwelling units, with a single-family residence assessed at one benet unit. Commercial and industrial parcels are assessed from three benet units up to 500 benet units for heavy industry. Rates have been at $3.94 and $10.00 per benet unit in Zone A and B, respectively, since FY 1996-97. These rates cannot be increased without being approved by the voters. Zone A: Ambulance Service Area – Measure H Description: Includes support for enhancements in rst responder and paramedic service, equipment, and technology; EMS and disaster communications; community CPR and Public Access Debrillation; specied positions in the Health Services EMS Division to provide program coordination, training, and medical oversight; cardiac arrest, STEMI, stroke, EMS for Children, and Trauma Programs; and administrative and levy collection costs. Funded by Measure H parcel levies collected with the property taxes. The geographic area encompasses the territory of the San Ramon Valley Fire Protection District (San Ramon, Danville, and surrounding unincorporated areas). Zone B: Ambulance Service Area – Measure H Description: Includes support for enhancements in rst responder and paramedic service, equipment, and technology; EMS and disaster communications; community CPR and Public Access Debrillation; specied positions in the Health Services EMS Division to provide program coordination, training, and medical oversight; cardiac arrest, STEMI, stroke, EMS for Children, and Trauma Programs; and administrative and levy collection costs. Funded by Measure H parcel levies collected with the property taxes. The geographic area encompasses the remaining incorporated and unincorporated territory of the County not included in Zone A. For more information about the programs administered by the Health Services Department, please see the department section here: Health Services Department  Contra Costa County | FY25-26 Recommended Budget Page 377 Expenditures Summary 8 ,482,611 $2,782,463 (48.81% vs. prior year) Expenditures by Function Budgeted and Historical Expenditures by Function Millions Serv Area Em-1 Zone A Serv Area Em-1 Zone B FY2024 FY2025 FY2026 $0 $2 $4 $6 $8 $10 Emergency Medical Services Serv Area Em-1 Zone A $238,989 $236,736 $242,666 2.5%$5,930 Serv Area Em-1 Zone B $5,377,502 $5,463,412 $8,239,945 50.8%$2,776,533 Total Emergency Medical Services:$5,616,491 $5,700,148 $8,482,611 48.8%$2,782,463 Name FY2024 Actuals FY2025 Revised Budget FY2026 Recommended Budget FY24-25 Revised vs. FY25-26 Recommended (%) FY24-25 Revised vs. FY25-26 Recommended ($) Contra Costa County | FY25-26 Recommended Budget Page 378 Expenditures by Expense Type Budgeted and Historical Expenditures by Expense Type Millions Services And Supplies Other Charges Salaries And Beneﬁts FY2024 FY2025 FY2026 $0 $2 $4 $6 $8 $10 Salaries And Benefits $2,114,861 $2,327,504 $3,875,240 66.5%$1,547,736 Services And Supplies $1,114,880 $992,726 $2,206,872 122.3%$1,214,146 Other Charges $2,386,750 $2,379,918 $2,400,499 0.9%$20,581 Total:$5,616,491 $5,700,148 $8,482,611 48.8%$2,782,463 Name FY2024 Actuals FY2025 Revised Budget FY2026 Recommended Budget FY24-25 Revised vs. FY25-26 Recommended (%) FY24-25 Revised vs. FY25-26 Recommended ($) Revenues Summary 8,482,611 $2,776,261 (48.65% vs. prior year) Revenue by Special District Contra Costa County | FY25-26 Recommended Budget Page 379 Budgeted and Historical 2024 Revenue by Department Millions Serv Area Em-1 Zone A Serv Area Em-1 Zone B FY2024 FY2025 FY2026 $0 $2 $4 $6 $8 $10 Emergency Medical Services Serv Area Em-1 Zone A $238,989 $242,938 $242,666 -0.1%-$272 Serv Area Em-1 Zone B $4,599,954 $5,463,412 $8,239,945 50.8%$2,776,533 Total Emergency Medical Services:$4,838,944 $5,706,350 $8,482,611 48.7%$2,776,261 Name FY2024 Actuals FY2025 Revised Budget FY2026 Recommended Budget FY24-25 Revised vs. FY25-26 Recommended (%) FY24-25 Revised vs. FY25-26 Recommended ($) Contra Costa County | FY25-26 Recommended Budget Page 380 Library Special Districts Alison McKee County Librarian For more information, call (800) 984-4636 or visit https://ccclib.org/ . The Contra Costa County Library brings people and ideas together. The Library Department’s primary goal is to provide facilities and collections that meet the variety of educational, recreational, and cultural information needs of the community and to provide access to high-quality services for children, teens, and adults. COUNTY SERVICE AREAS FOR LIBRARY SERVICES OVERVIEW There are four County Service Areas (CSAs) in Contra Costa County that serve as nancing mechanisms for library facilities and/or extended library services in a specic area, CSAs: LIB-2 (El Sobrante), LIB-10 (Pinole), LIB-12 (Moraga) and LIB-13 (Ygnacio Valley). The CSAs were created before 1970 at the request of area residents and operate as dependent special districts governed by the County Board of Supervisors. Detailed nancing information for each CSA can be found in the charts and tables to follow. Library CSAs are primarily nanced through property taxes and interest earnings. The library CSAs' budgets are managed by the Contra Costa County Library. The Library’s nance manager formulates and monitors budgets, and coordinates and oversees infrastructure improvements and installation specic to each district. The Contra Costa County Library collectively plans services for all library outlets served. Library staff plan programs to meet community needs based on community proles and partnership organizations. For more information about the County Library System, see the Library Department  section of the Recommended Budget. Expenditures Summary 400,200 $39,518 (10.96% vs. prior year) Expenditures by Fund SVC AREA LIB-2 EL SOBRANTE $1,070 $156,098 $172,878 $16,780 10.7% SVC AREA LIBRARY-10 PINOLE $10 $1,507 $1,668 $161 10.7% SVC AREA LIBRARY-12 MORAGA $89 $12,728 $14,344 $1,616 12.7% SVC AREA LIBRARY-13 YGNACIO $1,345 $190,349 $211,310 $20,961 11% Name FY2024 Actuals FY2025 Revised Budget FY2026 Recommended Budget FY24-25 Revised vs. FY25-26 Recommended ($) FY24-25 Revised vs. FY25-26 Recommended (%) Contra Costa County | FY25-26 Recommended Budget Page 381 Total:$2,514 $360,682 $400,200 $39,518 11% Name FY2024 Actuals FY2025 Revised Budget FY2026 Recommended Budget FY24-25 Revised vs. FY25-26 Recommended ($) FY24-25 Revised vs. FY25-26 Recommended (%) Revenues Summary 400,200 $39,518 (10.96% vs. prior year) Revenues by Source Library CSAs are primarily nanced through property taxes and interest. CSAs are not authorized to issue bonded debt. CSAs engage in joint nancing arrangements in that the CSAs supplement standard funding sources for County libraries. State Assistance $1,660 $415 $405 $1,686 -$10 $1,281 316.3% Other Local Revenue Taxes Current Property $385,271 $370,392 $361,542 $400,860 -$8,850 $39,318 10.9% Taxes Other Than Cur Prop -$2,321 -$1,772 -$1,730 -$2,357 $42 -$627 36.2% Use Of Money & Property $0 $460 $460 $0 $0 -$460 -100% Intergovernmental Revenue $11 $5 $5 $11 $0 $6 120% Fund Balance $0 $0 $0 $0 $0 $0 0% Total Other Local Revenue:$382,961 $369,085 $360,277 $398,514 -$8,808 $38,237 10.6% Total:$384,621 $369,500 $360,682 $400,200 -$8,818 $39,518 11% Name FY2024 Actuals FY2024 Adopted Budget FY2025 Revised Budget FY2026 Recommended Budget FY2024 Adopted vs. FY2025 Adopted ($ Change) FY24-25 Revised vs. FY25-26 Recommended ($) FY24-25 Revised vs. FY25-26 Recommended (%) Contra Costa County | FY25-26 Recommended Budget Page 382 Police County Service Areas The County has police service areas ( P Districts) in which residents in certain neighborhoods and cities pay a special tax to enhance public safety in those communities. This additional revenue is often used to enhance law enforcement public safety services in those areas to include ALPR Cameras, additional dedicated sworn and non-sworn stafng, crossing guards, parking enforcement, trafc enforcement, and crime prevention activities. The County has four (4) service areas established for the purpose of providing police services in dened geographic areas: Crockett Cogeneration (formerly P-1), P-2 (zones A and B), P-5, and P-6. Police Service Crockett Cogeneration: Provides police services (1.0 FTE) to the unincorporated area of Crockett. Service Area P-2 (zones A and B): Provides police services to the unincorporated areas of Blackhawk (4.0 FTEs) and Alamo (1.0 FTE). Service Area P-5: Provides police services to the unincorporated area Round Hill (2.0 FTE). Service Area P-6: Provides increased police protection services throughout the unincorporated County. Expenditures Summary 34 ,943,214 $222,286 (0.64% vs. prior year) Contra Costa County | FY25-26 Recommended Budget Page 383 Expenditures by Expense Type Budgeted and Historical Expenditures by Expense Type Millions Other Charges Salaries And Beneﬁts Services And Supplies Expenditure Transfers FY2024 FY2025 FY2026 $0 $10 $20 $30 $40 Salaries And Benefits $2,095,036 $2,351,862 $2,457,362 $105,501 4.5% Services And Supplies $145,832 $14,622,002 $14,604,697 -$17,305 -0.1% Other Charges $275,984 $362,596 $374,954 $12,359 3.4% Expenditure Transfers $17,064,491 $17,384,469 $17,506,200 $121,731 0.7% Total:$19,581,343 $34,720,928 $34,943,214 $222,286 0.6% Name FY2024 Actuals FY2025 Revised Budget FY2026 Recommended Budget FY24-25 Revised vs. FY25-26 Recommended ($) FY24-25 Revised vs. FY25-26 Recommended (%) Contra Costa County | FY25-26 Recommended Budget Page 384 Revenues Summary 34 ,943,214 $78,822 (0.23% vs. prior year) Revenues by Source State Assistance $29,513 $45,131 $45,131 $0 0% Other Local Revenue Taxes Current Property $7,992,167 $6,237,392 $6,237,391 -$1 0% Taxes Other Than Cur Prop $4,314,698 $4,038,028 $4,160,928 $122,899 3% Fines/Forfeits/Penalties $60,169 $16,700 $16,700 $0 0% Use Of Money & Property $3,068 $61,000 $61,000 $0 0% Intergovernmental Revenue $3,682 $3,600 $3,600 $0 0% Charges For Services $165,124 $307,288 $307,288 $0 0% Miscellaneous Revenue $2,567,830 $2,783,763 $2,783,763 $0 0% Fund Balance $0 $21,371,490 $21,327,414 -$44,076 -0.2% Total Other Local Revenue:$15,106,738 $34,819,261 $34,898,083 $78,822 0.2% Total:$15,136,251 $34,864,392 $34,943,214 $78,822 0.2% Name FY2024 Actuals FY2025 Revised Budget FY2026 Recommended Budget FY24-25 Revised vs. FY25-26 Recommended ($) FY24-25 Revised vs. FY25-26 Recommended (%) Contra Costa County | FY25-26 Recommended Budget Page 385 Revenue by Special District Svc Area P6 Zone 0211 $2,700 $2,668 $2,780 $112 4.2% Svc Area P6 Zone 0502 $163,783 $161,920 $168,696 $6,776 4.2% Svc Area P6 Zone 1614 $2,471 $2,443 $2,545 $102 4.2% Svc Area P6 Zone 1804 $1,765 $1,745 $1,818 $73 4.2% Svc Area P6 Zone 2201 $44,753 $44,241 $46,096 $1,855 4.2% Svc Area P6 Zone 0501 $100,582 $99,438 $103,600 $4,162 4.2% Svc Area P6 Zone 1613 $1,790 $1,770 $1,844 $74 4.2% Svc Area P6 Zone 2200 $4,654 $4,601 $4,794 $193 4.2% Svc Area P6 Zone 2502 $2,824 $2,792 $2,908 $116 4.2% Svc Area P6 Zone 2801 $21,481 $21,236 $21,975 $739 3.5% Svc Area P6 Zone 1609 $4,736 $4,682 $4,845 $163 3.5% Svc Area P6 Zone 1610 $4,736 $4,682 $4,878 $196 4.2% Svc Area P6 Zone 1611 $20,836 $20,599 $21,462 $863 4.2% Svc Area P6 Zone 1612 $1,894 $1,873 $1,951 $78 4.2% Svc Area P6 Zone 2501 $23,488 $23,220 $24,192 $972 4.2% Svc Area P6 Zone 2800 $1,894 $1,873 $1,951 $78 4.2% Svc Area P6 Zone 1514 $5,384 $5,323 $5,545 $222 4.2% Svc Area P6 Zone 1101 $2,273 $2,247 $2,341 $94 4.2% Svc Area P-6 Zone 1803 $5,897 $5,830 $6,074 $244 4.2% Svc Area P6 Zone 1700 $168,265 $166,354 $173,312 $6,958 4.2% Svc Area P6 Zone 2000 $786 $777 $810 $33 4.2% Svc Area P6 Zone 2903 $2,266 $2,241 $2,334 $93 4.2% Svc Area P6 Zone 1505 $1,966 $1,943 $2,024 $81 4.2% Svc Area P6 Zone 1506 $3,931 $3,887 $4,050 $163 4.2% Svc Area P-6 Zone 1001 $10,694 $10,572 $11,015 $443 4.2% Svc Area P-6 Central Admin Base $2,492,350 $16,302,798 $16,302,798 $0 0% Svc Area P-6 Zone 1607 $1,966 $1,943 $2,024 $81 4.2% Svc Area P-6 Zone 1504 $3,538 $3,499 $3,645 $146 4.2% Svc Area P-6 Zone 2702 $786 $777 $810 $33 4.2% Svc Area P-6 Zone 1606 $823 $813 $847 $34 4.2% Svc Area P-6 Zone 1605 $7,815 $7,726 $8,050 $324 4.2% Svc Area P-6 Zone 1503 $823 $813 $847 $34 4.2% Svc Area P-6 Zone 0400 $848 $838 $874 $36 4.3% Svc Area P-6 Zone 0702 $4,030 $3,984 $4,150 $166 4.2% Svc Area P-6 Zone 1502 $848 $838 $874 $36 4.3% Svc Area P-6 Zone 3100 $35,632 $35,226 $36,701 $1,475 4.2% Svc Area P-6 Zone 2500 $848 $839 $874 $35 4.2% Svc Area P-6 Zone 0701 $848 $838 $874 $36 4.3% Svc Area P-6 Zone 0202 $21,115 $20,874 $21,748 $874 4.2% Name FY2024 Actuals FY2025 Revised Budget FY2026 Recommended Budget FY24-25 Revised vs. FY25-26 Recommended ($) FY24-25 Revised vs. FY25-26 Recommended (%) Contra Costa County | FY25-26 Recommended Budget Page 386 Svc Area P-6 Zone 1501 $3,519 $3,480 $3,625 $145 4.2% Svc Area P-6 Zone 1604 $880 $869 $906 $37 4.3% Svc Area P-6 Zone 1801 $880 $869 $906 $37 4.3% Svc Area P-6 Zone 2901 $848 $838 $874 $36 4.3% Svc Area P-6 Zone 1603 $7,918 $7,828 $8,156 $328 4.2% Svc Area P-6 Zone 1200 $1,697 $1,677 $1,748 $71 4.2% Police Svc-Crockett Cogen $180,603 $620,728 $460,317 -$160,411 -25.8% Police Area 2 Danville $827 $10,752 $10,752 $0 0% Svc Area P-2 Zone A $1,360,658 $1,582,687 $1,644,443 $61,756 3.9% Svc Area P6 Zone 2902 $2,824 $2,617 $2,908 $291 11.1% Police Area 5 Rnd Hill $690,118 $678,387 $723,880 $45,493 6.7% Svc Area Pl6 $7,243,708 $12,678,361 $12,678,361 $0 0% Svc Area P-2 Zone B $529,610 $396,324 $405,408 $9,084 2.3% Svc Area P-6 Zone 0206 $18,638 $18,426 $19,198 $772 4.2% Svc Area P-6 Zone 0207 $2,506 $2,477 $2,581 $104 4.2% Svc Area P-6 Zone 0200 $19,683 $19,459 $20,274 $815 4.2% Svc Area P-6 Zone 0212 $17,258 $17,062 $17,776 $714 4.2% Svc Area P-6 Zone 2504 $1,479 $1,096 $1,523 $427 38.9% Svc Area P-6 Zone 1203 $0 $0 $0 $0 0% Svc Area P-6 Zone 0505 $454 $449 $468 $19 4.2% Svc Area P-6 Zone 0209 $7,205 $7,123 $7,421 $298 4.2% Svc Area P-6 Zone 1005 $51,998 $51,406 $53,558 $2,152 4.2% Svc Area P-6 Zone 0201 $140,434 $138,835 $144,647 $5,812 4.2% Svc Area P-6 Zone 2700 $915 $905 $942 $37 4.1% Svc Area P-6 Zone 2606 $450 $444 $463 $19 4.3% Svc Area P-6 Zone 0700 $894 $883 $920 $37 4.2% Svc Area P-6 Zone 1100 $5,809 $5,743 $5,983 $240 4.2% Svc Area P-6 Zone 1600 $1,004 $904 $942 $38 4.2% Svc Area P-6 Zone 2601 $894 $884 $921 $37 4.2% Svc Area P-6 Zone 0500 $169,360 $167,437 $174,441 $7,004 4.2% Svc Area P-6 Zone 1000 $32,478 $32,109 $33,453 $1,344 4.2% Svc Area P-6 Zone 2900 $6,703 $6,627 $6,904 $277 4.2% Svc Area P-6 Zone 1006 $3,446 $3,406 $3,549 $143 4.2% Svc Area P-6 Zone 1601 $894 $883 $920 $37 4.2% Svc Area P-6 Zone 2300 $894 $883 $920 $37 4.2% Svc Area P-6 Zone 1602 $26,394 $26,093 $27,186 $1,093 4.2% Svc Area P-6 Zone 1800 $18,545 $18,334 $19,101 $767 4.2% Svc Area P-6 Zone 2600 $1,341 $1,325 $1,381 $56 4.2% Svc Area P-6 Zone 2701 $2,639 $2,610 $2,719 $109 4.2% Svc Area P-6 Zone 1500 $447 $441 $460 $19 4.3% Svc Area P-6 Zone 3000 $38,271 $37,835 $39,420 $1,585 4.2% Svc Area P-6 Zone 0503 $456,590 $451,409 $470,288 $18,879 4.2% Name FY2024 Actuals FY2025 Revised Budget FY2026 Recommended Budget FY24-25 Revised vs. FY25-26 Recommended ($) FY24-25 Revised vs. FY25-26 Recommended (%) Contra Costa County | FY25-26 Recommended Budget Page 387 Svc Area P-6 Zone 3103 $7,553 $7,467 $7,779 $312 4.2% Svc Area P6 Zone 0900 $2,079 $2,055 $2,141 $86 4.2% Svc Area P6 Zone 1509 $3,465 $3,425 $3,568 $143 4.2% Svc Area P6 Zone 3101 $3,984 $3,939 $4,104 $165 4.2% Svc Area P6 Zone 1615 $2,772 $2,740 $2,855 $115 4.2% Svc Area P6 Zone 1511 $1,732 $1,712 $1,784 $72 4.2% Svc Area P6 Zone 1510 $6,236 $6,165 $6,423 $258 4.2% Svc Area P6 Zone 0203 $24,546 $24,437 $25,283 $846 3.5% Svc Area P6 Zone 1002 $10,986 $10,861 $11,315 $454 4.2% Svc Area P6 Zone 2602 $1,717 $1,697 $1,768 $71 4.2% Svc Area P6 Zone 0204 $3,090 $3,055 $3,183 $128 4.2% Svc Area P6 Zone 1003 $3,678 $3,635 $3,788 $153 4.2% Svc Area P6 Zone 1201 $2,340 $2,314 $2,411 $97 4.2% Svc Area P6 Zone 2203 $289,020 $285,724 $297,691 $11,967 4.2% Svc Area P6 Zone 3001 $57,837 $57,178 $59,573 $2,395 4.2% Svc Area P6 Zone 3102 $1,732 $1,713 $1,784 $71 4.1% Svc Area P6 Zone 3104 $7,021 $6,940 $7,231 $291 4.2% Svc Area P6 Zone 0504 $67,867 $67,093 $69,903 $2,810 4.2% Svc Area P6 Zone 2202 $129,716 $128,236 $133,607 $5,371 4.2% Svc Area P6 Zone 0205 $648 $640 $667 $27 4.2% Svc Area P6 Zone 0301 $151,358 $147,719 $155,899 $8,180 5.5% Svc Area P6 Zone 1004 $5,493 $5,431 $5,658 $227 4.2% Svc Area P6 Zone 2603 $2,590 $2,560 $2,667 $107 4.2% Svc Area P6 Zone 2703 $8,742 $8,642 $9,004 $362 4.2% Svc Area P6 Zone 3112 $10,764 $10,641 $11,086 $445 4.2% Svc Area P6 Zone 3108 $0 $0 $0 $0 -100% Svc Area P6 Zone 3109 $902 $891 $928 $37 4.2% Svc Area P6 Zone 3110 $752 $743 $774 $31 4.2% Svc Area P6 Zone 1513 $4,810 $4,755 $4,954 $199 4.2% Svc Area P6 Zone 1512 $3,602 $3,561 $3,710 $149 4.2% Svc Area P6 Zone 1616 $15,349 $15,174 $15,809 $635 4.2% Svc Area P6 Zone 2704 $2,036 $1,858 $2,097 $239 12.9% Svc Area P6 Zone 2604 $1,503 $1,486 $1,548 $62 4.2% Svc Ara P6 Zone 2605 $38,780 $38,338 $39,944 $1,606 4.2% Svc Area P6 Zone 3003 $2,706 $2,674 $2,786 $112 4.2% Svc Area P-6 Zone 3004 $601 $594 $619 $25 4.2% Svc Area P6 Zone 0210 $3,607 $3,566 $3,716 $150 4.2% Svc Area P6 Zone 3002 $2,506 $2,477 $2,581 $104 4.2% Svc Area P6 Zone 3105 $313 $310 $323 $13 4.2% Svc Area P6 Zone 3106 $313 $310 $323 $13 4.2% Svc Area P6 Zone 3107 $626 $619 $645 $26 4.2% Svc Area P6 Zone 1508 $0 $0 $0 $0 -100% Svc Area P-6 Zone 2607 $5,282 $0 $5,440 $5,440 N/A Name FY2024 Actuals FY2025 Revised Budget FY2026 Recommended Budget FY24-25 Revised vs. FY25-26 Recommended ($) FY24-25 Revised vs. FY25-26 Recommended (%) Contra Costa County | FY25-26 Recommended Budget Page 388 Svc Area P-6 Zone 1007 $1,751 $1,730 $1,803 $73 4.2% Svc Area P-6 Zone 1516 $1,590 $0 $1,637 $1,637 N/A Svc Area P-6 Zone 3113 $875 $324 $901 $577 177.8% Svc Area P-6 Zone 2905 $1,203 $1,190 $1,240 $50 4.2% Svc Area P6 Zone 1608 $0 $0 $0 $0 -100% Svc Area P6 Zone 1802 $0 $0 $0 $0 -100% Svc Area P-6 Zone 2904 $1,249 $786 $1,287 $501 63.8% Svc Area P6 Zone 1204 $1,751 $1,731 $1,803 $72 4.2% Svc Area P6 Zone 3005 $708 $700 $729 $29 4.1% Svc Area P6 Zone 3007 $2,917 $2,884 $3,005 $121 4.2% Svc Area P6 Zone 1518 $2,300 $0 $2,369 $2,369 N/A Svc Area P6 Zone 0506 $800 $0 $824 $824 N/A Svc Area P6 Zone 0214 $625 $0 $644 $644 N/A Total:$15,136,251 $34,864,392 $34,943,214 $78,822 0.2% Name FY2024 Actuals FY2025 Revised Budget FY2026 Recommended Budget FY24-25 Revised vs. FY25-26 Recommended ($) FY24-25 Revised vs. FY25-26 Recommended (%) Contra Costa County | FY25-26 Recommended Budget Page 389 Municipal Special Districts Warren Lai Public Works Director Flood Control Districts: Accounts for activities related to regional drainage facility planning, collection and analysis of rainfall data, and related projects. Funded by drainage fees, property tax assessments and interest earnings. Storm Drainage Districts: Accounts for accumulated monies received by specic property tax levies for the payment of storm drainage bonds. Stormwater Utility Districts: Accounts for activities related to: new development and construction controls; public education and industrial outreach; municipal maintenance; inspection activities; and illicit discharge control activities in order to comply with the National Pollutant Discharge Elimination System permit (Clean Water Act). Funded by Stormwater Utility parcel assessments. Drainage Service Areas: Accounts for the correction of drainage problems and provision of drainage services in unincorporated Walnut Creek. Funded by drainage fees, permits, and interest earnings. Road Maintenance Service Areas: Accounts for the maintenance of Dutch Slough Road, Jersey Island Road to Bethel Island Road (in Bethel Island). Funded by property tax assessments. Recreation Service Areas: Accounts for recreation facility maintenance in specic areas of the County. Funded by property tax assessments, facility rental fees, and interest earnings. Lighting Service Areas: Accounts for ongoing operation, maintenance, and servicing of street lighting in the public right-of-way through the unincorporated areas of the County. Funded by property tax assessments. Miscellaneous Districts: Accounts, primarily, for the development of the County’s water policy and oversight of ship navigation projects (Contra Costa Water Agency). It also accounts for support of a park and ride program in Discovery Bay. Funded by property tax assessments, interagency agreements, and interest earnings. All of the municipal special districts are managed by the Public Works Department with the exception of the Contra Costa Water Agency (part of the Miscellaneous Districts) that is managed by the Department of Conservation and Development. More details can be found in the Public Works Department section. Expenditures Summary The difference between the actual expenditure gures for FY23-24 and the budgets for FY24-25 and FY25-26 reect the budgeting of the prior year's fund balance as an anticipated expenditure ($194 million). Appropriations increased by $2.6 million over prior year for anticipated expenditures for the Lighting Service Areas and CC Water District (Department of Conservation and Development). 269,229,405 $2,593,766 (0.97% vs. prior year) Contra Costa County | FY25-26 Recommended Budget Page 390 Expenditures by Fund Budgeted and Historical 2026 Expenditures by Fund Millions Storm Drainage Districts Service Area-Road Maintenance Service Area-Drainage Miscellaneous Districts Service Area-Recreation Service Area-Lighting Stormwater Utility Districts Service Area-Miscellaneous Flood Control FY2024 FY2025 FY2026 $0 $50 $100 $150 $200 $250 $300 Service Area-Lighting $1,552,273 $11,252,105 $12,321,625 $1,069,520 9.5% Service Area- Miscellaneous $31,853,021 $39,311,978 $40,225,155 $913,178 2.3% Stormwater Utility Districts $20,940,269 $34,294,207 $34,425,453 $131,246 0.4% Service Area-Road Maintenance $1,324 $166,261 $175,350 $9,089 5.5% Flood Control $16,270,860 $172,615,337 $173,072,278 $456,941 0.3% Storm Drainage Districts $0 $1,859 $2,000 $141 7.6% Service Area-Drainage $324 $499,000 $499,000 $0 0% Service Area-Recreation $1,243,714 $7,405,334 $6,514,543 -$890,790 -12% Miscellaneous Districts $844,452 $1,089,558 $1,994,000 $904,442 83% Total:$72,706,236 $266,635,639 $269,229,405 $2,593,766 1% Name FY2024 Actuals FY2025 Revised Budget FY2026 Recommended Budget FY24-25 Revised vs. FY25-26 Recommended ($) FY24-25 Revised vs. FY25-26 Recommended (%) Contra Costa County | FY25-26 Recommended Budget Page 391 Expenditures by Expense Type Budgeted and Historical Expenditures by Expense Type Millions Fixed Assets Other Charges Expenditure Transfers Services And Supplies FY2024 FY2025 FY2026 $0 $50 $100 $150 $200 $250 $300 Services And Supplies $48,819,637 $226,830,291 $214,869,220 -$11,961,071 -5.3% Other Charges $9,966,741 $11,060,438 $22,282,248 $11,221,809 101.5% Expenditure Transfers $13,317,978 $21,376,429 $26,029,605 $4,653,176 21.8% Fixed Assets $601,880 $7,368,480 $6,048,332 -$1,320,148 -17.9% Total:$72,706,237 $266,635,639 $269,229,405 $2,593,766 1% Name FY2024 Actuals FY2025 Revised Budget FY2026 Recommended Budget FY24-25 Revised vs. FY25-26 Recommended ($) FY24-25 Revised vs. FY25-26 Recommended (%) Contra Costa County | FY25-26 Recommended Budget Page 392 Revenues Summary The difference between the actual revenue gures for FY23-24 and the budgets for FY24-25 and FY25-26 reect the budgeting of the prior year's fund balance as a revenue source ($194 million). The reduction of $6.7 million in FY25-26 primarily reects the elimination of prior year fund balance needed for the Flood Control Districts. 269,229,404 -$6,690,990 (-2.42% vs. prior year) Revenue by Fund Budgeted and Historical 2026 Revenue by Fund Millions Storm Drainage Districts Service Area-Road Maintenance Service Area-Drainage Miscellaneous Districts Service Area-Recreation Service Area-Lighting Stormwater Utility Districts Service Area-Miscellaneous Flood Control FY2024 FY2025 FY2026 $0 $50 $100 $150 $200 $250 $300 Service Area- Lighting $2,335,108 $10,694,000 $11,252,105 $12,321,625 $1,069,520 9.5% Service Area- Miscellaneous $26,567,031 $39,485,000 $39,489,135 $40,225,155 $736,020 1.9% Stormwater Utility Districts $22,369,661 $39,099,997 $34,883,587 $34,425,453 -$458,134 -1.3% Service Area-Road Maintenance $11,050 $151,000 $166,261 $175,350 $9,089 5.5% Flood Control $28,775,638 $149,151,999 $181,075,000 $173,072,278 -$8,002,722 -4.4% Storm Drainage Districts $0 $2,000 $2,000 $2,000 $0 0% Name FY2024 Actuals FY2024 Adopted Budget FY2025 Revised Budget FY2026 Recommended Budget FY24-25 Revised vs. FY25-26 Recommended ($) FY24-25 Revised vs. FY25-26 Recommended (%) Contra Costa County | FY25-26 Recommended Budget Page 393 Service Area- Drainage $32,920 $474,000 $499,000 $499,000 $0 0% Service Area- Recreation $1,757,577 $6,595,001 $7,463,749 $6,514,543 -$949,205 -12.7% Miscellaneous Districts $961,036 $1,090,000 $1,089,558 $1,994,000 $904,442 83% Total:$82,810,021 $246,742,998 $275,920,394 $269,229,404 -$6,690,990 -2.4% Name FY2024 Actuals FY2024 Adopted Budget FY2025 Revised Budget FY2026 Recommended Budget FY24-25 Revised vs. FY25-26 Recommended ($) FY24-25 Revised vs. FY25-26 Recommended (%) Revenues by Source Federal Assistance $126,210 $0 $0 $0 $0 0% State Assistance $130,742 $156,700 $153,000 $1,057,200 $904,200 591% Other Local Revenue $82,553,068 $246,586,298 $275,767,395 $268,172,205 -$7,595,190 -2.8% Total:$82,810,021 $246,742,998 $275,920,394 $269,229,404 -$6,690,990 -2.4% Name FY2024 Actuals FY2024 Adopted Budget FY2025 Revised Budget FY2026 Recommended Budget FY24-25 Revised vs. FY25-26 Recommended ($) FY24-25 Revised vs. FY25-26 Recommended (%) Contra Costa County | FY25-26 Recommended Budget Page 394 West Contra Costa Healthcare District Ori Tzvieli, M.D. Interim Director, Contra Costa Health For more information, call (925) 957-2670 or visit cchealth.org . The West Contra Costa Healthcare District (WCCHD) struggled nancially for decades, experiencing increasing costs, declining reimbursements, and growing service demand from uninsured and underinsured populations. On January 2, 2018 the Bankruptcy court approved the District’s Plan of Adjustment, allowing the District to repay certain creditors over a series of years. To minimize the District’s operating cost under the bankruptcy plan, the District transitioned to an appointed board of directors. California Senate Bill 522 dissolved the District’s existing Board, and the County Board of Supervisors became the District’s governing board effective January 1, 2019. Currently, the District is administered by the Health Services Department, which operates a community grant program and remits payment of debt service for bonds issued when the District operated the now closed Doctor's Medical Center in San Pablo. For more information about the programs administered by the Health Services Department, please see the department section here: Health Services Department  Expenditures Summary 8,867,065 -$2,435,135 (-21.55% vs. prior year) Expenditures by Function Contra Costa County | FY25-26 Recommended Budget Page 395 Budgeted and Historical Expenditures by Function Millions Wcchcd Debt Svc Wcc Hlthcare Dist FY2024 FY2025 FY2026 $0 $2.5 $5 $7.5 $10 $12.5 Wcc Hlthcare Dist $5,055,084 $8,187,000 $5,751,065 -29.8%-$2,435,935 Wcchcd Debt Svc $5,288,930 $3,115,200 $3,116,000 0%$800 Total:$10,344,014 $11,302,200 $8,867,065 -21.5%-$2,435,135 Name FY2024 Actuals FY2025 Revised Budget FY2026 Recommended Budget FY24-25 Revised vs. FY25-26 Recommended (%) FY24-25 Revised vs. FY25-26 Recommended ($) Expenditures by Expense Type Services And Supplies $2,730,808 $5,895,000 $5,751,065 -2.4%-$143,935 Other Charges $5,441,376 $5,407,200 $3,116,000 -42.4%-$2,291,200 Expenditure Transfers $2,171,830 $0 $0 0%$0 Total:$10,344,014 $11,302,200 $8,867,065 -21.5%-$2,435,135 Name FY2024 Actuals FY2025 Revised Budget FY2026 Recommended Budget FY24-25 Revised vs. FY25-26 Recommended (%) FY24-25 Revised vs. FY25-26 Recommended ($) Contra Costa County | FY25-26 Recommended Budget Page 396 Revenues Summary 8,867,065 -$2,435,135 (-21.55% vs. prior year) Revenues by Source State Assistance $28,368 $0 $0 0%$0 Other Local Revenue Taxes Current Property $11,794,037 $6,045,070 $8,222,065 36%$2,176,995 Taxes Other Than Cur Prop -$39,578 $0 $0 0%$0 Use Of Money & Property $560,891 $456,000 $645,000 41.4%$189,000 Intergovernmental Revenue $195 $0 $0 0%$0 Charges For Services $0 $3,110,200 $0 -100%-$3,110,200 Miscellaneous Revenue $2,181,392 $18,600 $0 -100%-$18,600 Fund Balance $0 $1,672,330 $0 -100%-$1,672,330 Total Other Local Revenue:$14,496,938 $11,302,200 $8,867,065 -21.5%-$2,435,135 Total:$14,525,306 $11,302,200 $8,867,065 -21.5%-$2,435,135 Name FY2024 Actuals FY2025 Revised Budget FY2026 Recommended Budget FY24-25 Revised vs. FY25-26 Recommended (%) FY24-25 Revised vs. FY25-26 Recommended ($) Contra Costa County | FY25-26 Recommended Budget Page 397 CAPITAL IMPROVEMENTS Contra Costa County | FY25-26 Recommended Budget Page 398 Annual Budget Narrative FY25-26 is the second year of the rst ve-year implementation period covered by the Capital Facilities Master Plan . The capital budget recommended for FY25-26 includes $31.55 million for General Fund projects, $124.4 million in potential grant- funded projects, and $40.24 million for projects with other funding sources. The potential grant-funded projects comprise four Behavioral Health grant applications that have been submitted under the State's Proposition 1 Behavioral Health Bond issuance. They are included in the proposed budget because, to the extent those grants are awarded, they will reduce the capacity of Capital Projects staff to implement other capital projects recommended in this budget. Among the recommended General Fund projects, $13.2 million is allocated towards ADA (Americans with Disabilities Act) improvements at the West County Detention Facility, which will enable the conversion of 28 rooms, yielding an increase of 56 ADA-compliant beds. The recommended General Fund projects also include $4.25 million in general facilities maintenance and for emergency capital repairs, $2.6 million for ADA projects across the county, and $1.5 million to begin replacing orescent light xtures in all County facilities. The FY25-26 General Fund Capital Allocation also includes signicant funds for scheduled or “deferred” maintenance across the building portfolio, e.g., $1.44 million for heating, ventilation and air conditioning (HVAC) systems, $750,000 for painting, and $550,000 for elevators. The full list of funded projects is available under the FY25-26 Capital Projects tab, arranged by department with details on project location, type, and a brief description of the work. That tab also displays the funded project list for funding sources outside the General Fund, also arranged by department, and includes similar location, type, and descriptive information. We have also included a list of the tentative projects we are considering for the FY26-27 annual capital budget proposal. The County is aiming to develop a ve-year planning cycle for capital improvements and this prospective section will be enlarged in future years. The Capital Improvements section concludes with tabs on the adopted (September 2022) Capital Facilities Master Plan and a section on the County's Capital Asset Policies. Fiscal Year 25-26 Major Projects In FY25-26, the County will have one major project (dened as projects over $10 million) nished, one major project under construction, and two major projects in the advanced design phases of development. The County will be completing construction of the aforementioned West County Accessible Room Conversion project, the retrot of 28 rooms to make 56 ADA beds available in three of the West County Detention facility housing units. The East County Service Center, a 120,000-square- foot ofce and service delivery building housing nine County departments, will complete design and start construction by the end of FY25-26. Finally, the design documents for two youth centers in Supervisorial Districts 3 and 5 are expected to be completed by the end of FY25-26. Contra Costa County | FY25-26 Recommended Budget Page 399 West County Accessible Room Conversion (WARC) Project The West County Accessible Room Conversion (WARC) project will combine existing rooms in three existing West County Detention Facility buildings to create 28 ADA-accessible double-occupancy rooms for a total of 56 ADA-accessible beds. These beds, combined with the ADA beds being built as part of the West County Re-entry, Treatment and Housing (WRTH) project, will surpass the required number of ADA-accessible beds for the whole detention system. The WARC project is also achieving several other improvements, including water and mold damage remediation in Building 6, a new ADA path of travel from all housing units to the main reception and control building, and waterproong and drainage improvements to prevent water intrusion and damage in the future. The construction cost is $19,980,000 and is expected to be completed during FY25-26. Contra Costa County | FY25-26 Recommended Budget Page 400 East County Service Center The East County Service Center is designed to locate an array of County services closer to residents in the far eastern areas of Contra Costa County and, in doing so, provide more convenient access to services. The Center will be an approximately 120,000 square feet facility built on County-owned land on Technology Way in the City of Brentwood. The County will select a progressive design-build team at the start of FY25-26 and anticipates construction to begin in 2026 and be completed by the end of 2027. The current project estimate of $130 million will be funded with revenues earned by tenant County departments, capital reserves and, potentially, unassigned General Fund balance. Contra Costa County | FY25-26 Recommended Budget Page 401 District 3 Youth Center The Board of Supervisors allocated $10,000,000 of Measure X funding to facilitate a Youth Center in District 3. The County acquired land on Lone Tree Way at the intersection of Windy Springs Lane in the City of Brentwood to construct both a Fire Station and Youth Center. In FY25-26, the programming and design of the new Youth Center will be completed, and a progressive design-build team will be hired to nalize design and produce construction drawings. The total project cost of the Youth Center is estimated to be $15,000,000 and several sources of funding are being explored to augment the already allocated Measure X funding. District 5 Youth Center The Board of Supervisors also allocated $10,000,000 of Measure X funding to facilitate a Youth Center in District 5. County- owned land was identied at the Los Medanos Medical Clinic in the City of Pittsburg that could accommodate a Youth Center. The County is also exploring two other potential sites in the City of Pittsburg and the City of Antioch. In FY25-26, the County intends to complete the site analysis and choose the location for the District 5 Youth Center, with programming and design to follow. The three potential sites run the range from new construction through major tenant improvements to minor tenant improvements, so the project budget and schedule will depend on the site chosen and cannot be specied at this time. Contra Costa County | FY25-26 Recommended Budget Page 402 FY25-26 Capital Projects Agency Project Title Project Location Project Type FY25-26 General Fund FY25-26 Other Funds Animal Services HVAC - Animal Shelter 4800 Imhoff Pl, Martinez Renewal/Replacement $ 300,000 CAO Design - Pittsburg Youth Center TBD Other $ 250,000 CAO West County Accessible Room Conrguration (WARC)5555 Giant Hwy, Richmond Enhancement $ 13,200,000 Court 751 Pine Parking Lot Repaving 751 Pine St, Martinez Renewal/Replacement $ 250,000 DCD Tenant Improvements - 30 Muir Rd 30 Muir Rd, Martinez Enhancement $ 165,000 DoIT 30 Douglas Minor Repairs 30 Douglas Dr, Martinez Enhancement $ 100,000 EHSD Electrical Systems - 1305 MacDonald Panel Upgrade 1305 Macdonald Ave, Richmond Enhancement $ 100,000 EHSD Elevators - 1305 Macdonald Ave 1305 Macdonald Ave, Richmond Renewal/Replacement $ 400,000 EHSD Feasibility Study - George Miller Bldg Stabilization 3068 Grant St, Concord Facilities Maintenance $ 200,000 EHSD Painting - 1001 So. 57th St 1001 So. 57th St, Richmond Renewal/Replacement $ 220,000 EHSD Painting - 1650 Cavaloo Rd 1650 Cavaloo Rd, Antioch Renewal/Replacement $ 180,000 EHSD Painting - 3068 Grant St 3068 Grant St, Concord Renewal/Replacement $ 110,000 EHSD Painting - 4545 Delta Fair Blvd 4545 Delta Fair Blvd, Antioch Renewal/Replacement $ 30,000 EHSD Roong - 55 Castlewood 55 Castlewood Renewal/Replacement $ 90,000 Elections HVAC - Server Room Cooling System 555 Escobar St, Martinez Enhancement $ 330,000 Elections Tenant Improvements - 555 Escobar St 555 Escobar St, Martinez Enhancement $ 300,000 Health Services Design - Brookside Microhousing 845 Brookside Dr, Richmond Renewal/Replacement $ 2,500,000 Health Services Design - PES Expansion CCRMC - 2500 Alhambra Ave Enhancement $ 2,000,000 Health Services Exterior Finishes - 13601 San Pablo 13601 San Pablo Ave, San Pablo Renewal/Replacement $ 85,000 Health Services Feasibility Study - 1220 Morello Elevators 1220 Morello Ave, Martinez Facilities Maintenance $ 125,000 Health Services Feasibility Study - PES Expansion CCRMC - 2500 Alhambra Ave Enhancement $ 200,000 Health Services Feasibility Study - Uroscopy Suite Renewal CCRMC - 2500 Alhambra Ave Renewal/Replacement $ 200,000 Health Services Grants - Delta Recovery Center-East County 172-192 Delta Rd, Oakley Grant Application $ 44,000,000 Health Services Grants - El Portal Crisis Residential 2523 El Portal Drive, San Pablo Grant Application $ 25,400,000 Health Services Grants - Los Medanos Recovery Center 2311 Loveridge Rd, Pittsburg Grant Application $ 38,000,000 Health Services Grants - Pleasant Hill Crisis Residential 2025 Sherman Dr, Pleasant Hill Grant Application $ 17,000,000 Health Services Painting - 2090 Commerce Ave 2090 Commerce Ave, Concord Renewal/Replacement $ 60,000 Health Services Roong - 1301 Cutting Blvd 1301 Cutting Blvd, Richmond Renewal/Replacement $ 175,000 Health Services Roong - 2047 Arnold 2047 Arnold Industrial Wy, Concord Renewal/Replacement $ 1,500,000 Health Services Structural - Hope House Foundation Repairs 300 Ilene St, Martinez Renewal/Replacement $ 8,000,000 Health Services Tenant Improvements - CCRMC MRI Room CCRMC - 2500 Alhambra Ave Enhancement $ 2,000,000 Health Services Tenant Improvements - Pharmacy Expansion 5555 Giant Hwy Bldg 1, Richmond Enhancement $ 272,228 Library Tenant Improvements - Kensington Library 61 Arlington Ave, Kensington Enhancement $ 2,000,000 Probation HVAC - 202 Glacier Dr 202 Glacier Dr, Martinez Renewal/Replacement $ 60,000 Public Defender HVAC - 800 Ferry St 800 Ferry St, Martinez Renewal/Replacement $ 370,000 Public Defender Painting - 3811 Bisell Ave 3811 Bisell Ave, Richmond Renewal/Replacement $ 240,000 Public Works Capital Projects Management Software N/A Other $ 300,000 Public Works Elevators - Print and Mail 4061 Port Chicago Hwy, Concord Enhancement $ 150,000 Public Works EV Chargers - 50 Douglas 50 Douglas Dr, Martinez Enhancement $ 2,000,000 Public Works EV Chargers - CEC Government Fleet EVSE Various Enhancement $ 5,228,940 Public Works EV Chargers - Downtown Martinez Various Enhancement $ 1,400,000 Public Works Fluorescent Lighting Replacement Various Facilities Maintenance $ 1,500,000 Public Works Generators - 1026 Escobar car stacker 1026 Escobar St, Martinez Enhancement $ 450,000 Public Works LED Lighting Retrot Countywide Various Renewal/Replacement $ 3,000,000 Public Works Tenant Improvements - PW Glacier Buildings Various Enhancement $ 600,000 Public Works Veterans Halls Deferred Maintenance Various Renewal/Replacement $ 3,750,000 Risk Mgt ADA Transition Plan 255 Glacier Dr, Martinez Other $ 600,000 Sheriff Feasibility Study - Bay Station 5555 Giant Hwy Bldg 1, Richmond Enhancement $ 150,000 Sheriff Feasibility Study - Property and Evidence Facility 2099 Arnold Industrial Wy, Concord Renewal/Replacement $ 150,000 Sheriff HVAC - 40 Glacier Dr 40 Glacier Dr, Martinez Renewal/Replacement $ 30,000 Sheriff Roong - 221 Rodeo Ave 221 Rodeo Ave, Rodeo Renewal/Replacement $ 40,000 Sheriff Detention Building Control Systems - 5555 Giant Hwy 5555 Giant Hwy, Richmond Renewal/Replacement $ 110,000 Sheriff Detention HVAC - 1000 Ward St 1000 Ward St, Martinez Renewal/Replacement $ 350,000 Sheriff Detention Infrared testing of critical facilities Various Facilities Maintenance $ 3,000,000 Contra Costa County | FY25-26 Recommended Budget Page 403 Agency Project Title Project Location Project Type FY25-26 General Fund FY25-26 Other Funds Sheriff Detention Roong -12000 Marsh Creek Rd., Clayton 12000 Marsh Creek Rd, Clayton Renewal/Replacement $ 130,000 Various Exterior Finishes - 189/199 Parker 189/199 Parker Ave, Rodeo Renewal/Replacement $ 300,000 Various Fire Station 90 + D3 Youth Center 2305 Windy Springs Ln, Brentwood New Construction $ 5,000,000 Various Structural - 2530 Arnold Expansion Joints 2530 Arnold Dr, Concord Renewal/Replacement $ 145,000 Various ADA projects Various Enhancement $ 2,000,000 Various 0111- Emergency Repairs Various Other $ 3,850,000 Various 0080 - Minor Facilities Maintenance Various Facilities Maintenance $ 1,150,000 $ 31,155,000 $ 164,641,168 Total Year 1 $ 195,796,168 Contra Costa County | FY25-26 Recommended Budget Page 404 FY26-27 Capital Projects (Tentative) Agency Project Title Project Location(s)Project Type FY26-27 GF Tentative FY 26-27 Other Funds Tentative Animal Services HVAC - Animal Shelter 4800 Imhoff Pl, Martinez Renewal/Replacement $ 3,500,000 EHSD Electrical Systems - 1305 MacDonald Panel Upgrade 1305 Macdonald Ave, Richmond Enhancement $ 350,000 EHSD Painting - 1203 W. 10th St 1203 W. 10th St, Antioch Renewal/Replacement $ 95,000 Health Services Feasibility Study - Temperature Regulated Storage CCRMC - 2500 Alhambra Ave Enhancement $ 150,000 Health Services HVAC - CCRMC Boilers Upgrade CCRMC - 2500 Alhambra Ave Renewal/Replacement $ 750,000 Health Services HVAC - Coils at Delta Landing 2101 Loveridge Road, Pittsburg Renewal/Replacement $ 2,000,000 Health Services Interventional Radiology Suite CCRMC - 2500 Alhambra Ave Renewal/Replacement $ 2,000,000 Health Services Roong - 2425 Bisso Ln 2425 Bisso Ln, Concord Renewal/Replacement $ 85,000 Health Services Tenant Improvements - Robotic Surgery Unit CCRMC - 2500 Alhambra Ave Enhancement $ 269,000 Public Works Deferred Maintenance - Countywide Various Facilities Maintenance $ 7,000,000 Public Works Elevators - Print and Mail 4061 Port Chicago Hwy, Concord Enhancement $ 350,000 Public Works Fluorescent Lighting Replacement Various Facilities Maintenance $ 1,500,000 Public Works Generators - 1026 Escobar car stacker 1026 Escobar St, Martinez Enhancement $ 1,200,000 Public Works Generators - PW Fleet Services 2467 Waterbird Way, Martinez Renewal/Replacement $ 700,000 Public Works LED Lighting Retrot Countywide Various Renewal/Replacement $ 1,000,000 Public Works Roong - 4785 Blum Rd 4785 Blum Rd, Martinez Renewal/Replacement $ 350,000 Public Works Tenant Improvements - 2467 Waterbird Way 2467 Waterbird Way, Martinez Enhancement $ 300,000 Public Works Tenant Improvements - PW Glacier Buildings Various Enhancement $ 500,000 Sheriff Detention Infrared testing of critical facilities Various Facilities Maintenance $ 3,000,000 Various Elevators - 625 Court St 625 Court St, Martinez Renewal/Replacement $ 2,500,000 Various Fire Station 90 + D3 Youth Center 2305 Windy Springs Ln, Brentwood New Construction $ 10,000,000 Various HVAC - 625 Court St 625 Court St, Martinez Renewal/Replacement $ 300,000 Various Roong - 2707 Dover Ave 2707 Dover Ave, San Pablo Renewal/Replacement $ 130,000 Various ADA projects Various Enhancement $ 2,000,000 Various 0111- Emergency Repairs Various Other $ 3,850,000 Various 0080 - Minor Facilities Maintenance Various Facilities Maintenance $ 1,150,000 $ 29,425,000 $ 15,604,000 Total Year 2 $ 45,029,000 Contra Costa County | FY25-26 Recommended Budget Page 405 Capital Facilities Master Plan (CFMP) Contra Costa County completed and adopted a 20-year Capital Facilities Master Plan  (CFMP) on September 20, 2022 to guide budget decisions on future capital facilities spending. Prior to 2022, the most recent Capital Facilities Master Plan was the Fiscal Year 1999-2000 plan approved by the Board in January 2000. At the July 13, 2021 meeting, the Board authorized staff to contract with Gensler, a global architecture, design, and planning rm, to produce a new strategic Master Facilities Plan to guide capital planning for County departments other than Health Services and the detention facilities. Health Services has its own Facilities Master Plan, which is in the process of being updated. Detention facilities are currently being examined pursuant to a consent decree and other internal planning efforts, and we expect to have a Five-Year Implementation plan developed for the detention facilities in this scal year. During the year-long development of the CFMP Gensler conducted extensive research, surveys and interviews with the County departments and employees in the facilities covered by the plan. Those efforts included: 2,177 Employee Survey Responses (35% Response Rate) 51 Sites Toured 20 Department Leadership Questionnaire Responses 22 Department Leadership Interviews Three Steering Committee Workshops (10 members) Board of Supervisors Retreat Workshop Board of Supervisors hearing on policy options Interviews with each Board Member on District specic capital priorities 100+ County Documents, Reports, etc. Final Board of Supervisors hearing and adoption of the plan In addition to Gensler’s work, and to provide a current baseline of facilities condition for the Gensler team, the County commissioned a Facilities Condition Assessment (FCA) of the entire County portfolio. The FCA was completed by Gordian, a company that provides cost data and specializes in facility planning and optimization, and it identied a deferred maintenance need of $159.3 million dollars in the next ve years for 75 of the facilities (44 owned, 31 leased) comprising approximately 1.49 million square feet in the Master Facilities Plan. The Plan also includes 26 other facilities, measuring approximately 240,000 square feet, where the County operates programs but the facilities are maintained by other jurisdictions. Most of these are libraries where a city owns the building, but the County manages and staffs the library. The total County portfolio has 274 facilities, comprising 3.79 million square feet, with a total identied ve-year deferred maintenance need of $536 million dollars. The Master Facilities Plan includes 27% of the County facilities by count, 47% by square footage, and 30% by deferred maintenance needs. As a reminder, most of the County facilities not included in the Master Facilities Plan are in the Health Services Department or are County detention facilities and are planned using a separate process. The CFMP presents a 20-year strategic vision for capital planning and budgeting to address deferred maintenance and new construction of County facilities. Following the Board meeting determining the Board’s strategic vision, staff and the Gensler team conducted individual interviews with Board members to discuss specic district needs and priorities for inclusion in the nal report. Gensler, in coordination with the County Administrator's Ofce, prepared a proposed nancing plan to estimate the capital budgeting needs for the plan over its 20-year horizon, with emphasis on the initial ve-year implementation period. In addition to the written plan, the implementation plan also includes a nancial model that the County will use annually to prepare the proposed capital budget, and update as parts of the plan are completed. Contra Costa County | FY25-26 Recommended Budget Page 406 Capital Asset Policy The County policy for capital asset accounting and budgeting conforms to State denitions and regulations as set forth in the manual of Accounting Procedures for Counties and reects current values. The policy establishes the basis for nancial classication. Capital assets are assets of signicant value having a utility that extends beyond the current year. An improvement is replacement of a component part of a capital asset by an improved or superior part, an addition of new parts, or an alteration or a structural change to a capital asset that results in a functional improvement over its original state that materially adds to the value of the asset or appreciably extends its life. Capital expenditures are dened as those expenditures incurred for the improvement to or acquisition of land, facilities and infrastructure. Land improvements enhance the value of land itself (such as grading or ditching for drainage). Ground improvements add other items to the basic land. Examples of grounds improvements are lawns, trees and shrubs, sprinkler systems, and paving. The following capital assets are to be capitalized and individually budgeted and controlled: Land: All land acquisitions and land improvements, without regard to cost. Structures and Improvements: Permanent structures costing $100,000 or more; additions, structural betterments and ground improvements that cost $100,000 or more. Equipment: Equipment includes movable personal property with a unit cost of $5,000 or more, including sales tax, and delivery and installation charges; additions to capitalized equipment costing $5,000 or more per item. Infrastructure: Infrastructure assets are long-lived assets that normally are stationary in nature and can be preserved for a signicantly greater number of years than other capital assets; infrastructure assets include roads, bridges, tunnels, drainage systems, water and sewer systems, dams, and lighting systems. Intangibles: Intangible assets lack physical substance, have a non-nancial nature, and have a useful life that extends beyond a single reporting period; examples of intangible assets include: easements, water rights, timber rights, patents, trademarks, and computer software, including internally generated software. Capitalization thresholds for intangible assets are as follows: $100,000 for all intangible assets acquired after June 30, 2009 – excluding internally developed or modied software and other internally developed intangibles. $1,000,000 for all internally developed intangible assets acquired after June 30, 2009. $1,000,000 for retroactive reported intangible assets. Contra Costa County | FY25-26 Recommended Budget Page 407 DEBT Contra Costa County | FY25-26 Recommended Budget Page 408 Government-wide Debt Overview 20,327,573 -$6,750,746 (-24.93% vs. 2025 year) ANNUAL DEBT SERVICE REQUIREMENT As of June 30, 2025, the County estimates a total of $135,210,000 million of lease revenue bonds outstanding, assuming timely remittance of scheduled debt service payments on June 1, 2025 and redemption of the County's 2015 Lease Revenue Bonds approved by the Board of Supervisors on March 11, 2025. The FY25-26 Recommended Budget includes sufcient appropriations to fund $20.3 million of scheduled debt service costs related to the County's debt management program, which reects a decrease of $6.8 million, or 24.9%, from the prior year. The table below illustrates estimated debt obligations outstanding, by scal year, as of June 30, 2025. Note that these are debt obligations of the County and do not include separate legal entities such as Special Districts or Redevelopment Successor Agency obligations (also excluded are capital leases). Some portions of annual debt service costs may be reimbursed from funds outside the General Fund depending on the capital project; however, County lease revenue bonds are secured by the credit of the General Fund. County of Contra Costa (County Only) Debt Service Requirements for Outstanding Lease Revenue Bonds (as of June 30, 2025; Estimated) Fiscal Year Ending 6/30 Principal Interest Total 2025 15,365,000 4,962,573 20,327,573 2026 15,060,000 4,483,340 19,543,340 2027 10,925,000 4,005,112 14,930,112 2028 11,285,000 3,645,430 14,930,430 2029 11,665,000 3,272,191 14,937,191 2030 12,050,000 2,884,524 14,934,524 2031 12,450,000 2,482,310 14,932,310 2032 4,835,000 2,064,800 6,899,800 2033-2041 41,575,000 7,606,100 49,181,100 TOTAL $ 135,210,000 $35,406,380 $170,616,380 Contra Costa County | FY25-26 Recommended Budget Page 409 OUTSTANDING DEBT The County’s entire debt portfolio is comprised of xed-rate debt issues. The County Debt Management Policy (https://www.contracosta.ca.gov/2142/Financial-Policies) permits variable rate nancial products such as variable rate demand obligations (VRDOs) only under special circumstances and does not presently permit derivatives such as swaps at any time. Even prior to the implementation of its formal Debt Management Policy, the County took a conservative approach to its debt portfolio and had issued only xed rate debt. This continued approach shields the County from the various risks associated with derivative instruments, ensuring a level of certainty in long term nancial and capital project planning. A detailed list of estimated lease revenue bonds outstanding as of June 30, 2025 is shown below. County of Contra Costa (County Only) Outstanding Lease Revenue Bonds and True Interest Cost (as of June 30, 2025; Estimated) ($ in thousands) Bond Issues Date of Issue Final Maturity Date Principal Amount Issued Outstanding Principal True Interest Cost (%) 2017 Series A (Refunding & Capital Projects)03/03/17 06/01/27 99,810 7,625 2.33% 2017 Series B (Capital Projects) 2021 Series A (Capital Projects) 05/26/17 03/18/21 06/01/32 06/01/41 100,285 63,540 51,230 55,190 2.39% 2.26% 2021 Series B (Refunding)03/18/21 TOTAL 06/01/38 33,880 $297,515 21,165 $135,210 1.80% The chart below titled "Debt by Fund" illustrates the annual debt service requirement, by scal year, for the County's outstanding Lease Revenue Bonds secured by the General Fund. Debt by Fund Millions County-Wide FY2024 FY2025 FY2026 FY2027 FY2028 FY2029 FY2030 FY2031 FY2032 FY2033 FY2034 FY2035 FY2036 FY2037 FY2038 FY2039 FY2040 FY2041 0 5 10 15 20 25 30 35 Contra Costa County | FY25-26 Recommended Budget Page 410 Financial Summary FY2024 FY2025 FY2026 % Change $ Change All Funds Actual Scheduled Recommended County-Wide $29,217,138 $27,078,319 $20,327,573 -24.9%$-6,750,746 Total All Funds:$29,217,138 $27,078,319 $20,327,573 -24.9%$-6,750,746 County-Wide Currently, the County issues only Lease Revenue Bonds (LRBs) to fund a variety of capital projects. Lease Revenue Bonds are secured by the County General Fund and are therefore appropriated for payment from the General Fund, which is a Governmental Fund. Some portions of annual debt service costs may be reimbursed from funds outside the General Fund depending on the capital project. F… FY2026 FY2028 FY2030 FY2032 FY2034 FY2036 FY2038 FY2040 FY2042 Financial Summary FY2024 FY2025 FY2026 % Change $ Change County-Wide Actual Scheduled Recommended Governmental Funds $29,217,138 $27,078,319 $20,327,573 -24.9%$-6,750,746 Total County-Wide:$29,217,138 $27,078,319 $20,327,573 -24.9%$-6,750,746 Contra Costa County | FY25-26 Recommended Budget Page 411 Credit Ratings Long- term credit ratings provided by a rating agency are an independent assessment of the relative credit risk associated with purchasing and holding a particular bond through its scheduled term of repayment. Long-term credit ratings serve as unbiased opinions of a borrower's nancial strength and ability to repay its debt on a timely basis and are one of the most important indicators of creditworthiness readily available to the investment community. For this reason, credit ratings have a direct impact on the borrowing rates paid by the County when issuing bonds. Contra Costa County maintains credit ratings from Moody's Investors Service and S&P Global Ratings. Each rating agency provides an Issuer Credit Rating (ICR) and a rating for specic bonds, including Lease Revenue Bonds (LRBs). The chart to the right illustrates the County's current issuer and bond ratings from Moody's and S&P. The County holds the highest issuer rating from S&P, and the second-highest issuer rating from Moody's. The County's LRBs are rated at the second- highest rating from S&P and the third-highest rating from Moody's. These ratings indicate strong, Investment-Grade credit-worthiness for both the County as an entity, and for the lease revenue bonds themselves. Contra Costa County | FY25-26 Recommended Budget Page 412 Refunding/Redemption Savings According to the Municipal Standards Rulemaking Board (MSRB), refunding of bonds is a procedure whereby an issuer (such as the County) renances outstanding bonds by issuing new bonds. There are generally two major reasons for refunding: to reduce the issuer’s interest costs or to remove burdensome or restrictive conditions imposed by the terms of the bonds being renanced. The proceeds of the new bonds are either deposited in escrow to pay the debt service on the outstanding bonds when due in an “advance refunding” or used to promptly (typically within 90 days) retire the outstanding bonds in a “current refunding.” The new bonds are referred to as the “refunding bonds,” and the outstanding bonds being renanced are referred to as the “refunded bonds” or the “prior issue.” In Contra Costa County, market conditions are monitored for refunding opportunities that will produce at least 2% net present value savings for each maturity of bonds refunded and a minimum of 4% overall net present value savings, pursuant to the County's Debt Management Policy. Over the past 20+ years, this has resulted in signicant net present value savings totaling $31.6 million in the County's Lease Revenue Bond program. The vast majority of these savings have been realized over the period 2015-2021 due to historically low interest rates. Note that this also anticipates estimated savings from the scheduled redemption of the County's 2015 Lease Revenue bonds on June 1, 2025. In this case, the redeemed bonds are not being refunding, but rather fully defeased. The chart illustrates the net present value cost savings for each refunded bond issue over the past 25-year period along with the scheduled redemption of the 2015 Lease Revenue bonds. Contra Costa County, Refunding Savings (millions) 2017 Series A Lease Revenue Bond $9.1 2021 Series B Lease Revenue Bond $7.3 2015 Series B Lease Revenue Bond $4.6 2007 Series A Lease Revenue Bond $3.8 2007 Series B Lease Revenue Bond $2.9 2010 Series B Lease Revenue Bond $1.1 2007 Series A Lease Revenue Bond $0.9 2025 Redemption (2015 Series A&B) - Est. $0.9 2002 Series B Lease Revenue Bond $0.9 Bonded Debt Limitation and Assessed Valuation Growth The statutory debt limitation for counties is 5% of assessed valuation (pursuant to Government Code Section 29909), but it is actually 1.25% of assessed valuation pursuant to the California Constitution, which requires taxable property to be assessed at full cash value rather than ¼ of that value prior to the implementation of Proposition 13. At the close of the last audited nancial period (FY23-24), the County’s total assessed valuation base was $272.4 billion and the growth rate of net assessed valuation in the County was 6.29%. The local portion of total assessed valuation can grow up to the maximum annual rate of 2% allowed under Proposition 13 for existing property plus additional growth from new construction and the sale and exchange of property. The net assessed value of taxable property was $272.4 billion ($281.1 billion gross less exemptions of $8.7 billion), resulting in a statutory bonded debt limitation of $13.6 billion (calculated by taking 5% of the net assessed value of taxable property) and a California Constitution limit of $3.4 billion (calculated by taking 1.25% of the net assessed value of taxable property). This limit applies to all County-controlled agencies, including the County General and Enterprise Funds, Successor Agency, Housing Authority and Special Districts. For technical auditing purposes, lease revenue bond debt and assessment district debt are not required to be included. Consequently, as of June 30, 2024, the County has no outstanding bonded debt meeting the technical denition, leaving a statutory margin of $13.6 billion and a Constitutional margin of $3.4 billion. Contra Costa County | FY25-26 Recommended Budget Page 413 Debt Snapshot 20,327,573 -$6,750,746 (-24.93% vs. 2025 year) The FY25-26 Recommended Budget includes appropriations sufcient to fund County Lease Revenue Bond debt service in the anticipated amount of $20.3 million, which reects a decrease of $6.8 million, or 24.9%, from the current year. The $6.8 million decrease is primarily made up of two items: 1) Redemption of the County's 2015 Series A & B Lease Revenue Bonds, and 2) A scheduled decrease in annual debt service costs related to the 2021 Series B Lease Revenue bonds. Debt by Type Millions Lease Revenue Bonds FY2024 FY2025 FY2026 FY2027 FY2028 FY2029 FY2030 FY2031 FY2032 FY2033 FY2034 FY2035 FY2036 FY2037 FY2038 FY2039 FY2040 FY2041 0 5 10 15 20 25 30 35 Financial Summary FY2024 FY2025 FY2026 % Change $ Change Debt Actual Scheduled Recommended Lease Revenue Bonds $29,217,138 $27,078,319 $20,327,573 -24.9%$-6,750,746 Total Debt:$29,217,138 $27,078,319 $20,327,573 -24.9%$-6,750,746 Contra Costa County | FY25-26 Recommended Budget Page 414 Lease Revenue Bonds The County issues Lease Revenue Bonds (LRBs) to fund a variety of capital projects. A Project Summary of each outstanding LRB is presented below with information about specic projects funded by bond proceeds. Debt service on LRBs is secured by the County General Fund and the County’s LRBs are issued by the County of Contra Costa Public Financing Authority. Over the next 10 years the 2017 Series A and 2017 Series B will reach full maturity. See summary of outstanding Lease Revenue Bonds in the Spreadsheet Breakdown and details below: F… FY2026 FY2028 FY2030 FY2032 FY2034 FY2036 FY2038 FY2040 FY2042 Financial Summary FY2024 FY2025 FY2026 % Change $ Change Lease Revenue Bonds Actual Scheduled Recommended 2017 Series B $8,036,870 $8,036,715 $8,032,860 0%$-3,855 2017 Series A $6,494,274 $4,347,610 $4,337,663 -0.2%$-9,948 2015 Series A $1,782,194 $1,777,694 $0 -100%$-1,777,694 2021 Series A $4,895,150 $4,888,400 $4,891,650 0.1%$3,250 2015 Series B $3,410,500 $3,427,000 $0 -100%$-3,427,000 2021 Series B $4,598,150 $4,600,900 $3,065,400 -33.4%$-1,535,500 Total Lease Revenue Bonds:$29,217,138 $27,078,319 $20,327,573 -24.9%$-6,750,746 Contra Costa County | FY25-26 Recommended Budget Page 415 Lease Revenue Bonds, 2021 Series A & B - Project Summary The 2021 Lease Revenue Bonds included funding for the following capital projects: Construction of New Buchanan Field Airport Terminal (Concord). This project consists of the construction of an approximately 21,000 square foot, one-story multi-function facility to be located at Buchanan Field Airport, a public airport located in Concord, California, which will replace an existing terminal facility and include an approximately 12,525 square foot aircraft rescue and reghting facility; approximately 2,750 square feet of administrative ofce space; and an approximately 5,460 square foot general aviation terminal. Construction was completed and the project has been placed into service. Construction of County Administration Building "B" (Martinez). This project consists of demolition of the decommissioned County Administration Building at 651 Pine Street and the County Jail at 650 Pine Street. The vacated sites will be replaced by a Satellite Administration Building and Public Plaza located at 1026 Escobar Street, Martinez. The Satellite Administration Building will be three stories with 74 parking spaces and a tenant space (likely a café) on Level One. Levels Two and Three will provide approximately 42,000 square feet to house various County departments. The plaza will be a series of outdoor spaces - intimate areas will provide quiet retreat while larger spaces will support various public events. The project received LEED Platinum certication and Total Resource & Efciency (TRUE) Gold certication, the rst such government project to achieve this certication. Construction was completed and the project has been placed into service. Fire Station No. 86 (Bay Point). This project consisted of the construction of an approximately 10,000 square foot one-story re station to be located at Willow Pass Road and Goble Drive in unincorporated Bay Point, California. This re station contains approximately 5,000 square feet of living area, including seven reghter dorm rooms and three gender-neutral restrooms; approximately 5,000 square feet containing three apparatus bays, a separate support area for turnout, SCBA, and cleanup spaces; and visitor parking spaces, secured reghter parking, and a generator and an emergency fuel tank. Construction was completed ahead of schedule and the Station was placed into service in August 2022. Fire Station No. 9 (Pacheco). This project consisted of the construction of an approximately 10,000 square foot one-story re station to be located at Center Avenue and Willow Street in unincorporated Pacheco, California, immediately adjacent to the Buchanan Field Municipal Airport. After further site review was completed, it was determined that construction of the new station should take place on the Fire Station No. 9 parcel located at 209 Center Street, Pacheco; however planning for that project is still underway. Ultimately, the remainder of the bond proceeds will be allocated towards a replacement Emergency Communications Facility project with anticipated completion in calendar year 2026. Debt Service schedules for the 2021 Lease Revenue Bonds are available for download below. Contra Costa County | FY25-26 Recommended Budget Page 416 Lease Revenue Bonds, 2017 Series A - Project Summary The 2017 Series A Lease Revenue Bonds included funding for the following capital projects: Contra Costa Regional Medical Center. This project consisted of a redesign of the Pharmacy spaces and Labor & Delivery unit within the County Hospital located in Martinez, California. Total bond funding of $2.36 million was provided for this project. Pittsburg Health Center. This project consisted of a comprehensive renovation of the medical ofce spaces and replacement of elevators at the Pittsburg Health Center located in Pittsburg, California. Total bond funding of $5.49 million was provided for this project. Roof Replacements. This project consisted of roof replacements at Health Services department facilities located at 595 and 597 Center Ave. in Martinez, California. Total bond funding of $884,499 was provided for this project. Women, Infants & Children (WIC) Program Tenant Improvements. This project consisted of tenant improvements completed at the new, 7,500 square foot WIC program facility located in San Pablo, California, which replaced an aging facility previously located in Richmond, California. Total bond funding of $1.2 million was provided for this project. It is important to note that the 2017 Series A bonds primarily funded the refunding of previously issued bonds for cost savings. A small portion of the bond proceeds were used to fund the minor capital projects outlined above. Debt Service schedules for the 2017 Series A Lease Revenue Bonds are available for download below. Contra Costa County | FY25-26 Recommended Budget Page 417 Lease Revenue Bonds, 2017 Series B - Project Summary The 2017 Series B Lease Revenue Bonds included funding for the following capital projects: County Administration Building. This project consists of a four-story, 72,000 square foot, building that is home to the Board of Supervisors, the Board Chamber where the Supervisors meet, County Administration, County Counsel and Human Resources departments. The project began in March 2018 and was built using the design-build method by Hensel Phelps Construction with construction management provided by Vanir Construction Management. The building is LEED Gold certied and gets 95% of its electrical power from the solar arrays on the County parking lot across the street. The project achieved LEED Gold certication and was occupied in August 2020. Emergency Operations Center. This project consisted of a two-story, 38,000-square foot building equipped with state-of-the- art disaster management and public safety technology. Sheriff ’s Administration, Fiscal, Personnel, and Emergency Services are located in this building. facility is designed to operate independently during an emergency if city utilities become unavailable. The property was designed and built with sustainability in mind by implementing bio-retention basins and pervious paving to manage 100% of the anticipated rainwater runoff, keeping it out of the county storm water system. The building utilizes hardscaping, lighting, led lighting and variable air volume fans for a small carbon footprint and an estimated 35% reduced water usage through low ow xtures. The building’s energy is provided by photovoltaic panels (PV) that generate enough energy load to cover the building’s use, to include electric vehicle powering stations and return energy into the power grid. The project achieved LEED Gold certication and was occupied in June 2020. Debt Service schedules for the 2017 Series B Lease Revenue Bonds are available for download below. Contra Costa County | FY25-26 Recommended Budget Page 418 FUNDING SOURCES Contra Costa County | FY25-26 Recommended Budget Page 419 Funding Sources Summary For FY25-26, budgeted revenues for the County total $7.13 billion, increasing 16% over the current year budget. The major revenue sources by fund include $3.29B in governmental funds, $3.11B in enterprise funds, $20.6M in internal service funds, and $704.3M related to special districts. The net increase in budgeted revenue growth is almost entirely attributed to enterprise fund increases in state and federal reimbursements for the delivery of health services ($973.7M). The revenue projections are based upon departmental analysis of caseloads projections, programmatic changes, and other revenue trends; economic consultant analysis of projected assessed values for property taxes and general economic market conditions; and tax consultant analysis of countywide sales taxes. General Purpose Revenue for FY25-26 totals $822.4 million, an increase of 5.0% over the prior year budget. Of the major revenue sources, property taxes are the largest category and total $553.0 million, based on an assumed 4.0% growth ($32.6M) over current year projected collections. The next largest sources are Measure X sales tax at $122.5 million, interest income at $65 million, and sales and use taxes at $22.0 million. Interest income is budgeted approximately 8 times higher than historical levels due to higher interest rates yielding strong returns for the county treasury reserves. This revenue source may not last. Actual interest earnings will be monitored during the new scal year to determine if current and future budgeted revenues from interest income need to be adjusted down, which would also require commensurate budget cuts in general purpose revenue supported departments and programs. For more information regarding Measure X budgeted revenues and allocations, see the General County  department section. 7,131,496 ,027 $982,445,022 (15.98% vs. prior year) Revenue by Fund Budgeted and Historical 2026 Revenue by Fund Millions Internal Service Funds Special Districts Enterprise Funds Governmental Funds FY2024 FY2025 FY2026 $0 $2000 $4000 $6000 $8000 Contra Costa County | FY25-26 Recommended Budget Page 420 General Fund $2,126,508,928 $2,580,549,853 $2,595,990,946 $15,441,092 0.6% Special Revenue Funds $524,514,911 $722,228,527 $696,584,946 -$25,643,581 -3.6% Capital Project Funds $998 $358,000 $375,000 $17,000 4.7% Debt Service Funds $1,406,503 -$1,406,503 -$1,406,503 $0 0% Enterprise Funds $2,827,886,673 $2,141,275,774 $3,114,989,045 $973,713,272 45.5% Fleet Internal Service Fund $18,083,827 $23,574,008 $20,637,747 -$2,936,262 -12.5% Special Districts $444,106,016 $682,471,347 $704,324,847 $21,853,500 3.2% Total:$5,942,507,856 $6,149,051,006 $7,131,496,027 $982,445,022 16% Name FY2024 Actuals FY2025 Revised Budget FY2026 Recommended Budget FY24-25 Revised vs. FY25-26 Recommended ($) FY24-25 Revised vs. FY25-26 Recommended (%) Revenues by Source Budgeted and Historical 2026 Revenues by Source Millions General Purpose Revenue Federal Assistance Other Local Revenue State Assistance FY2024 FY2025 FY2026 $-2000 $0 $2000 $4000 $6000 $8000 Federal Assistance Intergovernmental Revenue $470,525,278 $436,851,093 $514,660,837 $77,809,744 17.8% Medicare Patient Services $33,267,674 $44,747,338 $45,852,067 $1,104,729 2.5% Total Federal Assistance:$503,792,952 $481,598,431 $560,512,904 $78,914,473 16.4% State Assistance Intergovernmental Revenue $964,150,672 $994,458,762 $1,057,483,524 $63,024,763 6.3% Charges For Services $1,184,263 $847,064 $10,035,628 $9,188,564 1,084.8% Name FY2024 Actuals FY2025 Revised Budget FY2026 Recommended Budget FY24-25 Revised vs. FY25-26 Recommended ($) FY24-25 Revised vs. FY25-26 Recommended (%) Contra Costa County | FY25-26 Recommended Budget Page 421 Medi-Cal Patient Services $403,687,634 $389,470,811 $428,420,749 $38,949,938 10% Other Hospital Revenues $1,179,022 $4,725,000 $0 -$4,725,000 -100% External Health Plan Revenue $1,991,054,606 $1,189,110,526 $2,048,850,993 $859,740,467 72.3% Total State Assistance:$3,361,256,196 $2,578,612,163 $3,544,790,894 $966,178,731 37.5% Other Local Revenue Taxes Current Property $806,534,551 $795,644,276 $850,596,856 $54,952,580 6.9% Taxes Other Than Cur Prop $162,904,868 $157,916,711 $159,181,408 $1,264,697 0.8% License/Permit/Franchises $35,819,753 $39,951,542 $40,529,469 $577,927 1.4% Fines/Forfeits/Penalties $8,978,553 $28,814,791 $27,456,100 -$1,358,691 -4.7% Use Of Money & Property $128,820,139 $81,399,711 $88,127,865 $6,728,154 8.3% Intergovernmental Revenue $36,102,792 $29,171,487 $31,618,752 $2,447,265 8.4% Charges For Services $349,618,620 $378,309,261 $382,137,542 $3,828,281 1% Miscellaneous Revenue $488,027,294 $640,396,404 $599,841,325 -$40,555,078 -6.3% Hlth Plan Patient Svcs $197,598,047 $154,276,011 $196,097,669 $41,821,658 27.1% Private Pay Patient Svcs $13,781,166 $22,575,219 $11,434,670 -$11,140,549 -49.3% Interdept Patient Svcs $1,006,526 $3,271,694 $4,293,067 $1,021,373 31.2% Other Patient Svcs $0 $0 $0 $0 0% Other Hospital Revenues $35,764,324 $51,217,652 $49,571,363 -$1,646,289 -3.2% Charges To Gen Fund Units $69,056,677 $61,861,401 $59,775,092 -$2,086,309 -3.4% External Health Plan Revenue $114,159,025 $90,798,488 $140,875,051 $50,076,563 55.2% Enterprise Fund Subsidy $119,472,172 $120,239,000 $119,989,000 -$250,000 -0.2% Fund Balance -$253,105,991 $303,990,637 $264,667,000 -$39,323,637 -12.9% Total Other Local Revenue:$2,314,538,516 $2,959,834,285 $3,026,192,229 $66,357,945 2.2% General Purpose Revenue -$237,079,809 $129,006,127 $0 -$129,006,127 -100% Total:$5,942,507,856 $6,149,051,006 $7,131,496,027 $982,445,022 16% Name FY2024 Actuals FY2025 Revised Budget FY2026 Recommended Budget FY24-25 Revised vs. FY25-26 Recommended ($) FY24-25 Revised vs. FY25-26 Recommended (%) Revenue by Functional Group Contra Costa County | FY25-26 Recommended Budget Page 422 Budgeted and Historical 2024 Revenue by Functional Group Millions Special District Law & Justice General Government Health & Human Services FY2024 FY2025 FY2026 $0 $2000 $4000 $6000 $8000 General Government $626,264,088 $777,492,549 $751,671,092 -$25,821,458 -3.3% Law & Justice $647,619,172 $738,547,421 $744,955,228 $6,407,807 0.9% Health & Human Services $4,224,518,580 $3,950,539,689 $4,930,544,861 $980,005,172 24.8% Special District $444,106,016 $682,471,347 $704,324,847 $21,853,500 3.2% Total:$5,942,507,856 $6,149,051,006 $7,131,496,027 $982,445,022 16% Name FY2024 Actuals FY2025 Revised Budget FY2026 Recommended Budget FY24-25 Revised vs. FY25-26 Recommended ($) FY24-25 Revised vs. FY25-26 Recommended (%) Contra Costa County | FY25-26 Recommended Budget Page 423 Projected Changes in Fund Balances Fund balance represents unconstrained resources or other liquid/cash convertible assets in excess of fund liabilities. For budgetary purposes, this represents the sum of over-realized or unanticipated revenues and unspent appropriations or reserves at the end of each scal year. The County Administrator’s Ofce reviews variances in projected fund balances each year over or under 10%. Presented in the table above are the County’s Major Governmental Funds individually (General Fund and CCC Fire Protection District Special Revenue Fund), all other Non-Major Funds in the aggregate, and the total Governmental Fund balance. The County’s General Fund had a FY24-25 beginning fund balance of $1.100 billion, representing a 25.0% increase from the previous year. Of the $1.100 billion fund balance, $727.6 million was unassigned (32.5% of total General Fund Revenues), and $372.5 million was assigned, committed, restricted or nonspendable. The increases to general fund unassigned fund balance in recent years has been due to pandemic related cost recoveries, increased property tax revenues and interest income, and salary savings from recruitment challenges and high vacancy rates. As part of its long-term nancial planning, the county is pursuing opportunities to pay off portions of its debt and achieve millions in future interest payment savings, including defeasance of the 2015 lease revenue bonds and others. The County also plans to use capital and unassigned reserves in the coming years to cash fund major capital projects. The Fire Protection District fund balance increased 15.1% to $234.9 million due to increased property tax and emergency services revenues, and all other non-major funds increased 9.7% to $860.5 million. The total Governmental Funds FY24-25 beginning fund balance increased 17.5% over the prior year to $2.196 billion, and is projected to likely increase to $2.210 billion by the end of the scal year. Contra Costa County | FY25-26 Recommended Budget Page 424 The FY22-23 Annual Comprehensive Financial Report miscategorized $113M, underreporting the unassigned fund balance, which should have been $557.6M. On March 10, 2025, the County provided ofcial notication through a Voluntary Disclosure Notice on the Municipal Securities Rulemaking Board's Electronic Municipal Market Access (EMMA) system. Subsequent to the release of the Fiscal Year 2023-24 ACFR, County staff determined that while the total GF fund balance presented in the Fiscal Year 2022-23 ACFR was correct, the allocation between assigned and unassigned fund balance was not. The original assigned GF fund balance was overstated by $113,308,000 and the original unassigned GF fund balance was understated by $113,308,000. The result is that the corrected unassigned GF fund balance increased to $557,648,000 representing 27.3% of total budgeted GF revenues, which exceeds the County GF Reserve Policy, and the corrected assigned GF fund balance decreased to $295,408,000 representing 14.5% of total budgeted GF revenues for Fiscal Year 2022-23. The error was caused by one-time changes in year end close out procedures as the County shifted from its legacy mainframe nance system to a modern, nancial management system, forcing reconcilitaion between multiple systems. Policies and procedures have since been corrected to avoid a future similar occurrence . Contra Costa County | FY25-26 Recommended Budget Page 425 Proprietary Funds Changes in Net Position For reporting purposes, propriety funds utilize “net position” instead of fund balance. Net position is broken down into the following categories: Net Investment in Capital Assets; Restricted; and Unrestricted. Major Proprietary Funds: The County’s major proprietary funds are the County Hospital and HMO Enterprise Funds. Non-Major Proprietary Funds: The County’s non-major propriety funds are the Airport; Sheriff Law Enforcement Training Center; Child Care Enterprise; HMO Commercial Plan; and Major Risk Medical Insurance Enterprise Funds. Internal Service Funds: The County’s Internal Service Funds are Fleet Services; Employee Dental Insurance; Long-Term Disability Insurance; Workers’ Compensation Insurance County General: Workers’ Compensation Insurance Fire Protection; Automotive Liability Insurance; Public Liability Insurance; State Unemployment Insurance; Medical Liability Insurance; and Special District Property Insurance. Aside from Fleet Services, these are all Self-Insurance Funds. Contra Costa County | FY25-26 Recommended Budget Page 426 FUND SUMMARIES Contra Costa County | FY25-26 Recommended Budget Page 427 All Funds Summary This section provides a high level summary of all fund types. For more details about funding sources , individual funds, and funds by department, or an overview of the County's fund structure , please see those respective sections. Summary Contra Costa County is projecting $7.13B of revenue in FY2026, which represents a 16.0% increase over the prior year. Budgeted expenditures are projected to increase by 16.2% or $991.85M to $7.13B in FY2026. Actual Revenue Source Budgeted Revenue Source Actual Expenditures Budgeted Expenditures FY2024 FY2025 FY2026 $0 $2B $4B $6B $8B All Funds Summary Comprehensive Summary Beginning Fund Balance:N/A N/A N/A Revenues Federal Assistance $503,792,952 $481,598,431 $560,512,904 State Assistance $3,361,256,196 $2,578,612,163 $3,544,790,894 Other Local Revenue $2,314,538,516 $2,959,834,285 $3,026,192,229 Total Revenues:$5,942,507,856 $6,149,051,006 $7,131,496,027 Expenditures Salaries And Benefits $1,912,103,360 $2,184,376,085 $2,356,072,170 Services And Supplies $2,772,346,041 $2,823,676,736 $3,259,501,738 Other Charges $931,008,354 $666,682,538 $1,085,723,899 Expenditure Transfers $203,701,703 $321,658,662 $283,004,372 Fixed Assets $99,109,334 $123,251,564 $125,693,850 Provisions For Contingencies $5,013 $20,000,000 $21,500,000 Total Expenditures:$5,918,273,805 $6,139,645,585 $7,131,496,028 Total Revenues Less Expenditures:$24,234,051 $9,405,421 -$1 Ending Fund Balance:N/A N/A N/A Name FY2024 Actuals FY2025 Revised Budget FY2026 Recommended Budget Contra Costa County | FY25-26 Recommended Budget Page 428 Expenditures by Function Budgeted and Historical Expenditures by Functional Grouping Millions Special District Law & Justice General Government Health & Human Services FY2024 FY2025 FY2026 $0 $2000 $4000 $6000 $8000 General Government Board Of Supervisors $8,687,676 $11,106,273 $10,233,441 -$872,832 -7.9% General County Services $2,952,824 $3,028,521 $862,297 -$2,166,224 -71.5% County Administrator $29,741,296 $39,081,907 $34,807,985 -$4,273,922 -10.9% Human Resources $11,081,166 $13,077,189 $14,401,355 $1,324,167 10.1% Auditor-Controller $9,716,968 $13,420,294 $13,376,137 -$44,157 -0.3% Capital Improvements $76,233,993 $32,367,906 $31,155,000 -$1,212,906 -3.7% Treasurer-Tax Collector $7,443,288 $8,377,509 $8,531,872 $154,363 1.8% DOIT - Telecom $15,765,215 $31,255,330 $25,231,366 -$6,023,964 -19.3% Assessor $19,789,199 $26,584,203 $27,148,256 $564,054 2.1% County Counsel $8,228,913 $10,428,647 $10,698,918 $270,271 2.6% Risk Management $60,441,217 $47,121,592 $50,540,176 $3,418,584 7.3% Employment & Human Services $3,043,095 $3,880,547 $4,259,843 $379,296 9.8% Clerk-Recorder Elections $18,999,487 $28,137,430 $26,150,414 -$1,987,016 -7.1% Agriculture- Weights/Measures $7,521,920 $9,157,190 $8,707,445 -$449,745 -4.9% Racial Equity And Social Justice $428,350 $11,278,112 $1,290,240 -$9,987,872 -88.6% Conservation & Development $64,764,625 $121,900,558 $129,824,759 $7,924,202 6.5% Public Works $236,078,872 $288,292,667 $287,258,367 -$1,034,299 -0.4% Name FY2024 Actuals FY2025 Revised Budget FY2026 Recommended Budget FY24-25 Revised vs. FY25-26 Recommended ($) FY24-25 Revised vs. FY25-26 Recommended (%) Contra Costa County | FY25-26 Recommended Budget Page 429 Library $45,345,985 $58,996,676 $45,693,217 -$13,303,459 -22.5% Contingency Reserve $0 $20,000,000 $21,500,000 $1,500,000 7.5% Total General Government:$626,264,088 $777,492,549 $751,671,092 -$25,821,458 -3.3% Law & Justice County Administrator $1,224,830 $2,376,431 $2,378,191 $1,760 0.1% Capital Improvements $942,448 $979,443 $1,000,449 $21,006 2.1% Superior Court Related Functions $16,811,503 $18,306,938 $18,017,580 -$289,358 -1.6% Justice System Development/Planning $11,230,605 $12,622,310 $13,346,827 $724,517 5.7% Sheriff-Coroner $316,608,691 $338,710,402 $343,013,751 $4,303,349 1.3% Probation $108,029,883 $143,806,199 $130,896,004 -$12,910,195 -9% Animal Services $15,672,546 $17,793,285 $18,421,445 $628,160 3.5% District Attorney $57,418,227 $67,339,372 $71,553,417 $4,214,045 6.3% Public Defender $44,417,655 $51,887,457 $56,825,905 $4,938,448 9.5% Public Safety Realignment $75,262,784 $84,725,584 $89,501,660 $4,776,076 5.6% Total Law & Justice:$647,619,172 $738,547,421 $744,955,228 $6,407,807 0.9% Health & Human Services Health Services $3,520,351,319 $3,010,777,202 $4,017,780,337 $1,007,003,136 33.4% Employment & Human Services $592,493,800 $756,970,474 $727,410,528 -$29,559,946 -3.9% Child Support Services $20,070,288 $20,141,769 $20,272,855 $131,086 0.7% Public Safety Realignment $89,580,084 $160,273,000 $162,340,000 $2,067,000 1.3% Veterans Service $2,023,090 $2,377,244 $2,741,140 $363,897 15.3% Total Health & Human Services:$4,224,518,580 $3,950,539,689 $4,930,544,861 $980,005,172 24.8% Special District Fire Protection $311,621,366 $354,346,328 $382,402,352 $28,056,024 7.9% Flood Control $16,270,860 $172,615,337 $173,072,278 $456,941 0.3% Storm Drainage Districts $0 $1,859 $2,000 $141 7.6% Emergency Medical Services $15,960,505 $17,002,348 $17,349,676 $347,328 2% Stormwater Utility Districts $20,940,269 $34,294,207 $34,425,453 $131,246 0.4% Service Area-Police $19,581,343 $34,720,928 $34,943,214 $222,286 0.6% Service Area-Lighting $1,552,273 $11,252,105 $12,321,625 $1,069,520 9.5% Service Area-Miscellaneous $31,853,021 $39,311,978 $40,225,155 $913,178 2.3% Service Area-Recreation $1,243,714 $7,405,334 $6,514,543 -$890,790 -12% Service Area-Library $2,514 $360,682 $400,200 $39,518 11% Service Area-Drainage $324 $499,000 $499,000 $0 0% Service Area -Road Maintenance $1,324 $166,261 $175,350 $9,089 5.5% Miscellaneous Districts $844,452 $1,089,558 $1,994,000 $904,442 83% Total Special District:$419,871,965 $673,065,926 $704,324,847 $31,258,922 4.6% Name FY2024 Actuals FY2025 Revised Budget FY2026 Recommended Budget FY24-25 Revised vs. FY25-26 Recommended ($) FY24-25 Revised vs. FY25-26 Recommended (%) Contra Costa County | FY25-26 Recommended Budget Page 430 Total:$5,918,273,805 $6,139,645,585 $7,131,496,028 $991,850,443 16.2% Name FY2024 Actuals FY2025 Revised Budget FY2026 Recommended Budget FY24-25 Revised vs. FY25-26 Recommended ($) FY24-25 Revised vs. FY25-26 Recommended (%) Contra Costa County | FY25-26 Recommended Budget Page 431 General Fund Governmental Funds are generally used to account for tax supported activities; it accounts for the majority of funds, except for those categorized as proprietary or duciary funds. General Fund is a type of governmental fund and is used to account for the general operations of government and any activity not accounted for in another fund. Summary Contra Costa County is projecting $2.6B of revenue in FY2026, which represents a 0.6% increase over the prior year. Budgeted expenditures are projected to increase by 0.6% or $15.44M to $2.6B in FY2026. Actual Revenue Source Budgeted Revenue Source Actual Expenditures Budgeted Expenditures FY2024 FY2025 FY2026 $0 $500M $1B $1.5B $2B $2.5B $3B General Fund Comprehensive Summary Beginning Fund Balance:N/A N/A N/A Revenues Federal Assistance $423,412,837 $393,073,774 $471,131,161 State Assistance $560,363,079 $549,800,407 $635,646,443 Other Local Revenue $1,379,812,821 $1,508,669,545 $1,489,213,341 Total Revenues:$2,126,508,928 $2,580,549,853 $2,595,990,946 Expenditures Salaries And Benefits $1,042,773,861 $1,239,170,465 $1,309,708,344 Services And Supplies $779,485,326 $1,029,974,564 $988,548,466 Other Charges $371,225,022 $393,382,685 $407,441,513 Expenditure Transfers -$150,687,885 -$151,774,796 -$179,651,756 Fixed Assets $83,712,004 $49,796,934 $48,444,378 Provisions For Contingencies $600 $20,000,000 $21,500,000 Total Expenditures:$2,126,508,927 $2,580,549,853 $2,595,990,946 Name FY2024 Actuals FY2025 Revised Budget FY2026 Recommended Budget Contra Costa County | FY25-26 Recommended Budget Page 432 Total Revenues Less Expenditures:$0 $0 $0 Ending Fund Balance:N/A N/A N/A Name FY2024 Actuals FY2025 Revised Budget FY2026 Recommended Budget Expenditures by Function Budgeted and Historical Expenditures by Function Millions General Government Law & Justice Health & Human Services FY2024 FY2025 FY2026 $0 $500 $1000 $1500 $2000 $2500 $3000 Expenditures General Government Board Of Supervisors $8,027,938 $10,306,273 $9,373,441 -$932,832 -9.1% General County Services $1,546,321 $4,435,024 $2,268,800 -$2,166,224 -48.8% County Administrator $29,741,296 $39,081,907 $34,807,985 -$4,273,922 -10.9% Human Resources $11,081,166 $13,077,189 $14,401,355 $1,324,167 10.1% Auditor-Controller $9,516,968 $13,220,294 $13,176,137 -$44,157 -0.3% Capital Improvements $76,233,993 $32,367,906 $31,155,000 -$1,212,906 -3.7% Treasurer-Tax Collector $7,443,288 $8,377,509 $8,531,872 $154,363 1.8% DOIT - Telecom $15,765,215 $31,255,330 $25,231,366 -$6,023,964 -19.3% Assessor $19,789,199 $23,406,448 $23,970,501 $564,054 2.4% County Counsel $8,228,913 $10,428,647 $10,698,918 $270,271 2.6% Risk Management $60,441,217 $47,121,592 $50,540,176 $3,418,584 7.3% Employment & Human Services $1,779,322 $2,765,334 $2,798,667 $33,333 1.2% Clerk-Recorder Elections $16,653,551 $19,665,164 $19,430,534 -$234,630 -1.2% Agriculture- Weights/Measures $7,521,920 $9,157,190 $8,707,445 -$449,745 -4.9% Name FY2024 Actuals FY2025 Revised Budget FY2026 Recommended Budget FY24-25 Revised vs. FY25-26 Recommended ($) FY24-25 Revised vs. FY25-26 Recommended (%) Contra Costa County | FY25-26 Recommended Budget Page 433 Racial Equity And Social Justice $428,350 $11,278,112 $1,290,240 -$9,987,872 -88.6% Conservation & Development $17,740,831 $59,358,476 $54,522,685 -$4,835,791 -8.1% Public Works $135,623,845 $143,860,259 $146,070,679 $2,210,420 1.5% Contingency Reserve $0 $20,000,000 $21,500,000 $1,500,000 7.5% Total General Government:$427,563,331 $499,162,653 $478,475,804 -$20,686,849 -4.1% Law & Justice County Administrator $1,224,830 $2,376,431 $2,378,191 $1,760 0.1% Superior Court Related Functions $16,811,503 $18,306,860 $18,017,580 -$289,280 -1.6% Justice System Development/Planning $5,377,839 $6,000,000 $6,300,000 $300,000 5% Sheriff-Coroner $309,438,604 $329,108,712 $332,383,158 $3,274,446 1% Probation $92,645,060 $111,092,856 $112,856,099 $1,763,243 1.6% Animal Services $15,089,705 $17,353,285 $18,261,445 $908,160 5.2% District Attorney $54,910,227 $62,981,531 $68,908,715 $5,927,184 9.4% Public Defender $44,417,655 $51,887,457 $56,825,905 $4,938,448 9.5% Total Law & Justice:$539,915,423 $599,107,132 $615,931,092 $16,823,960 2.8% Health & Human Services Health Services $612,786,052 $786,823,501 $826,608,892 $39,785,390 5.1% Employment & Human Services $544,221,031 $693,079,323 $672,234,017 -$20,845,306 -3% Veterans Service $2,023,090 $2,377,244 $2,741,140 $363,897 15.3% Total Health & Human Services:$1,159,030,173 $1,482,280,068 $1,501,584,049 $19,303,981 1.3% Total Expenditures:$2,126,508,927 $2,580,549,853 $2,595,990,946 $15,441,092 0.6% Name FY2024 Actuals FY2025 Revised Budget FY2026 Recommended Budget FY24-25 Revised vs. FY25-26 Recommended ($) FY24-25 Revised vs. FY25-26 Recommended (%) Contra Costa County | FY25-26 Recommended Budget Page 434 Special Revenue Special Revenue Funds are used to account for resources legally designated for specic purposes and separately reported. Summary Contra Costa County is projecting $696.58M of revenue in FY2026, which represents a 3.6% decrease over the prior year. Budgeted expenditures are projected to decrease by 3.6% or $25.64M to $696.58M in FY2026. Actual Revenue Source Budgeted Revenue Source Actual Expenditures Budgeted Expenditures FY2024 FY2025 FY2026 $0 $200M $400M $600M $800M Special Revenue Comprehensive Summary Beginning Fund Balance:N/A N/A N/A Revenues Federal Assistance $38,257,948 $40,774,951 $42,697,676 State Assistance $400,509,267 $444,094,358 $429,518,592 Other Local Revenue $85,747,696 $237,359,218 $224,368,678 Total Revenues:$524,514,911 $722,228,527 $696,584,946 Expenditures Salaries And Benefits $89,307,455 $109,495,696 $115,800,080 Services And Supplies $69,804,751 $127,619,430 $118,270,901 Other Charges $43,949,662 $53,139,160 $49,022,756 Expenditure Transfers $319,539,772 $424,309,952 $409,615,209 Fixed Assets $1,913,271 $7,664,289 $3,876,000 Total Expenditures:$524,514,911 $722,228,527 $696,584,946 Total Revenues Less Expenditures:$0 $0 $0 Ending Fund Balance:N/A N/A N/A Name FY2024 Actuals FY2025 Revised Budget FY2026 Recommended Budget Contra Costa County | FY25-26 Recommended Budget Page 435 Expenditures by Function Budgeted and Historical Expenditures by Function Millions Law & Justice General Government Health & Human Services FY2024 FY2025 FY2026 $0 $200 $400 $600 $800 Expenditures General Government Board Of Supervisors $659,738 $800,000 $860,000 $60,000 7.5% Auditor-Controller $200,000 $200,000 $200,000 $0 0% Assessor $0 $3,177,755 $3,177,755 $0 0% Employment & Human Services $1,263,773 $1,115,213 $1,461,176 $345,963 31% Clerk-Recorder Elections $2,345,937 $8,472,266 $6,719,880 -$1,752,386 -20.7% Conservation & Development $47,023,794 $62,542,082 $75,302,074 $12,759,993 20.4% Public Works $76,198,852 $114,374,468 $113,353,393 -$1,021,075 -0.9% Library $45,345,985 $58,996,676 $45,693,217 -$13,303,459 -22.5% Total General Government:$173,038,079 $249,678,460 $246,767,495 -$2,910,964 -1.2% Law & Justice Capital Improvements $942,448 $979,443 $1,000,449 $21,006 2.1% Superior Court Related Functions $0 $78 $0 -$78 -100% Justice System Development/Planning $5,852,766 $6,622,310 $7,046,827 $424,517 6.4% Sheriff-Coroner $4,164,358 $6,744,988 $7,622,816 $877,828 13% Probation $15,384,823 $32,713,343 $18,039,905 -$14,673,438 -44.9% Animal Services $582,841 $440,000 $160,000 -$280,000 -63.6% Name FY2024 Actuals FY2025 Revised Budget FY2026 Recommended Budget FY2025 Revised vs. FY2026 Recommended ($ Change) FY2025 Revised vs. FY2026 Recommended (% Change) Contra Costa County | FY25-26 Recommended Budget Page 436 District Attorney $2,508,000 $4,357,841 $2,644,702 -$1,713,139 -39.3% Public Safety Realignment $75,262,784 $84,725,584 $89,501,660 $4,776,076 5.6% Total Law & Justice:$104,698,020 $136,583,587 $126,016,359 -$10,567,228 -7.7% Health & Human Services Health Services $88,855,671 $91,660,560 $86,011,726 -$5,648,834 -6.2% Employment & Human Services $48,272,769 $63,891,151 $55,176,511 -$8,714,640 -13.6% Child Support Services $20,070,288 $20,141,769 $20,272,855 $131,086 0.7% Public Safety Realignment $89,580,084 $160,273,000 $162,340,000 $2,067,000 1.3% Total Health & Human Services:$246,778,812 $335,966,480 $323,801,092 -$12,165,389 -3.6% Total Expenditures:$524,514,911 $722,228,527 $696,584,946 -$25,643,581 -3.6% Name FY2024 Actuals FY2025 Revised Budget FY2026 Recommended Budget FY2025 Revised vs. FY2026 Recommended ($ Change) FY2025 Revised vs. FY2026 Recommended (% Change) Expenditures by Fund County Law Enfrcmt-Cap Proj Fund $0 $4,217,697 $2,155,460 -$2,062,237 -48.9% Recorder Modernization Fund $2,345,937 $8,472,266 $6,719,880 -$1,752,386 -20.7% Court/Clerk Automation Fund $0 $78 $0 -$78 -100% Fish and Game Fund $84,231 $242,000 $242,000 $0 0% Land Development Fund $3,230,681 $3,200,000 $3,200,000 $0 0% Criminalistics Lab Fund $15 $24,000 $24,000 $0 0% Survey Monument Preservation Fund $6,273 $488,121 $474,595 -$13,526 -2.8% Crim Justice Facility Construct Fund $755,900 $786,622 $812,425 $25,803 3.3% Courthouse Construct Fund $186,548 $192,821 $188,024 -$4,797 -2.5% Road Fund $68,213,371 $85,456,957 $85,704,057 $247,100 0.3% Transportation Improvement Fund $2,699,276 $4,013,000 $4,100,000 $87,000 2.2% Private Activity Bond Fund $4,362,260 $1,833,290 $1,833,953 $663 0% Affordable Housing Spec Rev Fund $0 $410,000 $410,000 $0 0% Navy Trans Mitigation Fund $6,499 $5,274,523 $5,671,303 $396,780 7.5% Tosco/Solano Trns Mitig Fund $2,212 $101,000 $101,000 $0 0% Child Development Fund $45,201,802 $60,214,468 $51,478,666 -$8,735,802 -14.5% HUD NSP Fund $0 $1,110,000 $1,110,000 $0 0% Used Oil Recycling Grant Fund $36,164 $60,000 $60,000 $0 0% Conservation & Development Fund $37,222,035 $49,240,290 $58,156,119 $8,915,829 18.1% Name FY2024 Actuals FY2025 Revised Budget FY2026 Recommended Budget FY24-25 Revised vs. FY25-26 Recommended ($) FY24-25 Revised vs. FY25-26 Recommended (%) Contra Costa County | FY25-26 Recommended Budget Page 437 CDD/PWD Joint Review Fee Fund $21,206 $367,275 $62,275 -$305,000 -83% Drainage Deficiency Fund $449 $2,874,535 $2,874,535 $0 0% Public Works Fund $6,459 $687,420 $687,375 -$45 0% DA Consumer Protection Fund $864,114 $550,000 $1,000,000 $450,000 81.8% Domestic Violence Victim Asst Fund $273,248 $36,753 $144,426 $107,673 293% Dispute Resolution Program Fund $221,810 $193,000 $205,000 $12,000 6.2% Zero Tolerance- Domestic Violence Fund $990,525 $1,078,460 $1,316,750 $238,290 22.1% DA Revenue Narcotics Fund $53,567 $66,000 $66,000 $0 0% DA Environment/OSHA Fund $535,249 $523,000 $521,272 -$1,728 -0.3% DA Forfeiture-Fed-DOJ Fund $0 $993 $1,000 $7 0.7% Walden Green Maintenance Fund $90,795 $77,927 $49,293 -$28,634 -36.7% R/Estate Fraud Prosecution Fund $441,444 $419,430 $306,430 -$113,000 -26.9% CCC Dept Child Support Svcs Fund $20,070,288 $20,141,769 $20,272,855 $131,086 0.7% Emergency Med Svcs Fund $883,864 $1,253,045 $674,130 -$578,915 -46.2% LOS MEDANOS COMM HC $834,451 $1,250,000 $1,700,000 $450,000 36% Traffic Safety Fund $16 $423,438 $423,438 $0 0% Public Protection-Spec Rev Fund $1,027,543 $2,028,142 $2,116,827 $88,685 4.4% Sheriff Nar Forfeit-ST/Local Fund $495 $100,000 $100,000 $0 0% Sheriff Forfeit-Fed-DoJ Fund $16 $7,000 $500 -$6,500 -92.9% Sup Law Enforcement Svcs Fund $11,302,411 $26,902,324 $14,087,840 -$12,814,484 -47.6% Sheriff Forfeit-Fed Treasury Fund $16 $2,000 $2,000 $0 0% PROP 63 MH Svcs Fund $87,137,356 $89,157,515 $83,637,596 -$5,519,919 -6.2% Prisoners Welfare Fund $790,140 $1,120,090 $1,198,418 $78,328 7% Care of Wards Fund $20,972 -$2,632 $0 $2,632 -100% Automated Sys Development Fund $200,000 $200,000 $200,000 $0 0% Property Tax Admin Fund $0 $3,177,755 $3,177,755 $0 0% Cnty Local Rev Fund $164,842,868 $244,998,584 $251,841,660 $6,843,076 2.8% IHSS Public Authority Fund $2,847,260 $3,445,683 $3,457,845 $12,162 0.4% DNA Identification Fund $323,705 $225,000 $225,000 $0 0% Comm Corr Performance Inctv Fund $9,731,129 $11,020,000 $10,302,065 -$717,935 -6.5% NO Rich Wst&Rcvy Mitigation Fee Fund $659,738 $800,000 $860,000 $60,000 7.5% L/M HSG Asset Fd-LMI Fund $485,325 $2,376,000 $2,436,000 $60,000 2.5% Name FY2024 Actuals FY2025 Revised Budget FY2026 Recommended Budget FY24-25 Revised vs. FY25-26 Recommended ($) FY24-25 Revised vs. FY25-26 Recommended (%) Contra Costa County | FY25-26 Recommended Budget Page 438 Bailey Rd Mntc Surcharge Fund $229,991 $4,216,633 $4,479,565 $262,932 6.2% Home Invstmt Prtnrshp Act Fund $1,572,540 $900,000 $970,000 $70,000 7.8% CASP Cert & Training Fund $1,366 $40,000 $40,000 $0 0% County Library Fund $45,345,985 $58,729,041 $45,693,217 -$13,035,824 -22.2% Casey Library Gift Fund $0 $267,635 $0 -$267,635 -100% West County Area of Benefit $15,676 $6,000 $5,000 -$1,000 -16.7% North Richmond AOB $49,019 $706,000 $71,000 -$635,000 -89.9% Martinez Area of Benefit $1,080,248 $125,500 $15,500 -$110,000 -87.6% Briones Area of Benefit $27,386 $6,000 $6,000 $0 0% Central Co Area/Benefit $52,765 $21,000 $606,000 $585,000 2,785.7% So Wal Crk Area of Benefit $133,718 $0 $0 $0 0% Alamo Area of Benefit $900,376 $6,000 $374,500 $368,500 6,141.7% South Co Area of Benefit $41,111 $51,000 $56,000 $5,000 9.8% East County Area of Benefit $41,774 $1,016,000 $6,000 -$1,010,000 -99.4% Bethel Isl Area of Benefit $135 $5,000 $10,000 $5,000 100% County Childrens Fund $223,707 $231,000 $240,000 $9,000 3.9% Animal Benefit Fund $582,841 $440,000 $160,000 -$280,000 -63.6% CO-Wide Gang and Drug Fund $28,714 $182,000 $182,000 $0 0% Livable Communities Fund $326,657 $1,817,502 $1,817,502 $0 0% Permanent Local Housing Alloc Prgm $0 $0 $3,626,500 $3,626,500 N/A ARRA HUD Bldg Insp NPP Fund $233,941 $500,000 $500,000 $0 0% Central Identify Bureau Fund $2,568,590 $2,437,000 $2,437,000 $0 0% SPRW Fund $275,958 $5,467,951 $6,089,895 $621,944 11.4% RD Dvlpmnt Discovery Bay Fund $12,288 $6,000 $6,000 $0 0% Road Imprvmnt Fee Fund $1,756,727 $3,805,000 $2,777,500 -$1,027,500 -27% Rd Devlpmnt Pacheco Area -$379 $5,000 $10,000 $5,000 100% Rd Devlpmnt Rich/El Sobrt $3,605 $46,034 $5,000 -$41,034 -89.1% Road Development Bay Point $511 $357,592 $11,000 -$346,592 -96.9% Total:$524,514,911 $722,228,527 $696,584,946 -$25,643,581 -3.6% Name FY2024 Actuals FY2025 Revised Budget FY2026 Recommended Budget FY24-25 Revised vs. FY25-26 Recommended ($) FY24-25 Revised vs. FY25-26 Recommended (%) Contra Costa County | FY25-26 Recommended Budget Page 439 Enterprise Funds Enterprise Funds are a type of proprietary fund and account for operations that are nanced through charges for services (e.g. water, gas and electric utilities; health services, airports; parking garages; or transit systems). The governmental body is structured to provide goods and services to the public on a continuing basis nanced or recovered primarily through user charges. Summary Contra Costa County is projecting $3.11B of revenue in FY2026, which represents a 45.5% increase over the prior year. Budgeted expenditures are projected to increase by 45.5% or $973.71M to $3.11B in FY2026. Actual Revenue Source Budgeted Revenue Source Actual Expenditures Budgeted Expenditures FY2024 FY2025 FY2026 $0 $1B $2B $3B $4B Enterprise Funds Comprehensive Summary Beginning Fund Balance:N/A N/A N/A Revenues Federal Assistance $37,935,964 $44,787,838 $46,184,067 State Assistance $2,396,518,979 $1,583,488,362 $2,477,468,342 Other Local Revenue $393,431,730 $512,999,574 $591,336,636 Total Revenues:$2,827,886,673 $2,141,275,774 $3,114,989,045 Expenditures Salaries And Benefits $593,695,642 $625,659,723 $698,367,001 Services And Supplies $1,756,861,894 $1,318,813,523 $1,801,979,800 Other Charges $477,125,485 $169,500,365 $579,384,087 Expenditure Transfers $203,653 $270,163 $347,157 Fixed Assets $0 $27,032,000 $34,911,000 Total Expenditures:$2,827,886,674 $2,141,275,774 $3,114,989,045 Total Revenues Less Expenditures:$0 $0 $0 Name FY2024 Actuals FY2025 Revised Budget FY2026 Recommended Budget Contra Costa County | FY25-26 Recommended Budget Page 440 Ending Fund Balance:N/A N/A N/A Name FY2024 Actuals FY2025 Revised Budget FY2026 Recommended Budget Expenditures by Function Expenditures Public Works $6,171,350 $6,125,931 $6,821,548 $695,617 11.4% Sheriff- Coroner $3,005,729 $2,856,702 $3,007,777 $151,075 5.3% Health Services $2,818,709,595 $2,132,293,140 $3,105,159,720 $972,866,580 45.6% Total Expenditures:$2,827,886,674 $2,141,275,774 $3,114,989,045 $973,713,272 45.5% Name FY2024 Actuals FY2025 Revised Budget FY2026 Recommended Budget FY24-25 Revised vs. FY25-26 Recommended ($) FY24-25 Revised vs. FY25-26 Recommended (%) Expenditures by Fund Airport Enterprise Fund $6,171,350 $7,056,129 $6,125,931 $6,821,548 -$930,198 $695,617 11.4% Sheriff Law Enf Training Fund $3,005,729 $2,818,551 $2,856,702 $3,007,777 $38,151 $151,075 5.3% Childcare Enterprise Fund $0 $74,000 $0 $0 -$74,000 $0 0% Hospital Enterprise Fund $829,620,011 $807,131,000 $882,802,363 $950,638,285 $75,671,363 $67,835,922 7.7% HMO Enterprise Fund $1,913,382,850 $1,101,813,034 $1,169,749,161 $2,065,925,903 $67,936,127 $896,176,741 76.6% HMO Enterprise - Comm Plan Fund $75,706,734 $79,722,869 $79,741,616 $88,595,533 $18,747 $8,853,917 11.1% Total:$2,827,886,674 $1,998,615,582 $2,141,275,774 $3,114,989,045 $142,660,191 $973,713,272 45.5% Name FY2024 Actuals FY2024 Adopted Budget FY2025 Revised Budget FY2026 Recommended Budget FY2024 Adopted vs. FY2025 Adopted ($ Change) FY24-25 Revised vs. FY25-26 Recommended ($) FY24-25 Revised vs. FY25-26 Recommended (%) Contra Costa County | FY25-26 Recommended Budget Page 441 Internal Services Fund Internal Service Funds are proprietary funds used to account for the nancing of goods or services provided by one department to other departments of the County or other governmental units, on a cost reimbursement basis. This page captures budgeted revenues and expenses for the Fleet Internal Services Fund managed by the Public Works Department. Summary Actual Revenue Source Budgeted Revenue Source Actual Expenditures Budgeted Expenditures FY2024 FY2025 FY2026 $0 $5M $10M $15M $20M $25M Internal Services Fund Comprehensive Summary Beginning Fund Balance:N/A N/A N/A Revenues Other Local Revenue $18,083,827 $23,574,008 $20,637,747 Total Revenues:$18,083,827 $23,574,008 $20,637,747 Expenditures Salaries And Benefits $2,290,238 $3,600,734 $3,359,475 Services And Supplies $11,408,463 $9,733,613 $10,730,621 Other Charges $4,794,628 $4,198,668 $4,212,579 Expenditure Transfers -$409,501 -$667,462 -$1,754,928 Fixed Assets $0 $6,708,455 $4,090,000 Total Expenditures:$18,083,827 $23,574,008 $20,637,747 Total Revenues Less Expenditures:$0 $0 $0 Ending Fund Balance:N/A N/A N/A Name FY2024 Actuals FY2025 Revised Budget FY2026 Recommended Budget Contra Costa County | FY25-26 Recommended Budget Page 442 Expenditures by Function Expenditures Public Works Isf Fleet Services $18,083,827 $23,574,008 $20,637,747 -$2,936,262 -12.5% Total Public Works:$18,083,827 $23,574,008 $20,637,747 -$2,936,262 -12.5% Total Expenditures:$18,083,827 $23,574,008 $20,637,747 -$2,936,262 -12.5% Name FY2024 Actuals FY2025 Revised Budget FY2026 Recommended Budget FY2025 Revised vs. FY2026 Recommended ($ Change) FY2025 Revised vs. FY2026 Recommended (% Change) Contra Costa County | FY25-26 Recommended Budget Page 443 ADDENDUM Contra Costa County | FY25-26 Recommended Budget Page 444 Basis of Budgeting The term “basis of accounting” refers to the timing of recognition of assets, liabilities, revenues and expenditures. The basis of accounting used for nancial reporting in accordance with Generally Accepted Accounting Principles (GAAP) is not necessarily the same as used in preparing the budget (“basis of budgeting”). Some of the differences include: Under GAAP, revenues are recognized as soon as they are both “measurable” and “available,” but revenue under the basis of budgeting may not be recognized until the amounts are received in cash. Encumbrances are treated as expenditures in the budget but not under GAAP. Budgeted revenues and expenditures may include items classied as “other nancing sources” and “other nancing uses” under GAAP. The receipt of long-term debt proceeds, capital outlays and debt service payments on principal are reported in the budget, but under GAAP for proprietary funds, these are not reported under operations and instead are recorded as allocations for depreciation and amortization expense. Under the GAAP basis of accounting, changes in the fair value of investments are treated as adjustments to revenue, which is not the case under the budgetary basis of accounting. The County uses an encumbrance system as an extension of normal budgetary accounting for the general, special revenue, and certain debt service and capital project funds to assist in controlling expenditures. Under this system, purchase orders, contracts, and commitments for the expenditure of monies are recorded in order to reserve that portion of applicable appropriations. Encumbrances outstanding at year-end are recorded as obligated fund balance since they do not constitute expenditures or liabilities, and are re-established, along with their encumbered appropriations as part of the following year’s budget. Any appropriations remaining in the departments at the end of the scal year automatically lapse and are transferred to fund balance. The year- end fund balance, along with projected revenues, becomes available for appropriation the following year. The Final Budget adopted by the Board of Supervisors for the General Fund includes budgeted expenditures and reimbursements for amounts disbursed to or received from other County funds. Revenues received from other County funds for reimbursement of services are generally budgeted in Interfund Revenues, such as facilities maintenance. Transfers to and from other County funds to provide reimbursements of costs are generally budgeted in Charges for Services, Miscellaneous Revenue and Expenditure Transfers. The budget for governmental funds, such as the General Fund, may include a sub-object level known as ‘intrafund transfers’ in the charges to appropriations. This sub-object level is an accounting mechanism used by the County to show reimbursements between operations within the same fund. An example of an intrafund transfer would be a General Fund department, such as the Sheriff ’s Ofce, reimbursing another General Fund department, such as the Facilities Maintenance Section of Public Works; this would represent a transfer between General Fund budget units for services performed. Budgets are adopted on the modied accrual basis. Accounting policies used in preparation of the County’s audited nancial statements conform to generally accepted accounting principles applicable to counties. The County’s governmental funds use the modied accrual basis of accounting. This system recognizes revenues when they become available and measurable. Expenditures, with the exception of unmatured interest on general long-term debt, are recognized when the fund liability is incurred. Proprietary funds use the accrual basis of accounting, whereby revenues are recognized when they are earned and become measurable, while expenses are recognized when they are incurred. Contra Costa County | FY25-26 Recommended Budget Page 445 Financial Policies Budget Policy Recognizing that the establishment and maintenance of a budget policy is a key element in enhancing the management of the County’s nances and management of the County’s credit quality, the Board of Supervisors established a County Budget Policy in November 2006, revised in December 2013 and reviewed in November 2019, which states: . Contra Costa County shall annually adopt a budget that balances on-going expenditures with on-going revenue. . Contra Costa County shall adopt a budget each year early enough (and no later than May 31) to allow all impacts on programs and/or revenues to be in effect by July 1. . Contra Costa County shall prepare multi-year (3-5 year) nancial projections as part of the annual budget planning process. . Contra Costa County shall at a minimum prepare formal mid-year budget reports to the Board of Supervisors detailing actual expenditures and projections through the remainder of the scal year. This report will include through December 31 of each year: a. actual net County cost by department by fund b. actual and budgeted expenditure by major object by department c. actual and budgeted revenue by major object by department d. If a particular cost center is projected to be over-budget, a report clearly indicating planned corrective action will be presented to the Board of Supervisors within 30 days of the mid-year report. If necessary, this report will include appropriation and revenue adjustments. . The County will not directly allocate a specic General Purpose Revenue source to specic programs/communities. The policy would not apply to mitigation revenue that is derived from a project and intended to offset the environmental impacts from the project on the “host” community. . Short-term funding sources shall be used for short-term requirements, one-time uses, or contingencies. . Revenue windfalls not included in the budget plan will not be expended during the year unless such spending is required in order to receive the funding. . Fee-for-service and federal/state revenue offsets will be sought at every opportunity. . As part of the annual budget process, each department shall analyze its fee structure in order to maintain maximum offset for services. . The Board of Supervisors shall make reserve funding available for venture capital to be used to increase efciencies and economies in departments that do not have resources available within their normal operating budgets for such expense. Requests for these funds will be included as part of the annual budget process. . The year-end practice of “use it or lose it” shall be changed to “save it and keep it.” The County Administrator’s Ofce will continue to rene the concept of fund balance sharing as an incentive to departments to maximize resources. Some portion of fund balance credit may be used by operating departments for one-time expenditure. These one-time expenditures shall be used to maximize service delivery, efciencies, and employee satisfaction. Unless specic arrangements are made with the County Administrator’s Ofce, fund balance credit will be spent or encumbered within the following scal year. . The annual budget process will include funding decisions for maintaining the County’s facility assets, allowing the Board of Supervisors to weigh competing funding decisions using credible information. . The annual budget process will include a strategic planning and nancing process for facilities renewal and new construction projects (short- and long-term capital budgets) and establishment of a comprehensive management program for the County’s general government real estate assets relative to acquisition, use, disposition, and maintenance. This capital improvement plan should be updated every ve years and will integrate operating cost of new facilities and capital life-cycle costs. . Each fall, Contra Costa County shall prepare and make a formal budget report to the Board’s Finance Committee detailing earned revenues and expenditures for all mitigation and community benet fees, trust and special revenue funds, and special Board appropriations during the prior scal year. The report shall identify amounts that were diverted from General-Purpose revenue in order to satisfy a special Board appropriation or other special revenue program. The Finance Committee shall review prior-year expenditures for consistency with the approved purpose of the fees, funds or special Board appropriations, and will forward recommendations for the subsequent budget year to the Board of Supervisors for consideration in the annual budget process. . Adopt the following denitions to be used in County policies with regard to special revenues: a. Mitigation fee: A monetary exaction other than a tax or special assessment, whether established for a broad class of projects by legislation of general applicability, such as Area of Benet mitigation fees (County Ordinance Code §913- 2.404), Drainage fees, and Park Dedication fees, or imposed on a specic project on an ad hoc basis, that is charged by a local agency to the applicant in connection with approval of a development project for the purpose of mitigating the impacts of the project on the affected community. Such fees are not intended to be a general- purpose revenue measure for the host community. b. Trust Fund: Funds held in trust for any beneciary or for any purpose, in a separate fund and not commingled with any public funds, earning interest, and to be paid to the beneciary of such trust upon the termination thereof, Contra Costa County | FY25-26 Recommended Budget Page 446 including moneys held as trustee, agent or bailee by the state, any county, city or town, or other political subdivision of the state, or any commission, committee, board or ofce thereof or any court of the state, when deposited in any qualied public depositary. Trust funds are limited to the following purposes as dened by Governmental Accounting, Auditing, and Financial Reporting: Pension, Investment, Private-Purpose and OPEB Irrevocable funds. c. Special Revenue Fund: Funds used to account for the proceeds of specic revenue sources (other than special assessments, expendable trusts, or major capital projects) that are legally restricted to expenditure for specied purposes. Examples of special revenue funds are those established for the purpose of nancing schools, parks, or libraries. d. Community Benet Fee: Voluntary payment(s) made by a developer or project sponsor that benet a dened community, either through capital or community program improvements. These funds, typically, have been intended for uses that will benet the quality of life for the communities in which a project is approved. In the past, these funds have been identied for such uses as economic development, health care, education, infrastructure, transportation, etc. e. Special Board Appropriation: A designation by the Board of Supervisors dedicating a portion of one or more General-Purpose Revenue sources to a specic program or activity, and/or to benet a specic geographic area. f. Special Revenues: Collectively, all of the preceding revenues. . Authorization for Mitigation and Community Benet Fees and Their Allocation: a. Afrm that revenues from existing fees are to be administered by the Supervisor serving in the district for which the fee was created, unless specied otherwise when the fee was established or as an action of the Board of Supervisors, and may require Board of Supervisors approval prior to expenditure. b. Afrm that revenues from existing fees are to be used with the support and authorization (to be signied by sponsorship or co-sponsorship of a Board Order/Proposal) of the current Supervisor serving in the district where the fee originated, unless specied otherwise when the fee was created or as an action of the Board of Supervisors. c. Afrm that when fees are created in the future, the authorizing Board Order or Resolution must specify: the type of fee (mitigation or community benet) in what geographic area the funds are to be used, e.g., countywide or limited to one or more supervisorial districts or areas within a supervisorial district; the specic purpose of the fee; the recommended process for allocating the funds; and the department that will be responsible for administration of the funds; measurable performance outcomes that demonstrate how the fee revenue has mitigated the project impacts and otherwise beneted the affected community. d. Afrm that no new fees are to be negotiated or created without input or consultation with the current Supervisor serving in the district where the land development project is located. e. Afrm that fees developed for Countywide use will be administered by the full Board of Supervisors, with the goal of spending the money equally among supervisorial districts, unless specied otherwise when the fee is established. These fees will be assigned to and administered by a particular County department. f. Pursue opportunities to secure new mitigation and community benet fees, where appropriate. Debt Management Policy The County recognizes the foundation of any well-managed debt program is a comprehensive debt policy. A debt policy sets forth the parameters for issuing debt and managing outstanding debt and provides guidance to decision makers regarding the timing and purposes for which debt may be issued, types and amounts of permissible debt, method of sale that may be used and structural features that may be incorporated. The debt policy should recognize a binding commitment to full and timely repayment of all debt as an intrinsic requirement for entry into the capital markets. Adherence to a debt policy helps to ensure that a government maintains a sound debt position and that credit quality is protected. Advantages of a debt policy are as follows: . Enhances the quality of decisions by imposing order and discipline, and promoting consistency and continuity in decision making, . Provides rationality in the decision-making process, . Identies objectives for staff to implement, . Demonstrates a commitment to long-term nancial planning objectives, and . Is regarded positively by the rating agencies in reviewing credit quality. In December 2006, the Board of Supervisors established the County's Debt Management Policy, which was conrmed by the Board on March 22, 2022 (Resolution No. 2022/77) and September 12, 2023 (Resolution No. 23-543), and is available at: https://www.contracosta.ca.gov/DocumentCenter/View/80460/2023-Debt-Management-Policy-to-BOS-9-12-23 . Contra Costa County | FY25-26 Recommended Budget Page 447 General Fund Reserve Policy Acknowledging the importance of building reserves during periods of nancial strength so that such reserves can be drawn upon during economic downturns, the Board of Supervisors established a General Fund Reserve Policy in December 2005, revised in June 2011, to comply with implementation of GASB 54, which states: . Contra Costa County will strive to achieve a minimum unassigned General Fund balance of 5% of budgeted General Fund revenues and a minimum total General Fund balance of 10% of budgeted General Fund revenues; . Until such time as the County has an unreserved General Fund balance equal to at least 5% of budgeted General Fund revenues, no less than $2 million of year-end fund balance in any scal year shall be added to the appropriation for Contingency Reserve; . In the event the County realizes reserves above the minimum levels dened by this policy, the rst use shall be to annually deposit the funds into an account designated for capital projects and other one-time uses, up to an amount equal to 1% of General Fund revenues per year; . Reserves may be drawn below the minimum level in order to address an unforeseen emergency, to fund a non-recurring expense, or to fund a one-time capital cost; but only following the adoption, by at least a four-fths vote, of a resolution of the Board of Supervisors specifying the circumstances that justify the invasion of the minimum reserve level; and . Should reserves fall below the established minimum levels, a request to utilize reserve funds must be accompanied by recommendations for restoring, within three years, minimum reserve levels (scal stabilization plan). Investment Policy California Government Code statutes and the County Investment Policy govern the County's investment pool activity. Those statutes and the Investment Policy authorize the County Treasurer to invest in securities issued by the U.S. Treasury, federal agency or U.S. government-sponsored enterprise obligations, supranational obligations, certain corporate bonds and notes, bankers' acceptances, certicates of deposit, commercial paper, repurchase agreements, the State of California Local Agency Investment Fund (LAIF) and authorized Joint Powers Authority. The Board of Supervisors approved its rst Investment Policy in 1994 and the most recent update to the Investment Policy was on June 16, 2020. The Board of Supervisors established the Treasury Oversight Committee on November 14, 1995 with the following purpose: review the county’s investment policy, regularly monitor the county investment pool’s performance, report on the pool’s performance to the Board of Supervisors, and ensure an annual audit is conducted to determine the County Treasurer’s compliance with Government Code Section 27130-27137 (tel:27130-27137). The complete Investment Policy is summarized below and may be accessed at: https://www.contracosta.ca.gov/DocumentCenter/View/81261/53809_CCC-Investment-Policy-FY-23-24_nal (http://ca-contracostacounty.civicplus.com/560/Treasurer-Information). The County Investment Policy is reviewed and approved annually by the Treasury Oversight Committee and the Board of Supervisors; all amendments to the Investment Policy must be approved by the Board. The Board has established a seven- member Treasury Oversight Committee (seven statutory members and three alternates) pursuant to State Law. The Treasury Oversight Committee is responsible for conducting a quarterly review of the County investment portfolio, which is presented to the Board of Supervisors, and annually updating the Investment Policy. Members of the Treasury Oversight Committee are: the County Superintendent of Schools or his/her designee; a representative and one alternate selected by a majority of the presiding ofcers of the governing bodies of the school districts and community college districts in the County; a representative and one alternate selected by a majority of the presiding ofcers of the legislative bodies of the special districts in the County that are required or authorized to deposit funds in the County Treasury; a representative and one alternate appointed by the Board of Supervisors; and three members of the public nominated by the County Treasurer-Tax Collector. The Contra Costa County Investment Pool rating was afrmed by Standard & Poor's (S & P) on March 31, 2021. The Investment Pool was assigned a fund credit quality rating of "AAAf" and a fund volatility rating of "S1+." The "AAAf" rating is S & P's highest fund credit quality rating with the "S1+" volatility rating reecting low sensitivity to changing market conditions. The Investment Pool has maintained its "AAAf" and "S1+" ratings since rst rated in November 2007. Workers' Compensation Condence Level Policy In September 2007 the Board of Supervisors established a Workers' Compensation funding policy that targeted a minimum condence level of 80%. “Condence level” is a measure of the probability that the Workers' Compensation Internal Services Fund will have enough money to cover the costs of claims likely to be incurred in the future. Employee Compensation. Employee compensation is governed by a variety of ordinances, policies and memoranda of understanding. Each of these documents are available for review at https://www.contracosta.ca.gov/1340/Labor-Relations . Contra Costa County | FY25-26 Recommended Budget Page 448 Fund Structure Overview Fund: a scal and accounting entity with a self-balancing set of accounts recording cash and other nancial resources, together with all related liabilities and residual equities or balances, and changes therein, which are segregated for the purpose of carrying on specic activities or attaining certain objectives in accordance with special regulations, restrictions, or limitations. Governmental Funds are generally used to account for tax supported activities; it accounts for the majority of funds; except for those categorized as proprietary or duciary funds. Types of Governmental funds include: General Fund is used to account for the general operations of government and any activity not accounted for in another fund. Special Revenue Funds are used to account for resources legally designated for specic purposes and separately reported. Debt Service Funds are used to account for resources dedicated to pay principal and interest on general obligation debt. Capital Project Funds are used to account for resources dedicated to acquiring or constructing major capital facilities. Permanent Funds are used to account for resources legally restricted so only earnings (and not principal) may be used to support governmental programs. Proprietary Funds are used by governmental activities that operate in a manner similar to that of private sector businesses in that they charge fees for services. Proprietary Funds rely on the full accrual basis of accounting where revenues are recognized when earned and expenditures are recorded when incurred. Types of Proprietary funds include: Enterprise Funds are used to account for operations that are nanced and operated in a manner similar to private business enterprises (e.g. water, gas and electric utilities; airports; parking garages; or transit systems). The governmental body intends that the costs of providing goods and services to the general public on a continuing basis be nanced or recovered primarily through user charges. Internal Service Funds are proprietary funds used to account for the nancing of goods or services provided by one department to other departments of the County or other governmental units, on a cost reimbursement basis. Fiduciary-Type Funds are funds used to account for assets held by the County in a trust of agency capacity for others. These funds include Pension (and Other Employee Benet) Trust Funds, Investment Trust Funds, Private-Purpose Trust Funds and Agency Funds (used to account for resources held by the County in a purely custodial capacity). These resources cannot be used by the County to support its own programs and, therefore, are not reected in the budget. Component Units are legally separate organizations for which the Board of Supervisors is nancially accountable. These include: the Successor Agency to the Contra Costa County Redevelopment Agency; the Contra Costa County Public Financing Authority; the In-Home Supportive Services Public Authority; Special Districts and Service Areas; First 5 Contra Costa Children and Families Commission, and the Housing Authority of Contra Costa County. Major Funds are funds whose revenues, expenditures, assets or liabilities are at least 10 percent of the totals for all governmental or enterprise funds and at least 5 percent of the combined amount for all governmental and enterprise funds. The Major Funds for Contra Costa County include Contra Costa County Fire Protection District; the Contra Costa Health Plan Enterprise Fund; the Contra Costa Regional Medical Center and Clinics Enterprise Fund; and the County General Fund. Contra Costa County | FY25-26 Recommended Budget Page 449 Table of Funds Fund Type Fund Fund Name Fund Description Associated Departments General Fund 100300 General Fund To account for resources traditionally associated with governments, which are not required legally to be accounted for in another fund. The General Fund is the primary operating fund of the County. Agriculture Animal Services Assessor Auditor-Controller Board of Supervisors Capital Improvements Central Support Services Clerk-Recorder/Elections Conict Defense Conservation & Development Contingency Reserve County Administrator County Counsel Crocket/Rodeo Revenues Debt Service Dept. of Information Technology District Attorney Employee/Retiree Benets Employment & Human Services General Purpose Revenues Health Services Human Resources Justice System Develop/Planning Probation Public Defender Public Works Sheriff-Coroner Superior Court Related Functions Treasurer-Tax Collector Veterans Service Special Revenue Funds 105600 County Law Enfrcmt-Cap Proj Fund To account for expenditures and revenues for the replacement and enhancement of a Countywide law enforcement message switching computer and Sheriff's communications equipment replacement. Sheriff-Coroner Special Revenue Funds 110000 Recorder Modernization Fund To account for the process converting records and modernizing computerized systems in the County Recorder's Ofce. Clerk-Recorder Elections Special Revenue Funds 110200 Fish and Game Fund To account for expenditures and nes levied for violation of the California Fish and Game Code. Fund is restricted to the propagation and conservation of sh and game in the County, and education and youth activates related to sh and game. Conservation & Development Special Revenue Funds 110300 Land Development Fund To account for funding related to land development and to regulate subdivision and public improvement development in compliance with Subdivision Map Act and other state and local laws. Public Works Special Revenue Funds 110400 Criminalistics Lab Fund To account for revenue generated from nes levied for various controlled substance violations to be used for laboratory analysis. Sheriff-Coroner Special Revenue Funds 110500 Survey Monument Preservation Fund To account for funding used to retrace major historical land division lines upon which later surveys are based.Public Works Special Revenue Funds 110600 Crim Justice Facility Construct Fund To account for the expenditures and revenues for projects funded with penalty assessments levied on court nes for criminal justice facility construction, systems development and operations. Capital Improvements Contra Costa County | FY25-26 Recommended Budget Page 450 Fund Type Fund Fund Name Fund Description Associated Departments Special Revenue Funds 110700 Courthouse Construct Fund To account for the expenditures and revenues from penalty assessments levied on court nes for the purpose of courthouse construction. Capital Improvements Special Revenue Funds 110800 Road Fund To account for funding for road construction and improvement projects to provide the public with a safe, cost effective, and environmentally acceptable road system. Funding from state highway taxes and other revenues. Public Works Special Revenue Funds 110900 Transportation Improvement Fund To account for the development, implementation and maintenance of a County Growth Management Program.Conservation & Development Capital Project Funds 111000 Drainage Area 9 Fund To fund design and construction of drainage improvements for the Sans Crainte Drainage area.Public Works Special Revenue Funds 111100 Private Activity Bond Fund To account for County Private Activity Bond fees received from single and multiple-family housing programs that are used to fund program costs and nance property acquisition related to affordable housing and economic development projects. Conservation & Development Special Revenue Funds 111300 Affordable Housing Spec Rev Fund To account for funding received from the federal affordable housing program used to provide nancial assistance for affordable housing projects and economic development. Conservation & Development Special Revenue Funds 111400 Navy Trans Mitigation Fund To account for the implementation of various transportation improvement projects near the Concord Naval Weapons Station. Public Works Special Revenue Funds 111500 Tosco/Solano Trns Mitig Fund To account for nancing from TOSCO used to implement various transportation improvement projects near Solano Avenue. Public Works Special Revenue Funds 111600 Child Development Fund To account for the funding from the State to assist low- income residents by providing childcare and related services. Employment & Human Services Special Revenue Funds 111800 HUD NSP Fund To account for funding for the HUD Neighborhood Stabilization Program grants.Conservation & Development Special Revenue Funds 111900 Used Oil Recycling Grant Fund To account for the revenues and expenditures related to the "Used Oil Recycling Block Grant" awarded by the State of California Environmental Protection Agency. Conservation & Development Special Revenue Funds 112000 Conservation & Development Fund To account for the funding for community development and building inspection functions in the County.Conservation & Development Special Revenue Funds 112100 CDD/PWD Joint Review Fee Fund To account for developer fees used to nance joint application review services for all land development functions throughout unincorporated portions of the County between the Conservation & Development and Public Works Departments. Public Works Special Revenue Funds 112200 Drainage Deciency Fund To account for project specic developer fees generally levied through conditions of approval where no formed drainage area exists to nance drainage improvements in the unincorporated County area-enacted pursuant to the Contra Costa County Flood Control and Water Conservation District Act. Public Works Special Revenue Funds 112300 Public Works Fund To account for developer fees to nance plan review and inspection services of all Land Development functions throughout the unincorporated portions of the County. Public Works Special Revenue Funds 112400 DA Consumer Protection Fund To account for funding from court ordered settlements for District Attorney consumer protection projects when individual restitution cannot be determined or is not feasible. District Attorney Special Revenue Funds 112500 Domestic Violence Victim Asst Fund To account for the funding for emergency shelter, counseling, health and social welfare services to victims of domestic violence as mandated by the Welfare and Institutions Code §18290-18308. Fees generated through marriage licenses and court nes (Penal Code §1203.097). Employment & Human Services Contra Costa County | FY25-26 Recommended Budget Page 451 Fund Type Fund Fund Name Fund Description Associated Departments Special Revenue Funds 112600 Dispute Resolution Program Fund To account for the costs of supporting dispute resolution services, funded by revenue generated from court ling fees.Justice System Development/Planning Special Revenue Funds 112700 Zero Tolerance- Domestic Violence Fund To account for the funding for oversight and coordination of domestic violence programs. Supported by recording fees authorized by State law (SB 968). Employment & Human Services Special Revenue Funds 112900 DA Revenue Narcotics Fund To account for a portion of the distributed forfeited narcotics assets that are used for enhancement of prosecution.District Attorney Special Revenue Funds 113000 DA Environment/OSHA Fund To account for the costs associated with environmental and occupational safety and health investigations, prosecutions, and employee training pursuant to Court Order. District Attorney Special Revenue Funds 113100 DA Forfeiture-Fed-DOJ Fund To comply with the non-supplantation requirement of the H&S Code §11488 delineating the use of federal forfeited narcotics assets from the Department of Justice. District Attorney Special Revenue Funds 113200 Walden Green Maintenance Fund To account for development of a greenspace respite on the Iron Horse Corridor between Coggins to Treat Blvd, including the south portion of former Del Hombre Lane. Conservation & Development Special Revenue Funds 113300 R/Estate Fraud Prosecution Fund To account for the costs of deterring, investigating and prosecuting real estate fraud crimes, funded by fees from recording real estate instruments. District Attorney Special Revenue Funds 113400 CCC Dept Child Support Svcs Fund To account for the costs of locating absent parents, adjudicating paternity and establishing and enforcing support orders in accordance with regulations of the State Department of Child Support Services. Child Support Services Special Revenue Funds 113500 Emergency Med Svcs Fund To account for the reimbursement to physicians and hospitals for a percentage of the losses they incur in providing uncompensated emergency services. Health Services Special Revenue Funds 113800 Los Medanos Comm Health Care Created by the Board of Supervisors pursuant to a requirement by the Local Agency Formation Commission (LAFCo) to track ad valorem property tax revenue previously distributed to the Los Medanos Community Healthcare District now directed to the County following dissolution of the District. All funds must be spent for the benet of the residents within the former District area. Health Services Special Revenue Funds 113900 Trafc Safety Fund To account for the cost of ofcial trafc control devices, the maintenance of equipment and supplies for trafc law enforcement and trafc accident prevention, the maintenance, improvement or construction of public streets, bridges and culverts, and in some cases, school crossing guards with a Board-governed policy services area. Sheriff-Coroner Special Revenue Funds 114000 Public Protection-Spec Rev Fund To account for the funding of a Countywide warrant system for replacement and enhancement of automated ngerprint identication (CAL-ID) equipment. Justice System Development/Planning Special Revenue Funds 114100 Sheriff Nar Forfeit- ST/Local Fund To account for seized money related to criminal activity, held until distribution is authorized by Court Order. Funds to be used for law enforcement efforts of prevention, enforcement and prosecution of illegal drug activity. Sheriff-Coroner Special Revenue Funds 114200 Sheriff Forfeit-Fed-DoJ Fund To account for the non-supplantation requirement of the H&S Code (§11488) delineating the use of federal forfeited narcotics assets from the Department of Justice within Sheriff's departments. Sheriff-Coroner Special Revenue Funds 114300 Sup Law Enforcement Svcs Fund To account for the provisions of Assembly Bill 3229 where the state supplements otherwise available funding for local public safety services (Citizen Option for Public Safety "COPS"). District Attorney Justice System Development/Planning Probation Sheriff-Coroner Special Revenue Funds 114500 Sheriff Forfeit-Fed Treasury Fund To account for the non-supplantation requirement of the H&S Code (§11488) delineating the use of federal forfeited narcotics assets from the Department of the Treasury within Sheriff's departments. Sheriff-Coroner Contra Costa County | FY25-26 Recommended Budget Page 452 Fund Type Fund Fund Name Fund Description Associated Departments Special Revenue Funds 114600 PROP 63 MH Svcs Fund To account for monies generated from the Proposition 63 Mental Health Services Act to be used for community planning, community services and supports, capital information and technology, education and training, prevention and early intervention, and innovation. Health Services Special Revenue Funds 114700 Prisoners Welfare Fund To account for commissions from inmate telephone calls and commissary purchases that are used for service contracts that benet inmates (penal code §4025, 4026). Sheriff-Coroner Special Revenue Funds 115000 Automated Sys Development Fund To account for the interest and administrative costs associated with the Teeter Plan borrowing program and other funding sources to nance maintenance and enhancements for countywide nancial systems. Auditor-Controller General County Services Special Revenue Funds 115100 Property Tax Admin Fund To account for nancing from AB 719 used to fund operation improvements in the Assessor's Ofce.Assessor Special Revenue Funds 115300 Cnty Local Rev Fund To account for the following "realignment" accounts for Trial Court Security, District Attorney and Public Defender, Juvenile Justice, the Health and Human Services, and the Supplemental Law Enforcement Account. Funds to be used exclusively for Public Safety Services, as dened, and for other specic services, including funding grants pertaining to county probation, mental health, drug and alcohol, and other county departments to provide rehabilitative, housing, and supervision services to youthful offenders. District Attorney Employment & Human Services Health Services Justice System Develop/Planning Probation Public Defender Public Safety Realignment Sheriff-Coroner Special Revenue Funds 115500 IHSS Public Authority Fund A public authority established to account for the funding for services to both providers and recipients of in-home care delivered through the In-Home Supportive Services program. Employment & Human Services Special Revenue Funds 115600 DNA Identication Fund To account for $1 of every $10 ne, penalty, forfeiture imposed and collected by the courts for criminal offenses to be used to collect DNA specimens, samples and print impressions (Government Code §76104.6). Justice System Development/Planning Special Revenue Funds 115700 Comm Corr Performance Inctv Fund To account for revenue transferred from state to the Community Corrections Performance Incentives funds (CCPIF) for use in Evidence-based probation supervision activities with the ultimate goal of reducing recidivism among adult between the ages of 18 and 25. SB 678 California Community Corrections Act of 2009. Probation Special Revenue Funds 115800 NO Rich Wst&Rcvy Mitigation Fee Fund To account for mitigation fees collected from the WCCSL Bulk Materials Processing Center used to defray annual costs associated with collection and disposal of illegally dumped waste and associated impacts in N. Richmond and adjacent areas. Board of Supervisors Special Revenue Funds 115900 L/M HSG Asset Fd-LMI Fund To account for winding down of the County's former redevelopment activities in accordance with Assembly Bill 1484 and as codied in the State of California's Health and Safety Code. Conservation & Development Special Revenue Funds 116000 Bailey Rd Mntc Surcharge Fund Used for surcharge to be imposed at Keller Canyon Landll for the maintenance of Bailey Road between Highway 4 interchange and the landll entrance pursuant to Land Use Permit Conditions of Approval. Public Works Special Revenue Funds 116100 Home Invstmt Prtnrshp Act Fund Interest bearing account for any HOME funds paid to the County from program recipients as required by HOME program. HOME Investment Partnership Act (HOME) funds are granted to Contra Costa County by the US Department of Housing and Urban Development (HUD). Use of HOME funds is regulated through the Code of Federal Regulations 24 CFR Part 92 (the HOME Rule). Conservation & Development Contra Costa County | FY25-26 Recommended Budget Page 453 Fund Type Fund Fund Name Fund Description Associated Departments Special Revenue Funds 116200 CASP Cert & Training Fund To account for moneys used for increased certied access specialist (CASP) training and certication within that local jurisdiction and to facilitate compliance with construction- related accessibility requirements (AB1379 - Jan 2018) Conservation & Development Special Revenue Funds 120600 County Library Fund To account for the funding of operations for the County library.Library Special Revenue Funds 120700 Casey Library Gift Fund To account for monies bequeathed by the Casey family to the library that is restricted to Ygancio Valley library branch expenditures. Library Special Revenue Funds 123100 Hercules/Rodeo/Crockett Area of Benet To account for developer fees to nance improvements of bridges and major thoroughfares in the Hercules/Rodeo/Crockett County area (Government Code 66484, Div 913, Title 9 of Contra Costa County Ordinance). Public Works Special Revenue Funds 123200 West County Area of Benet To account for developer fees to nance improvements of bridges and major thoroughfares in the West County area (Government Code 66484, Div 913, Title 9 of Contra Costa County Ordinance). Public Works Special Revenue Funds 123400 North Richmond AOB To account for developer fees to nance improvements of bridges and major thoroughfares in the North Richmond County area (Government Code 66484, Div 913, Title 9 of Contra Costa County Ordinance). Public Works Special Revenue Funds 124000 Martinez Area of Benet To account for developer fees to nance improvements of bridges and major thoroughfares in the Martinez unincorporated County area (Government Code 66484, Div 913, Title 9 of Contra Costa County Ordinance). Public Works Special Revenue Funds 124100 Briones Area of Benet To account for developer fees to nance improvements of bridges and major thoroughfares in the Briones County area (Government Code 66484, Div. 913, Title 9 of Contra Costa County Ordinance). Public Works Special Revenue Funds 124200 Central Co Area/Benet To account for developer fees to nance improvements of bridges and major thoroughfares in the Central County area (Government Code 66484, Div 913, Title 9 of Contra Costa County Ordinance). Public Works Special Revenue Funds 126000 Alamo Area of Benet To account for developer fees to nance improvements of bridges and major thoroughfares in the Alamo County area (Government Code 66484, Div 913, Title 9 of Contra Costa County Ordinance). Public Works Special Revenue Funds 127000 South Co Area of Benet To account for developer fees to nance improvements of bridges and major thoroughfares in the South County area (Government Code 66484, Div 913, Title 9 of Contra Costa County Ordinance). Public Works Special Revenue Funds 128200 East County Area of Benet To account for developer fees to nance improvements of bridges and major thoroughfares in the East County area (Government Code 66484, Div 913, Title 9 of Contra Costa County Ordinance). Public Works Special Revenue Funds 129000 Bethel Isl Area of Benet To account for developer fees to nance improvements of bridges and major thoroughfares in the Bethel Island County area (Government Code 66484, Div 913, Title 9 of Contra Costa County Ordinance). Public Works Special Revenue Funds 132800 County Childrens Fund To account for monies supporting prevention/ intervention services to abused and neglected children/children at risk. Funding generated through birth certicate fees (AB2994). Employment & Human Services Special Revenue Funds 133200 Animal Benet Fund To account for donations limited to items that directly benet animals.Animal Services Special Revenue Funds 133400 CO-Wide Gang and Drug Fund To account for seized money related to criminal activity, held until distributed as authorized by Court Order. Funds must be used for law enforcement efforts aimed at prevention, enforcement, and prosecution of illegal drug and/or gang activity. Sheriff-Coroner Contra Costa County | FY25-26 Recommended Budget Page 454 Fund Type Fund Fund Name Fund Description Associated Departments Special Revenue Funds 133700 Livable Communities Fund To account for the collection of developer fees in the Camino Tassajara Combined General Plan Area to aid in the implementation of the Smart Growth Action Plan. Conservation & Development Special Revenue Funds 134700 Permanent Local Housing Alloc Prgm To account for funds received from the State of California's Permanent Local Housing Allocation Program.Conservation & Development Special Revenue Funds 134900 ARRA HUD Bldg Insp NPP Fund To account for funding from HUD's Community Development Block Grant program, expended to fund the Housing Rehabilitation and Neighborhood Preservation program rehabilitation loans and program administration. Conservation & Development Debt Service Funds 135200 Ret Litgtn Stlmnt Dbt Svc Fund To account for funding for the Retirement Litigation debt services repayment schedule, which resulted from a court case requiring the County to pay $28.1 million over a period of approximately 20 years. General County Services Special Revenue Funds 136000 Central Identify Bureau Fund To account for funds received from cities and other participants in the Automated Fingerprint Identication System (B.O. 12/7/93). Sheriff-Coroner Special Revenue Funds 138800 Southern Pacic Right-of- Way Fund To Account for the planning of possible future uses, maintenance, and administration of the former Southern Pacic Railroad right of way. (Res 91-813) Public Works Special Revenue Funds 139000 RD Dvlpmnt Discovery Bay Fund To account for developer fees used to nance improvements of bridges and major thoroughfares in the Discovery Bay area, mitigating adverse trafc and infrastructure impacts (GC 66484, Div 913; CCC Ord Title 9). Public Works Special Revenue Funds 139200 Road Imprvmnt Fee Fund To account for developer fees levied through conditions of approval to nance road improvements in the unincorporated County area in order to mitigate adverse trafc and infrastructure impacts. Public Works Special Revenue Funds 139400 Rd Devlpmnt Rich/El Sobrt To account for developer fees used to nance improvements of bridges and major thoroughfares in the Richmond/El Sobrante area, mitigating adverse trafc and infrastructure impacts (GC 66484, Div 913; CCC Ord Title 9). Public Works Special Revenue Funds 139500 Road Development Bay Point To account for developer fees used to nance improvements of bridges and major thoroughfares in the Bay Point area, mitigating adverse trafc and infrastructure impacts (GC 66484, Div 913; CCC Ord Title 9). Public Works Special Revenue Funds 139900 Rd Devlpmnt Pacheco Area To account for developer fees used to nance improvements of bridges and major thoroughfares in the Pacheco area, mitigating adverse trafc and infrastructure impacts (GC 66484, Div 913; CCC Ord Title 9). Public Works Enterprise Funds 140100 Airport Enterprise Fund To account for the operation and capital development of Buchanan and Byron Airports.Public Works Enterprise Funds 142000 Sheriff Law Enf Training Fund To account for expenditures and revenues relating to specialized training for law enforcement personnel, offered in conjunction with the Contra Costa College District at Los Medanos Community College. Sheriff-Coroner Enterprise Funds 142500 Childcare Enterprise Fund To account for the operations of a fee-for-services program to meet the needs of families who do not qualify for Head Start or Child Development programs due to income restrictions. Employment & Human Services Enterprise Funds 145000 Hospital Enterprise Fund To account for the operations of the Contra Costa Regional Medical Center (CCRMC).Health Services Enterprise Funds 146000 HMO Enterprise Fund To account for the County-operated prepaid health plan available to Medi-Cal and Medicare recipients, employees of participating private and governmental employers and individual members of the general public. Health Services Enterprise Funds 146100 HMO Enterprise -Comm Plan Fund To account for the costs of the Basic Health Care and the Health Care Initiative individuals that have their care case managed by the Community Plan. Health Services Contra Costa County | FY25-26 Recommended Budget Page 455 Fund Type Fund Fund Name Fund Description Associated Departments Internal Service Funds 150100 Fleet Internal Service Fund To account for funding and facilitate regular scheduled replacement of County vehicles.Public Works Special Districts Various Emergency Medical Services To provide support for expanded rst responder and paramedic service; EMS communications; Public Access Debrillation; Hazardous Materials Program charges and administrative and levy collection costs. Funded by Measure H parcel levies collected with property taxes. Also accounts for the West Contra Costa Health Care District. Health Services Special Districts Various Fire Protection To account for re protection services in the County. Services include re suppression responses, emergency medical services, rescue responses, hazardous condition responses, plan review, code enforcement, re/arson investigation, weed abatement, public education, and permits issuance required by Fire Code. Primarily funded by property taxes. Fire Districts Special Districts Various Flood Control To account for activities related to regional drainage facility planning, collection and analysis of rainfall data, and projects. Funded by drainage fees, property tax assessments and interest earnings. Public Works Special Districts Various Miscellaneous Districts To account primarily for development of the County's water policy and oversight of ship channel navigation projects. Funding provided by property tax assessments and some interagency agreements. Additionally, there are funds to support a park and ride program in Discovery Bay which is funded by property tax assessments and interest earnings. Public Works Special Districts Various Service Area-Drainage To account for the correction of drainage problems and provision of drainage services in unincorporated Walnut Creek. Funding provided by drainage fees, permits and interest earnings Public Works Special Districts Various Service Area-Library To account for library services in El Sobrante, Pinole, Moraga, Walnut Creek/Concord (Ygnacio). Funding provided by property tax assessments. Library Special Districts Various Service Area-Lighting To account for ongoing operation, maintenance, and servicing of street lighting in the public right-of-way through the unincorporated areas of the County. Funded by property tax assessments Public Works Special Districts Various Service Area- Miscellaneous To account primarily for development of the County's water policy and oversight of ship channel navigation projects. Funding provided by property tax assessments and some interagency agreements. Additionally, there are funds to support a park and ride program in Discovery Bay which is funded by property tax assessments and interest earnings. Public Works Special Districts Various Service Area-Police To account for police protection services in specic areas in the county. Revenues received from property taxes and user charges. Public Works Special Districts Various Service Area-Recreation To account for recreation facility maintenance by special districts to specic areas in the county. Revenues received from property taxes assessments, facility rental fees and interest earnings. Public Works Special Districts Various Service Area-Road Maintenance To account for the maintenance of Dutch Slough Road, Jersey Island Road to Bethel Island Road in Bethel Island. Funding provided by property tax assessments. Public Works Special Districts Various Storm Drainage Districts To account for accumulated monies for payment of storm drainage bonds. Financed provided by specic property tax levies. Public Works Contra Costa County | FY25-26 Recommended Budget Page 456 Fund Type Fund Fund Name Fund Description Associated Departments Special Districts Various Stormwater Utility Districts To account for activities related to: new development and construction controls; public education and industrial outreach; municipal maintenance; inspection activities; and illicit discharge control activities in order to comply with the National Pollutant Discharge Elimination System permit (Clean Water Act). Activities are funded by Stormwater Utility parcel assessments. Public Works Contra Costa County | FY25-26 Recommended Budget Page 457 FY25-26 Budgeted Positions By Agency and Job Class Department Job Code Job Class Title FTE Min Salary Max Salary 01 - BOARD OF SUPERVISORS 0001 - DEPARTMENT OF SUPERVISORS ADA1 BD OF SUPVR MEMBER 5.00 167,026 167,026 J993 BOS - Specialist I 3.00 95,411 115,973 J994 BOS - Specialist II 14.00 104,092 126,525 J995 BOS - Deputy Chief of Staff 5.00 111,435 135,450 J996 BOS-CHIEF OF STAFF 5.00 120,937 147,000 0001 - DEPARTMENT OF SUPERVISORS 0001 - DEPARTMENT OF SUPERVISORS 32.00 01 - BOARD OF SUPERVISORS 32.00 03 - COUNTY ADMINISTRATOR 0002 - CLERK OF THE BOARD ADDH SR DEPUTY COUNTY ADMNISTRATOR 1.00 154,520 239,711 ADTD SENIOR MANAGEMENT ANALYST 1.00 104,710 162,440 J3H2 EXEC ASST II TO CO ADMINIS-EX 1.00 88,028 117,966 J3TG SECRETARY-ADVANCED LEVEL 2.00 64,405 82,444 JWXC CLERK-SENIOR LEVEL 2.00 58,659 74,910 0002 - CLERK OF THE BOARD 0002 - CLERK OF THE BOARD 7.00 0003 - COUNTY ADMINISTRATOR AD7C Labor Relations Technician 1.00 79,593 96,746 ADA2 COUNTY ADMINISTRATOR 1.00 432,885 501,859 ADB1 CHIEF ASST COUNTY ADMIN 2.00 276,295 335,859 ADB6 COUNTY FINANCE DIRECTOR-EX 1.00 276,295 388,799 ADD8 CHIEF OF LABOR RELATIONS - EX 1.00 209,480 251,035 ADDH SR DEPUTY COUNTY ADMNISTRATOR 7.00 154,520 239,711 ADDK Ops Dir, Ofc Of Comm And Media 1.00 110,592 134,426 ADDL MEDIA PRODUCTION TECHNICIAN 1.00 71,881 87,371 ADH1 Deputy County Admin - Exempt 2.00 143,603 202,064 ADN2 LABOR RELATIONS SVP - EX 1.00 170,348 207,059 ADSB DIRECTOR OFFICE OF COMM/MEDIA 1.00 136,372 165,761 ADSD Media Oper Coord 2.00 66,935 81,359 ADT3 Sr Mgt Analyst - Exempt 1.00 104,710 162,440 ADT4 SR LABOR REL ANALYST - EX 4.00 141,134 171,549 ADTD SENIOR MANAGEMENT ANALYST 3.00 104,710 162,440 ADWA Video Production Assistant 1.00 51,334 62,397 APTC COMMUNITY & MEDIA RELATIONS SP 2.00 88,231 107,246 J3H2 EXEC ASST II TO CO ADMINIS-EX 1.00 88,028 117,966 JWXD CLERK-SPECIALIST LEVEL 1.00 66,256 84,612 0003 - COUNTY ADMINISTRATOR 0003 - COUNTY ADMINISTRATOR 34.00 0235 - LAW & JUSTICE SYSTEMS DEV LPTB INFO SYS PROGRAMMER/ANLYST III 3.00 105,759 128,550 LTNE BUSINESS SYSTEMS MANAGER 1.00 162,563 197,596 LTWK BUSINESS SYSTEMS ANALYST 1.00 105,759 128,550 0235 - LAW & JUSTICE SYSTEMS DEV 0235 - LAW & JUSTICE SYSTEMS DEV 5.00 03 - COUNTY ADMINISTRATOR 46.00 05 - HUMAN RESOURCES 0035 - HUMAN RESOURCES AG7B HUMAN RESOURCES TECHNICIAN 8.00 79,593 96,746 AGA2 DIRECTOR OF HUMAN RESOURCES-EX 1.00 242,566 294,841 AGD4 HR Manager - Exempt 2.00 184,824 224,655 AGDE Human Resources Supervisor 2.00 151,493 184,141 AGDG HRIS ADMINISTRATOR 1.00 161,533 196,344 Contra Costa County | FY25-26 Recommended Budget Page 458 Department Job Code Job Class Title FTE Min Salary Max Salary AGNA Principal HR Analyst 4.00 140,928 171,299 AGSE HR SYSTEMS ANALYST 2.00 124,329 151,123 AGTF Human Resources Analyst 13.00 103,258 152,559 AGTG HR SYSTEMS SPECIALIST 3.00 97,645 118,689 AGVG EMPLOYEE BENEFITS ANALYST 3.00 103,258 152,559 AJGA ADA Prog Manager 1.00 148,016 179,915 AJHC Leave Program Manager 1.00 148,016 179,915 APD6 CHIEF OF ADMIN SVCS I - EX 1.00 133,266 161,985 J3T5 EXEC SECRETARY-EXEMPT 1.00 82,682 100,500 JD7A ACCOUNTING TECHNICIAN 2.00 67,026 85,595 JWXB CLERK-EXPERIENCED LEVEL 2.00 53,086 65,866 JWXC CLERK-SENIOR LEVEL 6.00 58,659 74,910 JWXD CLERK-SPECIALIST LEVEL 3.00 66,256 84,612 SAHJ SUPERVISING ACCOUNTANT 1.00 106,705 129,701 0035 - HUMAN RESOURCES 0035 - HUMAN RESOURCES 57.00 05 - HUMAN RESOURCES 57.00 06 - DOIT - TELECOM 0060 - TELECOMMUNICATIONS 91VC MATERIALS TECHNICIAN 1.00 69,226 84,145 JWXC CLERK-SENIOR LEVEL 1.00 58,659 74,910 JWXD CLERK-SPECIALIST LEVEL 2.00 66,256 84,612 LPNA INFO SYS PROJECT MANAGER 2.00 127,649 171,062 LTD1 Info Sys Div Director-Ex 1.00 176,696 214,775 LTNB INFO SYS MANAGER II 1.00 147,648 179,468 PEKA CommEquipSpeTrainee 1.00 81,644 90,012 PENA SrCommEquipSpec 1.00 101,826 123,770 PENB LEAD TELEC INFRASTRUCTURE SPEC 1.00 109,716 133,360 PETC LEAD TELECOMMUNICATIONS SPEC 1.00 98,970 120,299 PEVA TELECOM SPECIALIST II 6.00 85,734 104,210 PEVB CommEquipSpecII 3.00 92,583 112,535 PEWK TELECOM INFRASTRUCTURE SPEC 4.00 97,094 118,018 PEWL TELECOM SPECIALIST I 3.00 68,612 83,398 0060 - TELECOMMUNICATIONS 0060 - TELECOMMUNICATIONS 28.00 0147 - INFORMATION TECHNOLOGY APD4 Chief of Admin Svcs II- Exempt 1.00 170,085 187,518 APSA DEPARTMENTAL FISCAL OFFICER 1.00 112,286 143,735 APTA ADMINISTRATIVE SVCS ASST III 2.00 99,363 120,776 ARTA DEPARTMENTAL HR ANALYST II 1.00 103,258 152,559 J3T5 EXEC SECRETARY-EXEMPT 1.00 82,682 100,500 JD7A ACCOUNTING TECHNICIAN 3.00 67,026 85,595 JDHD ACCOUNT CLERK SUPERVISOR 1.00 74,296 94,879 LBTA NETWORK ANALYST II 3.00 124,169 150,929 LBVA NETWORK ANALYST I 1.00 113,246 137,651 LD7A GIS TECHNICIAN 2.00 75,829 92,170 LDSA GIS Manager 1.00 131,628 159,994 LDVB GIS ANALYST 2.00 108,214 131,535 LFTA INFO SYSTEM ADMINISTRATOR III 1.00 100,650 122,341 LKHA COMPUTER OPERATIONS SUPERVISOR 1.00 94,564 126,724 LNSA NETWORK ADMINISTRATOR I 2.00 105,759 128,550 LNSB NETWORK ADMINISTRATOR II 4.00 115,959 140,949 LNVA NETWORK TECHNICIAN II 8.00 95,599 116,201 LNWA NETWORK TECHNICIAN I 1.00 86,931 105,665 LPNA INFO SYS PROJECT MANAGER 2.00 127,649 171,062 LPNB INFO SYS PROGRAMMER/ANALYST IV 16.00 115,959 155,397 LPTB INFO SYS PROGRAMMER/ANLYST III 1.00 105,759 128,550 LPVA INFO SYS PROGRAMMER/ANALYST II 1.00 95,789 116,432 LTA1 CHIEF INFO OFF/DIR OF INFO TEC 1.00 232,813 311,992 Contra Costa County | FY25-26 Recommended Budget Page 459 Department Job Code Job Class Title FTE Min Salary Max Salary LTB1 ASST CHIEF INFO OFFICER - EX 2.00 220,116 267,552 LTD1 Info Sys Div Director-Ex 3.00 176,696 214,775 LTNA INFO SYS MANAGER I 2.00 127,649 171,062 LTNB INFO SYS MANAGER II 4.00 147,648 179,468 LTTA INFO SYS SPECIALIST III 1.00 97,481 118,489 LTVB INFO SYS TECHNICIAN II 1.00 86,931 105,665 LTVJ SR BUSINESS SYSTEMS ANALYST 1.00 115,959 155,397 LTWA INFO SYS SPECIALIST I 4.00 72,645 88,301 LTWB INFO SYS TECHNICIAN I 1.00 79,677 96,848 LTWK BUSINESS SYSTEMS ANALYST 3.00 105,759 128,550 LWSA DATABASE ADMINISTRATOR 2.00 121,483 162,799 LWSC Info Security Specialist 2.00 127,649 171,062 0147 - INFORMATION TECHNOLOGY 0147 - INFORMATION TECHNOLOGY 83.00 06 - DOIT - TELECOM 111.00 07 - RISK MANAGEMENT 0150 - INSURANCE AND RISK MGMT AJD3 Director of Risk Management-Ex 1.00 188,630 229,281 AJDB EQUAL EMPLOYMENT OPPT OFFICER 1.00 130,252 158,322 AJDP ASST RISK MANAGER 4.00 130,066 158,095 AJGA ADA Prog Manager 1.00 148,016 179,915 AJHB WORKERS COMP CLAIMS SUPERVISOR 2.00 108,195 131,511 AJTC SR WORKERS COMP CLAIMS ADJS 2.00 102,969 125,159 AJVC Workers Comp Rtn to Work Coord 1.00 99,363 120,776 AJVF WORKERS COMP CLAIMS ADJUST II 9.00 92,985 113,024 AJWF LIABILITY CLAIMS ADJUSTER 1.00 92,985 113,024 AJWG SAFETY SVCS SPCLST-LVL A 1.00 73,908 90,050 AJWJ WORKERS COMP CLAIMS ADJUSTER I 1.00 80,869 98,297 AP7A ADMINISTRATIVE AIDE-DEEP CLASS 1.00 51,762 80,301 APD6 CHIEF OF ADMIN SVCS I - EX 1.00 133,266 161,985 APTA ADMINISTRATIVE SVCS ASST III 1.00 99,363 120,776 J3TF SECRETARY-JOURNEY LEVEL 0 55,792 76,910 J3TG SECRETARY-ADVANCED LEVEL 1.00 64,405 82,444 JDTD ACCOUNT CLERK-ADVANCED LEVEL 1.00 60,528 77,296 JWXB CLERK-EXPERIENCED LEVEL 5.00 53,086 65,866 JWXC CLERK-SENIOR LEVEL 5.00 58,659 74,910 LTWA INFO SYS SPECIALIST I 1.00 72,645 88,301 LTWB INFO SYS TECHNICIAN I 1.00 79,677 96,848 (NEW)Deputy Director of Risk Management 1.00 (NEW)Senior Liability Claims Adjuster 1.00 0150 - INSURANCE AND RISK MGMT 0150 - INSURANCE AND RISK MGMT 43.00 07 - RISK MANAGEMENT 43.00 09 - RACIAL EQUITY AND SOCIAL JUSTICE 0136 - RACIAL EQUITY AND SOCIAL JUSTICE AJA1 CoDir Race Equity Comm Emp -Ex 1.00 179,296 217,935 AJA2 CoDir Race Equity Inter-Ag -Ex 1.00 179,296 217,935 AJVG EQUITY ANALYST 2.00 90,169 139,882 APTA ADMINISTRATIVE SVCS ASST III 1.00 99,363 120,776 0136 - RACIAL EQUITY AND SOCIAL JUSTICE0136 - RACIAL EQUITY AND SOCIAL JUSTICE 5.00 09 - RACIAL EQUITY AND SOCIAL JUSTICE 5.00 10 - AUDITOR-CONTROLLER Contra Costa County | FY25-26 Recommended Budget Page 460 Department Job Code Job Class Title FTE Min Salary Max Salary 0010 - AUDITOR - CONTROLLER 1BHN Supervising Accountant-Auditor 3.00 120,585 146,572 1BVB Accountant-Auditor II 4.00 90,825 110,398 1BWB Accountant-Auditor I 9.00 81,291 98,810 1BWC Accountant-Auditor III 5.00 103,296 125,557 2A7A Payroll Technician 6.00 73,941 89,875 2AHE Supervising Payroll Technician 1.00 75,825 101,613 2ATF Senior Payroll Technician 3.00 77,638 94,369 J3T5 EXEC SECRETARY-EXEMPT 1.00 82,682 100,500 JD7A ACCOUNTING TECHNICIAN 5.00 67,026 85,595 JDHD ACCOUNT CLERK SUPERVISOR 1.00 74,296 94,879 JDTD ACCOUNT CLERK-ADVANCED LEVEL 4.00 60,528 77,296 JDVC ACCOUNT CLERK-EXPERIENCED LVL 7.00 54,513 67,580 LBSE FINANCIAL SYSTEMS MANAGER 1.00 178,090 196,344 LPNA INFO SYS PROJECT MANAGER 1.00 127,649 171,062 LWVB SYSTEMS ACCOUNTANT II 2.00 115,959 155,397 LWWBSYSTEMS ACCOUNTANT I 2.00 105,759 128,550 SAA1 AUDITOR-CONTROLLER 1.00 290,910 290,910 SAB1 ASST COUNTY AUDITOR CONTROLLE 2.00 195,140 237,194 SADD AC DIVISION MANAGER 5.00 160,577 195,182 SAHM PAYROLL SYSTEMS ADMINISTRATOR 2.00 133,252 161,969 0010 - AUDITOR - CONTROLLER 0010 - AUDITOR - CONTROLLER 65.00 10 - AUDITOR-CONTROLLER 65.00 15 - TREASURER-TAX COLLECTOR 0015 - TREASURER-TAX COLLECTOR APD6 CHIEF OF ADMIN SERVICES I - EXEMPT 1.00 133,266 161,985 APTA ADMINISTRATIVE SVCS ASST III 1.00 99,363 120,776 J3T5 EXEC SECRETARY-EXEMPT 1.00 82,682 100,500 JD7A ACCOUNTING TECHNICIAN 3.00 67,026 85,595 JDHD ACCOUNT CLERK SUPERVISOR 1.00 74,296 94,879 JDTD ACCOUNT CLERK-ADVANCED LEVEL 3.00 60,528 77,296 JDVC ACCOUNT CLERK-EXPERIENCED LVL 4.00 54,513 67,580 JWXB CLERK-EXPERIENCED LEVEL 4.50 53,086 65,866 JWXD CLERK-SPECIALIST LEVEL 1.00 66,256 84,612 S5A1 TREASURER-TAX COLLECTOR 1.00 281,029 281,029 S5B4 ASST COUNTY TREASURER-EXEMPT 1.00 157,148 210,594 S5D1 ASST COUNTY TAX COLLECTOR-EX 1.00 151,107 202,498 S5HC TAX OPERATIONS SUPERVISOR 1.00 97,898 118,996 S5S3 TREASURER'S INVEST OFFICER-EX 1.00 122,798 149,262 S5SD TREASURER'S INVEST OPS ANALYST 2.00 107,129 130,215 S5TA BUSINESS TAX SPECIALIST 1.00 73,246 89,030 S5VA TAX COMPLIANCE OFC-ADVANCED 1.00 71,583 87,010 S5WB TAX COMPLIANCE OFFICER 1.00 64,451 78,341 SATA ACCOUNTANT III 2.00 94,097 114,375 SAWA ACCOUNTANT I 1.00 73,901 89,827 SFHC Tax Default Real Prop Spec 1.00 73,246 89,030 0015 - TREASURER-TAX COLLECTOR 0015 - TREASURER-TAX COLLECTOR 33.50 15 - TREASURER-TAX COLLECTOR 33.50 16 - ASSESSOR 0016 - ASSESSOR APSF ASSESSOR'S CUSTOMER SERV COORD 1.00 101,460 143,361 ARTA DEPARTMENTAL HR ANALYST II 1.00 103,258 152,559 DAA1 ASSESSOR 1.00 268,239 268,239 Contra Costa County | FY25-26 Recommended Budget Page 461 Department Job Code Job Class Title FTE Min Salary Max Salary DAB1 ASST COUNTY ASSESSOR-EXE 2.00 196,498 216,639 DADC PRINCIPAL APPRAISER 5.00 147,548 188,874 DAHC SUPERVISING APPRAISER 5.00 116,809 149,526 DATA ASSOC APPRAISER 16.00 102,895 125,069 DAVA ASST APPRAISER 14.00 86,268 104,860 DAWA JUNIOR APPRAISER 10.00 86,098 94,923 DRNA SUPERVISING AUDITOR-APPRAISER 1.00 119,729 153,264 DRTA SR AUDITOR-APPRAISER 3.00 109,511 133,111 DRVA AUDITOR-APPRAISER II 2.00 90,467 109,964 DRWB AUDITOR-APPRAISER I 3.00 89,843 99,051 DY7B REAL PROPERTY TECH ASSISTANT 2.00 62,662 80,022 DY7C SR REAL PROPERTY TECH ASST 5.00 74,194 90,184 JWHC SUPERVISING ASSESSMENT CLERK 4.00 74,296 94,879 JWXB CLERK-EXPERIENCED LEVEL 3.00 53,086 65,866 JWXC CLERK-SENIOR LEVEL 23.00 58,659 74,910 JWXD CLERK-SPECIALIST LEVEL 7.00 66,256 84,612 NPGA DRAFTING SVCS COORDINATOR 1.00 93,077 113,136 NPWB COMPUTER AIDED DRAFTING OPER 4.00 78,037 94,855 0016 - ASSESSOR 0016 - ASSESSOR 113.00 16 - ASSESSOR 113.00 17 - COUNTY COUNSEL 0030 - COUNTY COUNSEL 2EA1 COUNTY COUNSEL 1.00 301,262 366,186 2ED1 ASST COUNTY COUNSEL-EXEMPT 5.00 223,227 284,901 2ET2 DEPUTY CO COUNSEL-STANDARD-EX 7.00 172,921 205,548 2ET3 DEPUTY CO COUNSEL-ADVANCED-EX 14.00 210,789 250,562 2ETK DEPUTY CO COUNSEL-ADVANCED 11.00 210,789 250,562 2Y7B LEGAL ASSISTANT 5.00 81,851 99,490 APD6 CHIEF OF ADMIN SVCS I - EX 1.00 133,266 161,985 APVA ADMINISTRATIVE SVCS ASST II 1.00 85,142 103,490 J3T5 EXEC SECRETARY-EXEMPT 1.00 82,682 100,500 J3TH CIVIL LITIG SECRETARY 1.00 68,341 83,069 JWTA SR LEGAL COORDINATOR 1.00 70,708 90,297 JWXB CLERK-EXPERIENCED LEVEL 3.00 53,086 65,866 JWXC CLERK-SENIOR LEVEL 2.00 58,659 74,910 JWXD CLERK-SPECIALIST LEVEL 3.00 66,256 84,612 LTWA INFO SYS SPECIALIST I 1.00 72,645 88,301 0030 - COUNTY COUNSEL 0030 - COUNTY COUNSEL 57.00 17 - COUNTY COUNSEL 57.00 18 - HEALTH SERVICES 0301 - HLTH SVCS-DETENTION INMATES 1KVD INST SVCS WORKER-GENERALIST 3.50 54,837 66,655 APVA ADMINISTRATIVE SVCS ASST II 1.00 85,142 103,490 J3TG SECRETARY-ADVANCED LEVEL 1.00 64,405 82,444 JWXB CLERK-EXPERIENCED LEVEL 1.00 53,086 65,866 JWXC CLERK-SENIOR LEVEL 8.00 58,659 74,910 JWXD CLERK-SPECIALIST LEVEL 5.00 66,256 84,612 LBTC HEALTH SVCS INFO SYS PROG/ANL 1.00 115,959 155,397 LPTB INFO SYS PROGRAMMER/ANLYST III 0.50 105,759 128,550 V5VF PHYSICAL THERAPIST II 1.60 111,346 135,342 V5VH OCCUPATIONAL THERAPIST II 2.00 111,346 135,342 V5WA THERAPIST AIDE 3.80 63,513 77,200 V8VA SR RADIOLOGIC TECHNOLOGIST 0.60 110,359 134,141 Contra Costa County | FY25-26 Recommended Budget Page 462 Department Job Code Job Class Title FTE Min Salary Max Salary V9WG REGISTERED DENTAL ASST 2.00 57,868 70,339 VANH HEALTH SVCS ADMIN-LEVEL C 2.00 112,132 143,538 VCA2 MEDICAL DIRECTOR 1.00 442,429 442,429 VCB1 ASST DIR OF HEALTH SVCS 1.00 146,264 233,825 VCB4 Dep Dir of Health Svcs-Ex 1.00 297,080 361,102 VCS4 Associate Medical Director-Ex 1.00 301,930 366,998 VHVC SUBSTANCE ABUSE COUNSELOR 2.00 81,917 99,570 VJVA LABORATORY TECHNICIAN II 3.40 58,444 71,039 VKWC COMMUNITY HEALTH WORKER I 3.00 55,881 61,609 VNTB MEDICAL RECORDS TECHNICIAN 1.00 59,695 76,232 VPT1 Ambulatory Care Provider-EX 1.00 231,650 262,698 VPT2 Dentist-Exempt 2.65 200,630 227,988 VPT5 Primary Care Provider-Exempt 4.00 263,949 301,020 VPT6 Primary Care Provider-LMTD-EX 2.80 263,949 301,020 VPT8 Psychiatrist-Adult-Exempt 1.90 284,466 323,256 VQDC MH PROGRAM MANAGER 3.00 122,692 149,133 VQDN MH PROGRAM CHIEF 1.00 147,356 179,112 VQSB MH CLINICAL SPECIALIST 22.60 80,159 118,997 VQVA MH SPECIALIST II 1.00 72,603 102,586 VRHA QUALITY MGMT PROGRAM COORDIN 2.00 137,762 167,450 VT7G LICENSED VOCATIONAL NURSE 40.40 70,498 90,029 VTWA CERTIFIED NURSING ASSISTANT 13.20 48,469 58,915 VTWC CERTIFIED MEDICAL ASSISTANT 3.10 58,040 70,548 VWDG Dir of Nursing - Detention 1.00 239,351 251,318 VWHF NURSING PROGRAM MANAGER 3.00 217,098 239,351 VWHG UTILIZATION REVIEW MANAGER 1.00 196,915 239,351 VWSB NURSE PRACTITIONER 4.20 179,009 223,558 VWSD UTILIZATION REVIEW COORD 1.00 165,651 201,350 VWSF INFECTION PREV AND CONTROL MGR 1.00 180,730 225,707 VWSM HEALTH SVCS EDUC AND TRNG SPEC 2.00 179,009 223,558 VWTF CHARGE NURSE 10.00 180,790 225,782 VWXG REGISTERED NURSE 61.80 155,796 194,568 VY9B PHARMACY TECHNICIAN 4.00 68,080 82,752 VYTA PHARMACIST II 1.00 165,806 211,615 VYWA PHARMACIST I 3.20 171,482 198,512 X4HE MEDICAL SOC SVC DIRECTOR 1.00 103,890 126,279 X4VH MEDICAL SOCIAL WORKER II 3.00 98,674 119,939 0301 - HLTH SVCS-DETENTION INMATES 0301 - HLTH SVCS-DETENTION INMATES 242.25 0450 - HEALTH SVCS-PUBLIC HEALTH 1K7B NUTRITION ASSISTANT 20.00 57,925 70,409 5HWB GRAPHIC DESIGNER 2.00 67,419 81,948 9GSA EMERGENCY PLANNING COORD 2.00 87,362 106,189 9GWB SR EMERGENCY PLANNING COORD 1.00 101,551 123,436 9QWA DRIVER CLERK 1.00 54,584 66,348 ADSH DEPTL COMM & MEDIA REL COORD 1.00 101,189 122,995 AP73 ADMINISTRATIVE AIDE-PROJECT 2.00 51,762 80,301 AP7A ADMINISTRATIVE AIDE-DEEP CLASS 3.00 51,762 80,301 APT1 Admin Svcs Asst III-Project 1.00 99,363 120,776 APTA ADMINISTRATIVE SVCS ASST III 1.00 99,363 120,776 APTC COMMUNITY & MEDIA RELATIONS SP 4.00 88,231 107,246 APWA ADMINISTRATIVE ANALYST 6.00 69,984 85,066 JD7A ACCOUNTING TECHNICIAN 1.00 67,026 85,595 JDHD ACCOUNT CLERK SUPERVISOR 1.00 74,296 94,879 JDTD ACCOUNT CLERK-ADVANCED LEVEL 5.00 60,528 77,296 JDVC ACCOUNT CLERK-EXPERIENCED LVL 1.00 54,513 67,580 JWHF CLERICAL SUPERVISOR 2.00 74,296 94,879 JWV1 INTERMEDIATE TYPIST CLERK-PRJ 2.00 51,131 63,440 JWXB CLERK-EXPERIENCED LEVEL 6.00 53,086 65,866 JWXC CLERK-SENIOR LEVEL 27.00 58,659 74,910 JWXD CLERK-SPECIALIST LEVEL 13.00 66,256 84,612 Contra Costa County | FY25-26 Recommended Budget Page 463 Department Job Code Job Class Title FTE Min Salary Max Salary LBFA HS INFO TECH MANAGER 0.95 156,996 190,830 LTVH INFO SYS ASSISTANT II 2.00 53,461 64,982 SAHJ SUPERVISING ACCOUNTANT 1.00 106,705 129,701 SATA ACCOUNTANT III 5.75 94,097 114,375 SAVA ACCOUNTANT II 2.00 82,568 100,362 STWA BUYER I 1.00 67,802 82,413 V0DA DIRECTOR OF PH LAB SVCS 1.00 140,935 171,307 V0HA PUBLIC HEALTH LAB MANAGER 1.00 122,814 149,281 V0TC SR PUBLIC HLTH MICROBIOLOGIST 5.00 108,574 131,972 V0WA PUBLIC HLTH MICROBIOLOGIST 7.00 98,409 119,617 V7DA COMMUNICABLE DIS PGRM CHIEF 1.00 136,577 166,010 V7DB HIV / STD Program Director 1.00 131,014 159,248 V7VB SR DISEASE INTERVEN TECH 7.90 85,564 104,004 V7VC PUBLIC HLTH EPIDE/BIOSTATICIAN 3.00 111,016 134,941 V7W1 DISEASE INTERVENTION TECH-PRJ 1.00 70,471 85,658 V7WB DISEASE INTERVENTION TECH 8.00 70,471 85,658 V9SD HOMELESS SVCS SPECIALIST 19.00 79,362 96,465 V9TE SR PUBLIC HLTH NUTRITION 4.00 89,552 108,851 V9VD LEAD REGISTRD DENTAL ASST 1.00 61,960 75,313 V9WB PUBLIC HLTH NUTRITIONIST 5.00 81,432 98,981 V9WE HOME ECONOMIST 10.00 77,192 93,827 V9WG REGISTERED DENTAL ASST 2.00 57,868 70,339 VANH HEALTH SVCS ADMIN-LEVEL C 5.00 112,132 143,538 VASH HEALTH EQUITY PROGRAM MANAGER 1.00 109,530 133,134 VBHC TOBACCO PREV PROJ COORDINATOR 1.00 99,560 121,016 VBND PUBLIC HLTH PRGM SPEC II 9.00 107,554 130,732 VBS2 PUBLIC HLTH PRGM SPEC I-PRJ 1.00 96,550 117,358 VBSD PUBLIC HLTH PRGM SPEC I 28.00 96,550 117,358 VBSK PH Registered Dental Hygienist 1.30 79,677 96,848 VBSM HEALTH SVCS EMERG PREP MANAGER 1.00 117,811 143,200 VCA2 MEDICAL DIRECTOR 1.85 442,429 442,429 VCB1 ASST DIR OF HEALTH SVCS 1.00 146,264 233,825 VCFA Director Of Famly, M & Ch 1.00 131,237 159,520 VCS5 Plnr/Eval-LvA-Prj 1.00 65,891 95,430 VCTA HEALTH SVCS REIM ACCOUNTANT 2.00 123,913 166,055 VCXC Plnr/Eval-Level A 4.00 65,891 95,430 VCXD Plnr/Eval-Level B 5.00 83,007 136,017 VHVC SUBSTANCE ABUSE COUNSELOR 2.00 81,917 99,570 VKTA COMMUNITY HEALTH WORKER SPEC 17.00 66,125 80,375 VKVB COMMUNITY HEALTH WORKER II 14.00 62,311 75,739 VMHB COMMUNITY WELL & PREV PRO DIR 1.00 118,396 143,911 VMTA PUBLIC HEALTH LAB TECH-ADV 1.00 60,745 73,836 VMVC PUBLIC HEALTH LAB TECH-EXP 4.00 58,444 71,039 VMVD MEDICAL INTERPRETER 21.00 69,846 84,898 VMW4 HEALTH ED SPECIALIST-PROJECT 7.00 65,298 79,370 VMW5 SR HEALTH EDUCATION SPEC-PRJ 8.00 91,072 110,698 VMWDHEALTH ED SPECIALIST 13.00 65,298 79,370 VMWE SR HEALTH EDUCATION SPEC 14.00 91,072 110,698 VPT1 Ambulatory Care Provider-EX 1.80 231,650 262,698 VQHP MH PROGRAM SUPERVISOR 1.00 111,678 135,745 VQSB MH CLINICAL SPECIALIST 1.00 80,159 118,997 VRHA QUALITY MGMT PROGRAM COORDIN 2.00 137,762 167,450 VVDB PH Chief Nursing Clinical Svcs 1.00 196,442 238,777 VVGS DIRECTOR PUB HLTH CLINIC SVCS 2.00 187,088 227,407 VVXA PUBLIC HLTH NURSE 84.90 163,589 204,300 VWD1 CHIEF OPERATIONS OFFICER-EXEMP 1.00 236,901 236,901 VWD2 CHIEF NURSING OFFICER-EXEMPT 1.00 338,851 338,851 VWFA DIR OF SAFETY & PERF IMPROVEME 1.00 206,760 251,318 VWGB ASST DIR OF SAFETY & PERF IMPR 3.00 201,837 245,335 Contra Costa County | FY25-26 Recommended Budget Page 464 Department Job Code Job Class Title FTE Min Salary Max Salary VWH2 PH NURSE PROG MANAGER-PROJ 1.00 171,805 208,830 VWHL PUBLIC HLTH NURSE PROG MANAGER 14.00 178,179 216,578 VWSF INFECTION PREV AND CONTROL MGR 0.80 180,730 225,707 X4HD VOLUNTEER PROGRAM COORD 1.00 94,657 115,057 X4VH MEDICAL SOCIAL WORKER II 19.00 98,674 119,939 XQSB EXEC ASST/DEVELP DISBL COUNCIL 1.00 101,652 123,558 0450 - HEALTH SVCS-PUBLIC HEALTH 0450 - HEALTH SVCS-PUBLIC HEALTH 493.25 0451 - CONSERVATOR/GUARDIANSHIP JD7A ACCOUNTING TECHNICIAN 2.00 67,026 85,595 JDTD ACCOUNT CLERK-ADVANCED LEVEL 1.00 60,528 77,296 JWXC CLERK-SENIOR LEVEL 4.00 58,659 74,910 VAVA PROPERTIES TRUST OFFICER 1.00 117,294 142,572 VQDL CONSERV/GDNSHP PROGRAM MGR 1.00 123,423 150,022 VQHM Conserv/Gdnshp Program Supv 1.00 113,798 138,323 VQSB MH CLINICAL SPECIALIST 11.00 80,159 118,997 VQVB MH COMMUNITY SUPPORT WKR II 3.00 51,538 62,645 0451 - CONSERVATOR/GUARDIANSHIP 0451 - CONSERVATOR/GUARDIANSHIP 24.00 0452 - HEALTH SVCS-ENVIRON HLTH J3TG SECRETARY-ADVANCED LEVEL 2.00 64,405 82,444 JWHF CLERICAL SUPERVISOR 2.00 74,296 94,879 JWXC CLERK-SENIOR LEVEL 5.00 58,659 74,910 JWXD CLERK-SPECIALIST LEVEL 4.00 66,256 84,612 V4HD HAZARDOUS WASTE REDUCTION MNGR 1.00 101,652 123,558 V4HE SUPERVISING ARP ENGINEER 1.00 154,835 188,203 V4SE POLLUTION PREVENTION SPECIALIS 1.00 91,887 111,689 V4SF ARP ENGINEER 7.00 138,784 168,693 V4VC HAZARDOUS MATERIALS SPEC II 13.00 113,168 137,556 V4WF HAZARDOUS MATERIAL TECH 1.00 76,688 93,215 V4WG HAZARDOUS MATERIALS SPEC I 7.00 96,588 117,403 VANF HEALTH SVCS ADMIN-LEVEL A 1.00 60,511 87,637 VCB1 ASST DIR OF HEALTH SVCS 1.00 146,264 233,825 VL7A Env Hlth Investigator I 1.00 69,089 83,979 VLD2 DIRECTOR OF HAZ MAT PROGRAM-EX 1.00 187,776 228,243 VLFA ASST DIR OF HAZ MAT PROGRAM 1.00 162,577 197,613 VLGA ASST DIR OF ENV HLTH SVCS 1.00 135,588 164,808 VLHA SUPERVISING ENVIRON HLTH SPEC 6.00 126,708 154,014 VLHB SUPERVISING HAZ MAT SPEC 3.00 127,314 154,751 VLNA ENVIRON HLTH INVESTIGATOR II 3.00 72,540 88,173 VLNB ENVIRONMENTAL HEALTH SPEC III 3.00 118,428 143,950 VLSA HAZARDOUS MATERIALS OMBUDSPER 1.00 96,264 117,010 VLSB INTEGRATED PEST MGMT COORD 1.00 128,676 138,571 VLVA ENVIRONMENTAL HLTH SPEC II 34.00 112,789 137,095 VLWA ENVIRONMENTAL HLTH SPEC I 2.00 100,572 122,246 0452 - HEALTH SVCS-ENVIRON HLTH 0452 - HEALTH SVCS-ENVIRON HLTH 103.00 0460 - HLTH SVC-CALIF CHILD SVCS APWA ADMINISTRATIVE ANALYST 1.00 69,984 85,066 JDTD ACCOUNT CLERK-ADVANCED LEVEL 2.00 60,528 77,296 JWHF CLERICAL SUPERVISOR 1.00 74,296 94,879 JWXB CLERK-EXPERIENCED LEVEL 2.00 53,086 65,866 JWXC CLERK-SENIOR LEVEL 9.00 58,659 74,910 JWXD CLERK-SPECIALIST LEVEL 2.00 66,256 84,612 V5GE CHIEF PEDIATRIC THERAPIST 1.00 125,643 152,719 V5HJ SUPERVISING PEDIATRIC THERAPST 4.00 116,189 141,229 V5VE PHYSICAL THERAPIST I 1.00 101,350 123,192 V5VF PHYSICAL THERAPIST II 9.08 111,346 135,342 V5VG OCCUPATIONAL THERAPIST I 1.00 101,350 123,192 V5VH OCCUPATIONAL THERAPIST II 9.75 111,346 135,342 V5WA THERAPIST AIDE 6.00 63,513 77,200 V9VB PATIENT FINANCIAL SVCS SPEC 2.00 63,160 80,658 VANH HEALTH SVCS ADMIN-LEVEL C 1.00 112,132 143,538 VBGC CALIF CHLDRN SVCS PROG ADMIN 1.00 136,442 165,846 VKTA COMMUNITY HEALTH WORKER SPEC 1.00 66,125 80,375 Contra Costa County | FY25-26 Recommended Budget Page 465 Department Job Code Job Class Title FTE Min Salary Max Salary VPT1 Ambulatory Care Provider-EX 0.90 231,650 262,698 VVXA PUBLIC HLTH NURSE 11.00 163,589 204,300 VWHL PUBLIC HLTH NURSE PROG MANAGER 1.00 178,179 216,578 X4VH MEDICAL SOCIAL WORKER II 2.00 98,674 119,939 XHTB ELIGIBILITY WORKER III 1.00 70,508 85,703 X0SA SOCIAL SERVICE PROGRAM ASSISTANT 1.00 74,087 90,053 0460 - HLTH SVC-CALIF CHILD SVCS 0460 - HLTH SVC-CALIF CHILD SVCS 70.73 0463 - HEALTH, HOUSING & HOMELESS APHB RESEARCH AND EVAL MANAGER 1.00 126,440 153,689 APTA ADMINISTRATIVE SVCS ASST III 2.00 99,363 120,776 APWA ADMINISTRATIVE ANALYST 1.00 69,984 85,066 J3TG SECRETARY-ADVANCED LEVEL 1.00 64,405 82,444 JWXB CLERK-EXPERIENCED LEVEL 1.00 53,086 65,866 JWXD CLERK-SPECIALIST LEVEL 1.00 66,256 84,612 LBVC HS SYSTEMS ANALYST II 1.00 115,616 154,936 VANG HEALTH SVCS ADMIN-LEVEL B 5.00 75,461 123,652 VBSD PUBLIC HLTH PRGM SPEC I 1.00 96,550 117,358 VCXC Plnr/Eval-Level A 1.00 65,891 95,430 VCXD Plnr/Eval-Level B 1.00 83,007 136,017 VDHA HOMELESS SERVICES CHIEF 2.00 124,775 151,665 VQDN MH PROGRAM CHIEF 1.00 147,356 179,112 VQHL Housing Services Coordinator 2.00 106,283 129,188 VQHP MH PROGRAM SUPERVISOR 1.00 111,678 135,745 0463 - HEALTH, HOUSING & HOMELESS 0463 - HEALTH, HOUSING & HOMELESS 22.00 0466 - ALCOHOL & OTHER DRUGS SVC APTA ADMINISTRATIVE SVCS ASST III 3.00 99,363 120,776 J3TG SECRETARY-ADVANCED LEVEL 1.00 64,405 82,444 JDTD ACCOUNT CLERK-ADVANCED LEVEL 1.00 60,528 77,296 JWXB CLERK-EXPERIENCED LEVEL 4.00 53,086 65,866 JWXC CLERK-SENIOR LEVEL 1.00 58,659 74,910 LBVC HS SYSTEMS ANALYST II 1.00 115,616 154,936 VANH HEALTH SVCS ADMIN-LEVEL C 2.00 112,132 143,538 VBSD PUBLIC HLTH PRGM SPEC I 2.00 96,550 117,358 VCXD Plnr/Eval-Level B 2.00 83,007 136,017 VHFB ALCOHOL AND OD SVCS PRGM CHIEF 1.00 146,953 178,622 VHGE SUBSTANCE ABUSE PROGRAM MNGR 5.00 111,788 135,879 VHHB SUBSTANCE ABUSE PROGRAM SUPV 5.00 104,509 127,032 VHTC SUBSTANCE ABUSE LD COUNSELOR 3.00 87,535 106,400 VHV3 SUBSTANCE ABUSE COUNSELOR-PRJ 1.00 81,917 99,570 VHVC SUBSTANCE ABUSE COUNSELOR 44.00 81,917 99,570 VKVB COMMUNITY HEALTH WORKER II 2.00 62,311 75,739 VKWC COMMUNITY HEALTH WORKER I 1.00 55,881 61,609 VMWDHEALTH ED SPECIALIST 1.00 65,298 79,370 VQSB MH CLINICAL SPECIALIST 2.00 80,159 118,997 VQVA MH SPECIALIST II 1.00 72,603 102,586 VQWE MH COMMUNITY SUPPORT WKR I 1.00 47,004 57,134 0466 - ALCOHOL & OTHER DRUGS SVC 0466 - ALCOHOL & OTHER DRUGS SVC 84.00 0467 - HLTH SERVICES-MNTL HLTH APHB RESEARCH AND EVAL MANAGER 1.00 126,440 153,689 APTA ADMINISTRATIVE SVCS ASST III 9.00 99,363 120,776 APVA ADMINISTRATIVE SVCS ASST II 1.00 85,142 103,490 APWA ADMINISTRATIVE ANALYST 2.00 69,984 85,066 ARTA DEPARTMENTAL HR ANALYST II 1.00 103,258 152,559 J3TG SECRETARY-ADVANCED LEVEL 6.00 64,405 82,444 JDTD ACCOUNT CLERK-ADVANCED LEVEL 2.00 60,528 77,296 JDVC ACCOUNT CLERK-EXPERIENCED LVL 1.00 54,513 67,580 JWHF CLERICAL SUPERVISOR 8.00 74,296 94,879 JWXB CLERK-EXPERIENCED LEVEL 23.00 53,086 65,866 JWXC CLERK-SENIOR LEVEL 44.00 58,659 74,910 JWXD CLERK-SPECIALIST LEVEL 23.00 66,256 84,612 LBVC HS SYSTEMS ANALYST II 1.00 115,616 154,936 V5VH OCCUPATIONAL THERAPIST II 1.00 111,346 135,342 Contra Costa County | FY25-26 Recommended Budget Page 466 Department Job Code Job Class Title FTE Min Salary Max Salary V9HE PATIENT FINANCIAL SVCS SUPVR 1.00 79,914 97,136 V9SD HOMELESS SVCS SPECIALIST 2.00 79,362 96,465 V9V1 PATIENT FINANCIAL SVCS SPEC-PR 3.00 63,160 80,658 V9VB PATIENT FINANCIAL SVCS SPEC 4.00 63,160 80,658 VAHB AMBULATORY CARE CLIN COORD 1.00 85,225 103,592 VBSD PUBLIC HLTH PRGM SPEC I 1.00 96,550 117,358 VCA2 MEDICAL DIRECTOR 1.00 442,429 442,429 VCB1 ASST DIR OF HEALTH SVCS 1.00 146,264 233,825 VCXC Plnr/Eval-Level A 1.00 65,891 95,430 VCXD Plnr/Eval-Level B 6.00 83,007 136,017 VHGE SUBSTANCE ABUSE PROGRAM MNGR 1.00 111,788 135,879 VHHB SUBSTANCE ABUSE PROGRAM SUPV 1.00 104,509 127,032 VHVC SUBSTANCE ABUSE COUNSELOR 46.00 81,917 99,570 VITA REGISTERED HEALTH INFO TECH 1.00 74,268 90,273 VNTB MEDICAL RECORDS TECHNICIAN 2.00 59,695 76,232 VNTD SR MEDICAL REC TECHNICIAN 1.00 64,169 81,946 VPT8 Psychiatrist-Adult-Exempt 8.43 284,466 323,256 VPT9 Psychiatrist-Pediatric-Exempt 2.80 297,657 338,246 VQDC MH PROGRAM MANAGER 23.00 122,692 149,133 VQDN MH PROGRAM CHIEF 7.00 147,356 179,112 VQFB DEPUTY DIR OF BEHAVIORAL HLTH 1.00 179,094 217,690 VQHL Housing Services Coordinator 1.00 106,283 129,188 VQHP MH PROGRAM SUPERVISOR 23.00 111,678 135,745 VQHQ MH VOCATIONAL SERVICES COORD 1.00 117,345 142,634 VQS2 MH CLINICAL SPECIALIST-PROJECT 1.00 80,159 118,997 VQSB MH CLINICAL SPECIALIST 225.25 80,159 118,997 VQSE MH PROJECT MANAGER 8.00 117,345 142,634 VQSF MH QUALITY IMPROVEMENT COORD 1.00 118,983 144,625 VQSG MH EMPLOYMENT PLACEMENT SPEC 3.00 68,884 83,729 VQSH BH Peer and Fam Services Coord 1.00 89,996 109,391 VQSJ MH FAMILY SERVICES COORDINATOR 2.00 70,269 99,288 VQTB CLINICAL PSYCHOLOGIST 3.50 88,415 124,928 VQV1 MH SPECIALIST II-PROJECT 1.00 71,038 100,375 VQV3 MH Community Supp Wkr II -Proj 1.00 51,538 62,645 VQVA MH SPECIALIST II 49.50 72,603 102,586 VQVB MH COMMUNITY SUPPORT WKR II 61.00 51,538 62,645 VQVC MH VOCATIONAL COUNSELOR II 4.00 91,887 106,371 VQW7 MH COMMUNITY SUPRT WKR I-PROJ 3.00 47,004 57,134 VQWB PSYCHIATRIC TECHNICIAN 5.00 67,292 85,935 VQWD MH SPECIALIST I 6.00 64,399 86,301 VQWE MH COMMUNITY SUPPORT WKR I 38.00 47,004 57,134 VQWF MH VOCATIONAL COUNSELOR I 1.00 81,593 99,177 VRGD DIR OF PROVIDER REL AND CRED 1.00 138,995 168,949 VRHA QUALITY MGMT PROGRAM COORDIN 1.00 137,762 167,450 VT7G LICENSED VOCATIONAL NURSE 3.00 70,498 90,029 VWHF NURSING PROGRAM MANAGER 2.00 217,098 239,351 VWSB NURSE PRACTITIONER 12.40 179,009 223,558 VWSD UTILIZATION REVIEW COORD 5.00 165,651 201,350 VWTF CHARGE NURSE 2.00 180,790 225,782 VWXG REGISTERED NURSE 39.60 155,796 194,568 VYSD CLINICAL/DRUG INFOR COORD 1.00 159,209 203,174 0467 - HLTH SERVICES-MNTL HLTH 0467 - HLTH SERVICES-MNTL HLTH 744.48 0480 - LOS MEDANOS COMM HC VBND PUBLIC HLTH PRGM SPEC II 1.00 107,554 130,732 0480 - LOS MEDANOS COMM HC 0480 - LOS MEDANOS COMM HC 1.00 0540 - HLTH SVS-HOSPITAL ENTRPSE 91W1 STOREOOM CLERK-PROJECT 1.00 42,621 56,668 9QW1 DRIVER CLERK-PROJECT 1.00 51,985 63,188 1ETB LEAD STERILE PROC AND DIST TEC 2.00 57,983 70,478 1EWA STERILE PROCESS AND DIST TECH 16.00 53,993 65,629 1K7B NUTRITION ASSISTANT 3.60 57,925 70,409 Contra Costa County | FY25-26 Recommended Budget Page 467 Department Job Code Job Class Title FTE Min Salary Max Salary 1KDC ASST DIR-NUTRIT SVCS 1.00 92,985 113,024 1KNA Food Service Worker - Lead 4.00 76,497 76,497 1KSA DIETITIAN 7.80 77,192 93,827 1KTA LEAD COOK 1.00 66,670 73,504 1KV1 Inst Svcs Worker - Project 1.00 54,837 66,655 1KVD INST SVCS WORKER-GENERALIST 91.60 54,837 66,655 1KVE INST SVCS WORKER-SPECIALIST 13.00 69,988 69,988 1KVF INST SVCS WORKER-LEAD 10.00 76,497 76,497 1KVG Food Service Worker - Gen 21.63 54,837 66,655 1KVH Food Service Worker - Spec 5.00 69,988 69,988 1KWA COOK 8.00 56,397 68,551 1KWC INST SVCS AIDE 8.00 49,966 60,734 1WDB ENVIRONMENTAL SVCS MANAGER 2.00 96,646 117,474 1WHB ENVIRONMENTAL SVCS SUPERVISOR 8.00 69,228 84,147 64WP PUBLIC SERVICE OFFICER 2.00 73,274 80,784 91VA STOREKEEPER 4.00 63,136 76,743 91WC STOREROOM CLERK 9.00 48,952 59,501 9QWA DRIVER CLERK 3.00 54,584 66,348 AJD2 Cnty Cmpln HIPAA Pvcy Ofcr -Ex 1.00 139,324 169,349 AP73 ADMINISTRATIVE AIDE-PROJECT 1.00 51,762 80,301 AP7A ADMINISTRATIVE AIDE-DEEP CLASS 2.00 51,762 80,301 AP7B PERSONNEL TECHNICIAN 6.00 79,593 96,746 APD5 HS PERS MANAGER-EX 1.00 167,232 203,272 APFB DEPT HR SUPERVISOR 3.00 139,320 169,344 APG2 Dept HR Ofcer II-Ex 1.00 154,140 187,358 APSG Training and Staff Dev Spc 2.00 110,495 134,307 APTA ADMINISTRATIVE SVCS ASST III 9.00 99,363 120,776 APVA ADMINISTRATIVE SVCS ASST II 2.00 85,142 103,490 ARTA DEPARTMENTAL HR ANALYST II 12.00 103,258 152,559 ARVA DEPARTMENTAL HR ANALYST I 1.00 93,231 113,323 GFDG FACILITIES MAINTENANCE MANAGER 1.00 137,625 167,284 J3T5 EXEC SECRETARY-EXEMPT 2.00 82,682 100,500 J3TG SECRETARY-ADVANCED LEVEL 8.00 64,405 82,444 J97A HS TIMEKEEPING TECHNICIAN 11.00 69,951 85,026 J9HA HS TIMEKEEPING SPECIALIST 2.00 80,977 89,277 J9ND HS TIMEKEEPING SUPERVISOR 1.00 74,296 94,879 J9TA SURGERY SCHEDULER 1.00 61,922 79,077 J9WD MEDICAL TRANSCRIBER 1.00 57,890 73,928 JD7A ACCOUNTING TECHNICIAN 13.00 67,026 85,595 JDHD ACCOUNT CLERK SUPERVISOR 9.00 74,296 94,879 JDTD ACCOUNT CLERK-ADVANCED LEVEL 35.00 60,528 77,296 JDVC ACCOUNT CLERK-EXPERIENCED LVL 12.00 54,513 67,580 JWHF CLERICAL SUPERVISOR 19.00 74,296 94,879 JWXB CLERK-EXPERIENCED LEVEL 67.55 53,086 65,866 JWXC CLERK-SENIOR LEVEL 221.55 58,659 74,910 JWXD CLERK-SPECIALIST LEVEL 61.00 66,256 84,612 LBB3 HEALTH SVCS IT DIRECTOR-EX 2.00 233,100 283,335 LBD1 ASST HS IT DIR-PROJECT MGMT-EX 1.00 176,696 214,775 LBD2 ASST HS IT DIR-CUSTOMER SUPP-E 2.00 176,696 214,775 LBD3 ASST HS IT DIR-INFRASTRUCT-EX 1.00 176,696 214,775 LBD4 ASST HS IT DIR-APP DEV-EX 1.00 176,696 214,775 LBD7 ASST HS IT DIR-INFO SECURITY-E 1.00 176,696 214,775 LBFA HS INFO TECH MANAGER 13.00 156,996 190,830 LBGF HS IT PROJECT MANAGER 4.00 127,649 171,062 LBSD HS IT SECURITY SPECIALIST 4.00 127,649 171,062 LBTA NETWORK ANALYST II 5.00 124,169 150,929 LBTB HEALTH SVCS INFO SYSTEMS SPEC 12.00 90,892 121,803 LBTC HEALTH SVCS INFO SYS PROG/ANL 14.00 115,959 155,397 LBTD HS SYSTEMS ANALYST III 3.00 121,483 162,799 Contra Costa County | FY25-26 Recommended Budget Page 468 Department Job Code Job Class Title FTE Min Salary Max Salary LBTE HS IT CLINICAL SYS ANALYST II 13.00 164,801 181,693 LBVB HS IT CLINICAL SYS ANALYST I 9.00 149,265 164,565 LBVC HS SYSTEMS ANALYST II 49.00 115,616 154,936 LBWC HS SYSTEMS ANALYST I 1.00 95,884 128,493 LKFA HEALTH SVCS INFO SYS OPS MNGR 1.00 110,359 147,891 LKTA COMPUTER OPERATOR III 5.00 69,021 83,895 LKVA COMPUTER OPERATIONS ANALYST 1.00 81,190 98,687 LKVB COMPUTER OPERATOR II 5.00 62,700 76,213 LNSA NETWORK ADMINISTRATOR I 1.00 105,759 128,550 LNSB NETWORK ADMINISTRATOR II 6.00 115,959 140,949 LNVA NETWORK TECHNICIAN II 2.00 95,599 116,201 LPNA INFO SYS PROJECT MANAGER 2.00 127,649 171,062 LPNB INFO SYS PROGRAMMER/ANALYST IV 1.00 115,959 155,397 LPTB INFO SYS PROGRAMMER/ANLYST III 1.00 105,759 128,550 LPWA INFO SYS PROGRAMMER/ANALYST I 1.00 86,931 105,665 LTTA INFO SYS SPECIALIST III 2.00 97,481 118,489 LTVB INFO SYS TECHNICIAN II 15.00 86,931 105,665 LTVH INFO SYS ASSISTANT II 3.00 53,461 64,982 LTWB INFO SYS TECHNICIAN I 4.00 79,677 96,848 LWSA DATABASE ADMINISTRATOR 5.00 121,483 162,799 LWVA SYSTEMS SOFTWARE ANALYST II 5.00 127,649 171,062 LWWA SYSTEMS SOFTWARE ANALYST I 2.00 115,959 155,397 SAHJ SUPERVISING ACCOUNTANT 2.00 106,705 129,701 SATA ACCOUNTANT III 24.00 94,097 114,375 SAVA ACCOUNTANT II 3.00 82,568 100,362 SAWA ACCOUNTANT I 2.00 73,901 89,827 STTA BUYER II 3.00 89,463 108,743 STW1 BUYER I-PROJECT 3.00 67,802 82,413 V5HN REHABILITATION THERAPY SVC SUP 3.00 119,574 145,343 V5HQ ASST DIR-REHAB THER SVCS 1.00 125,643 152,719 V5VE PHYSICAL THERAPIST I 2.00 101,350 123,192 V5VF PHYSICAL THERAPIST II 24.75 111,346 135,342 V5VG OCCUPATIONAL THERAPIST I 2.00 101,350 123,192 V5VH OCCUPATIONAL THERAPIST II 20.20 111,346 135,342 V5WA THERAPIST AIDE 16.80 63,513 77,200 V5WF THERAPY ASSISTANT 2.00 81,836 99,472 V8HB DIAGNOSTIC IMAGING MANAGER 1.00 159,661 194,069 V8HC ASST DIAGNOSTIC IMAG MNGR 1.00 130,848 159,047 V8NA DI Tech III - A (CT/MRI)17.00 133,534 162,311 V8NB DI Tech III - B (Mammo / IR)9.00 133,534 162,311 V8TB ULTRASOUND TECHNOLOGIST II 9.00 147,522 179,314 V8VA SR RADIOLOGIC TECHNOLOGIST 2.00 110,359 134,141 V8VD ULTRASOUND TECHNOLOGIST I 1.00 123,790 136,479 V8VE Diagnostic Imaging Tech - II 8.60 121,394 147,556 V8VG CARDIAC ULTRASONOGRAPHER 2.60 112,343 136,554 V8WC Diagnostic Imaging Tech I 1.00 92,252 112,132 V8WD CARDIOLOGY TECHNICIAN I 5.00 57,754 70,200 V9HD BIOMEDICAL EQUIPMENT MNGR 1.00 104,125 126,564 V9VB PATIENT FINANCIAL SVCS SPEC 12.00 63,160 80,658 V9VD LEAD REGISTRD DENTAL ASST 2.00 61,960 75,313 V9WG REGISTERED DENTAL ASST 12.00 57,868 70,339 VAD1 DIR OF PATIENT FIN SVCS-EXEMPT 1.00 156,746 190,526 VAD3 Chief of Plant Operations - Ex 1.00 208,583 253,534 VADB AMBULATORY CARE ADMIN 1.00 130,202 158,261 VAGE PATIENT ACCOUNTING MANAGER 1.00 118,045 143,484 VAGF HS DIRECTOR OF CONTRACTING 1.00 138,995 168,949 VAHB AMBULATORY CARE CLIN COORD 5.00 85,225 103,592 VAHC REGISTRATION AND STAFFING MGR 2.00 82,814 100,661 VAHD MEDICAL STAFF SERVICES MANAGER 1.00 76,583 93,087 Contra Costa County | FY25-26 Recommended Budget Page 469 Department Job Code Job Class Title FTE Min Salary Max Salary VANG HEALTH SVCS ADMIN-LEVEL B 6.00 75,461 123,652 VANH HEALTH SVCS ADMIN-LEVEL C 11.00 112,132 143,538 VASC MEDICAL STAFF COORDINATOR 17.00 67,869 82,495 VASD PATIENT RELTNS SVCS COORD 1.00 79,362 96,465 VBSD PUBLIC HLTH PRGM SPEC I 4.00 96,550 117,358 VCA1 DIRECTOR OF HEALTH SERVICES 1.00 464,551 512,167 VCA2 MEDICAL DIRECTOR 5.00 442,429 442,429 VCB1 ASST DIR OF HEALTH SVCS 4.00 146,264 233,825 VCB2 CCRMC CHIEF EXEC OFC - EXEMPT 1.00 442,429 442,429 VCB4 Dep Dir of Health Svcs-Ex 6.00 297,080 361,102 VCDC FACILITIES MANAGER 1.00 129,047 156,857 VCFB HEALTH SVCS INFO TECH SUPV 8.00 127,649 171,062 VCHC HEALTH SVCS APPT SYSTEM COORD 2.00 83,225 101,160 VCHF MATERIEL MANAGEMENT SUPERVISOR 2.00 79,598 96,752 VCS1 ASSIST TO HLTH SVC DIR - EX 1.00 137,134 166,687 VCS4 Associate Medical Director-Ex 2.00 301,930 366,998 VCSH ASST FACILITIES MANAGER 2.00 99,363 120,776 VCTA HEALTH SVCS REIM ACCOUNTANT 7.00 123,913 166,055 VCTB HEALTH SVCS ACCOUNTANT 8.00 117,928 143,342 VCXC Plnr/Eval-Level A 1.00 65,891 95,430 VCXD Plnr/Eval-Level B 1.00 83,007 136,017 VFVB CYTOTECHNOLOGIST 1.00 100,650 122,341 VFVC SR CYTOTECHNOLOGIST 1.00 105,340 128,042 VFVD BIOMEDICAL EQUIPMENT TECH II 4.00 95,221 104,982 VHFA CLINICAL LAB MANAGER 1.00 168,931 205,337 VHGF ASST CLINICAL LAB MANAGER 1.00 149,387 181,580 VHHF SUPERVISING CLINICAL LAB SCIEN 3.00 142,277 172,938 VHNA SR CLINICAL LAB SCIENTIST 9.00 135,499 164,700 VHV3 SUBSTANCE ABUSE COUNSELOR-PRJ 1.00 81,917 99,570 VHVD CLINICAL LAB SCIENTIST II 21.60 124,439 151,256 VHWF HISTOTECHNICIAN 3.00 81,755 99,373 VIGB Respiratory Care Services Mgr 1.00 131,566 159,919 VIHB Respiratory Care Services Supv 2.00 119,611 145,388 VIHC Cardiology Services Manager 1.00 129,189 157,030 VIVA RESP CARE PRACTITIONER II 22.00 110,140 133,876 VJHA Pathology Supervisor 1.00 119,219 144,912 VJTA LABORATORY TECHNICIAN III 6.00 60,745 73,836 VJTB MEDICAL LABORATORY TECHNICIAN 2.00 79,205 96,274 VJVA LABORATORY TECHNICIAN II 29.20 58,444 71,039 VJWA LABORATORY TECHNICIAN I 1.00 55,073 66,942 VKTA COMMUNITY HEALTH WORKER SPEC 10.00 66,125 80,375 VKV1 COMMUNITY HEALTH WORKER II-PRJ 1.00 62,311 75,739 VKVB COMMUNITY HEALTH WORKER II 32.70 62,311 75,739 VKWC COMMUNITY HEALTH WORKER I 7.00 55,881 61,609 VMNA PH LEAD MOBILE CLINIC OPERATOR 1.00 65,445 79,549 VMTB PUBLIC HEALTH MOBILE CLINIC OP 11.00 62,329 75,761 VNDB DIRECTOR OF HLTH INFO MGMT 1.00 115,159 139,976 VNTA MEDICAL RECORDS CODER 10.00 70,751 85,998 VNTB MEDICAL RECORDS TECHNICIAN 32.00 59,695 76,232 VNTD SR MEDICAL REC TECHNICIAN 10.00 64,169 81,946 VP71 Resident I 13.00 78,727 78,727 VP72 Resident II 13.00 85,665 85,665 VP74 Resident III 26.00 92,627 92,627 VPD5 RESIDENCY DIRECTOR-EXEMPT 1.00 270,746 270,746 VPS0 Pediatrician-Hospitalist-Ex 8.90 244,481 277,820 VPS3 Emergency Medicine-Exempt 16.90 313,720 356,500 VPS4 CHIEF MEDICAL OFFICER - EXEMPT 1.00 442,429 442,429 VPS5 OBGYN-Full Spectrum-Exempt 13.43 289,354 328,812 VPS6 OBGYN-Fam Med, Adv Obst-Ex 12.88 244,481 277,820 Contra Costa County | FY25-26 Recommended Budget Page 470 Department Job Code Job Class Title FTE Min Salary Max Salary VPS7 Optometrist-Exempt 0.60 142,621 162,070 VPS9 Pediatrician-Ambulatory-Exempt 14.90 262,926 300,904 VPT0 Psychtrst-Emg Svc/Det Hlth-Ex 1.00 297,657 338,246 VPT1 Ambulatory Care Provider-EX 10.83 231,650 262,698 VPT2 Dentist-Exempt 12.48 200,630 227,988 VPT3 Hospitalist-Exempt 30.60 263,156 299,041 VPT5 Primary Care Provider-Exempt 37.85 263,949 301,020 VPT6 Primary Care Provider-LMTD-EX 51.78 263,949 301,020 VPT7 Pathologist-Exempt 3.00 306,620 347,232 VPT8 Psychiatrist-Adult-Exempt 1.00 284,466 323,256 VQDC MH PROGRAM MANAGER 2.00 122,692 149,133 VQDN MH PROGRAM CHIEF 2.00 147,356 179,112 VQHP MH PROGRAM SUPERVISOR 5.00 111,678 135,745 VQSB MH CLINICAL SPECIALIST 33.20 80,159 118,997 VQTB CLINICAL PSYCHOLOGIST 3.00 88,415 124,928 VQVA MH SPECIALIST II 4.00 72,603 102,586 VQVB MH COMMUNITY SUPPORT WKR II 2.00 51,538 62,645 VQWB PSYCHIATRIC TECHNICIAN 3.00 67,292 85,935 VRHA QUALITY MGMT PROGRAM COORDIN 5.00 137,762 167,450 VSVD SPEECH PATHOLOGIST 3.00 114,590 139,285 VT7B SURGICAL TECHNOLOGIST 7.00 75,643 96,599 VT7E ORTHOPEDIC TECHNICIAN 3.00 52,850 67,491 VT7F ANESTHESIA TECHNICIAN 1.00 53,323 68,095 VT7G LICENSED VOCATIONAL NURSE 176.70 70,498 90,029 VTWA CERTIFIED NURSING ASSISTANT 66.20 48,469 58,915 VTWC CERTIFIED MEDICAL ASSISTANT 77.90 58,040 70,548 VVDB PH Chief Nursing Clinical Svcs 1.00 196,442 238,777 VVGS DIRECTOR PUB HLTH CLINIC SVCS 2.00 187,088 227,407 VVXA PUBLIC HLTH NURSE 2.00 163,589 204,300 VWD1 CHIEF OPERATIONS OFFICER-EXEMP 1.00 236,901 236,901 VWD2 CHIEF NURSING OFFICER-EXEMPT 1.00 338,851 338,851 VWDC DIRECTOR OF AMBULATORY CARE NS 2.00 206,760 251,318 VWDF Director, Inpatient Nursing Op 1.00 206,760 251,318 VWDH CHIEF NURSING INFORMATICS OFC 1.00 206,760 251,318 VWFA DIR OF SAFETY & PERF IMPROVEME 3.00 206,760 251,318 VWGB ASST DIR OF SAFETY & PERF IMPR 2.00 201,837 245,335 VWHF NURSING PROGRAM MANAGER 9.00 217,098 239,351 VWHG UTILIZATION REVIEW MANAGER 1.00 196,915 239,351 VWHH NURSING SHIFT COORDINATOR 6.00 196,915 239,351 VWHJ AMBULATORY CARE CLIN SUPV 6.00 196,915 239,351 VWHL PUBLIC HLTH NURSE PROG MANAGER 5.00 178,179 216,578 VWHMHEALTH CARE RISK MANAGER 1.00 151,499 184,148 VWNB Sterile Proc & Distribu Suprvs 1.00 78,814 95,799 VWSB NURSE PRACTITIONER 35.84 179,009 223,558 VWSD UTILIZATION REVIEW COORD 12.60 165,651 201,350 VWSF INFECTION PREV AND CONTROL MGR 2.00 180,730 225,707 VWSM HEALTH SVCS EDUC AND TRNG SPEC 10.60 179,009 223,558 VWTF CHARGE NURSE 39.00 180,790 225,782 VWXG REGISTERED NURSE 428.95 155,796 194,568 VY9B PHARMACY TECHNICIAN 18.00 68,080 82,752 VYDC DIRECTOR OF PHARMACY SVCS 1.00 210,538 255,910 VYSC ASST DIR PHARMACY SVCS 2.00 186,397 226,567 VYSD CLINICAL/DRUG INFOR COORD 1.00 159,209 203,174 VYTA PHARMACIST II 1.00 165,806 211,615 VYWA PHARMACIST I 19.00 171,482 198,512 X4HD VOLUNTEER PROGRAM COORD 3.00 94,657 115,057 X4VH MEDICAL SOCIAL WORKER II 21.20 98,674 119,939 XQTA CONTRACTS/GRANTS SPLST II 4.00 92,160 112,021 XQWA CONTRACTS/GRANTS SPLST I 2.00 73,682 89,561 Contra Costa County | FY25-26 Recommended Budget Page 471 Department Job Code Job Class Title FTE Min Salary Max Salary 0540 - HLTH SVS-HOSPITAL ENTRPSE 0540 - HLTH SVS-HOSPITAL ENTRPSE 2,760.52 0860 - CONTRA COSTA HEALTH PLAN APTA ADMINISTRATIVE SVCS ASST III 15.00 99,363 120,776 APVA ADMINISTRATIVE SVCS ASST II 2.00 85,142 103,490 J3TG SECRETARY-ADVANCED LEVEL 9.00 64,405 82,444 JDHD ACCOUNT CLERK SUPERVISOR 1.00 74,296 94,879 JDTD ACCOUNT CLERK-ADVANCED LEVEL 9.00 60,528 77,296 JDVC ACCOUNT CLERK-EXPERIENCED LVL 4.00 54,513 67,580 JWHF CLERICAL SUPERVISOR 2.00 74,296 94,879 JWXB CLERK-EXPERIENCED LEVEL 17.00 53,086 65,866 JWXC CLERK-SENIOR LEVEL 9.00 58,659 74,910 JWXD CLERK-SPECIALIST LEVEL 8.00 66,256 84,612 LBTB HEALTH SVCS INFO SYSTEMS SPEC 9.00 90,892 121,803 LTVH INFO SYS ASSISTANT II 5.00 53,461 64,982 LTWH INFO SYS ASSISTANT I 1.00 48,614 59,090 LTWK BUSINESS SYSTEMS ANALYST 1.00 105,759 128,550 V9HG HEALTH PLAN PATIENT SVCS SUPV 1.00 79,914 97,136 V9VE HEALTH PLAN MEMBER SVCS COUNS 23.00 63,702 77,430 VANG HEALTH SVCS ADMIN-LEVEL B 2.00 75,461 123,652 VANH HEALTH SVCS ADMIN-LEVEL C 4.00 112,132 143,538 VCA2 MEDICAL DIRECTOR 2.00 442,429 442,429 VCB3 CHIEF EXECUTIVE OFFICER-CCHP-E 1.00 261,007 261,007 VCD2 DEPUTY EXECUTIVE DIR/CCHP-EX 1.00 147,559 179,359 VCFB HEALTH SVCS INFO TECH SUPV 2.00 127,649 171,062 VCGE HEALTH PLAN BUSINESS SVCS MNGR 2.00 87,622 106,505 VCVB HEALTH PLAN SALES REP 1.00 79,519 96,656 VCVC HEALTH PLAN OUTREACH REP 1.00 70,478 88,017 VCXD Plnr/Eval-Level B 1.00 83,007 136,017 VMWDHEALTH ED SPECIALIST 1.00 65,298 79,370 VMWE SR HEALTH EDUCATION SPEC 2.00 91,072 110,698 VNTA MEDICAL RECORDS CODER 3.00 70,751 85,998 VPT1 Ambulatory Care Provider-EX 2.00 231,650 262,698 VQHP MH PROGRAM SUPERVISOR 1.00 111,678 135,745 VQSB MH CLINICAL SPECIALIST 1.00 80,159 118,997 VRFA HEALTH PLAN NURSE PROGRAM DIR 3.00 206,760 251,318 VRG1 DIR MKTG/MEM SVCS & PR-CCHP-EX 1.00 159,249 175,572 VRGC HEALTH PLAN DIR COMP & GOV REL 1.00 139,324 169,349 VRGD DIR OF PROVIDER REL AND CRED 1.00 138,995 168,949 VRHA QUALITY MGMT PROGRAM COORDIN 5.00 137,762 167,450 VRHB HEALTH PLAN MBR SVCS COORD 3.00 73,609 89,472 VRTA HEALTH PLAN AUTHORIZATION REP 28.00 59,695 76,232 VRWA MANAGER OF MEMBER SERVICES 1.00 112,121 136,283 VT7G LICENSED VOCATIONAL NURSE 7.10 70,498 90,029 VWD1 CHIEF OPERATIONS OFFICER-EXEMP 1.00 236,901 236,901 VWGB ASST DIR OF SAFETY & PERF IMPR 1.00 201,837 245,335 VWHG UTILIZATION REVIEW MANAGER 3.00 196,915 239,351 VWHN ADVICE NURSE SUPERVISOR 2.00 189,377 208,789 VWSB NURSE PRACTITIONER 2.00 179,009 223,558 VWSN ADVICE NURSE 12.40 157,705 196,952 VWXG REGISTERED NURSE 40.30 155,796 194,568 VYSE HEALTH PLAN PHARMACY MANAGER 1.00 174,260 222,405 VYWA PHARMACIST I 2.00 171,482 198,512 X4VH MEDICAL SOCIAL WORKER II 7.00 98,674 119,939 0860 - CONTRA COSTA HEALTH PLAN 0860 - CONTRA COSTA HEALTH PLAN 264.80 18 - HEALTH SERVICES 4,810.03 19 - EMPLOYMENT & HUMAN SERVICES Contra Costa County | FY25-26 Recommended Budget Page 472 Department Job Code Job Class Title FTE Min Salary Max Salary 0501 - EHSD ADMINISTRATIVE SVCS AP7B PERSONNEL TECHNICIAN 6.00 79,593 96,746 APD6 CHIEF OF ADMIN SVCS I - EX 1.00 133,266 161,985 APFB DEPT HR SUPERVISOR 2.00 139,320 169,344 APG2 Dept HR Ofcer II-Ex 1.00 154,140 187,358 APHA PROGRAM/PROJECTS COORDINATOR 2.00 117,589 143,271 APHB RESEARCH AND EVAL MANAGER 1.00 126,440 153,689 APSA DEPARTMENTAL FISCAL OFFICER 5.00 112,286 143,735 APTA ADMINISTRATIVE SVCS ASST III 26.00 99,363 120,776 APTC COMMUNITY & MEDIA RELATIONS SP 1.00 88,231 107,246 APVA ADMINISTRATIVE SVCS ASST II 3.00 85,142 103,490 APWA ADMINISTRATIVE ANALYST 1.00 69,984 85,066 ARTA DEPARTMENTAL HR ANALYST II 7.00 103,258 152,559 ARVA DEPARTMENTAL HR ANALYST I 2.00 93,231 113,323 J3T5 EXEC SECRETARY-EXEMPT 1.00 82,682 100,500 J3TF SECRETARY-JOURNEY LEVEL 1.00 55,792 76,910 J3TG SECRETARY-ADVANCED LEVEL 3.00 64,405 82,444 JD7A ACCOUNTING TECHNICIAN 4.00 67,026 85,595 JDHD ACCOUNT CLERK SUPERVISOR 3.00 74,296 94,879 JDTD ACCOUNT CLERK-ADVANCED LEVEL 14.00 60,528 77,296 JWHF CLERICAL SUPERVISOR 2.00 74,296 94,879 JWXB CLERK-EXPERIENCED LEVEL 5.00 53,086 65,866 JWXC CLERK-SENIOR LEVEL 18.00 58,659 74,910 JWXD CLERK-SPECIALIST LEVEL 12.00 66,256 84,612 LBHB INFO SYSTEMS SUPERVISOR 2.00 111,126 135,074 LBNA AUTOMATED CALL DIS COORD II 1.00 107,874 131,121 LBSC AUTOMATED CALL DIST ADMINISTRA 1.00 118,631 144,196 LBTF WEB PRODUCER 1.00 91,072 110,698 LNSA NETWORK ADMINISTRATOR I 1.00 105,759 128,550 LPNA INFO SYS PROJECT MANAGER 1.00 127,649 171,062 LPNB INFO SYS PROGRAMMER/ANALYST IV 11.00 115,959 155,397 LPVA INFO SYS PROGRAMMER/ANALYST II 3.00 95,789 116,432 LTNA INFO SYS MANAGER I 1.00 127,649 171,062 LTNB INFO SYS MANAGER II 1.00 147,648 179,468 LTTA INFO SYS SPECIALIST III 1.00 97,481 118,489 LTVA INFO SYS SPECIALIST II 1.00 84,194 102,338 LTVB INFO SYS TECHNICIAN II 10.00 86,931 105,665 LWSA DATABASE ADMINISTRATOR 2.00 121,483 162,799 SAHJ SUPERVISING ACCOUNTANT 1.00 106,705 129,701 SATA ACCOUNTANT III 11.00 94,097 114,375 SAVA ACCOUNTANT II 2.00 82,568 100,362 SMTB COLLECTION ENFORCEMENT SUPV 1.00 82,732 100,561 VCXD Plnr/Eval-Level B 3.00 83,007 136,017 X0SA SOC SVC PROGRAM ASSISTANT 7.00 77,791 94,556 X4HD VOLUNTEER PROGRAM COORD 1.00 94,657 115,057 X4SG SOC SVC APPEALS OFFICER 8.00 103,275 125,531 X4SK SOC SVC STAFF DEV SPECIALIST 14.00 100,451 122,099 XAA2 DIRECTOR-EHSD-EXEMPT 1.00 257,413 312,888 XAB1 CHIEF DEPUTY DIRECTOR-EXEMPT 1.00 212,217 257,951 XAD6 EHS DIRECTOR OF ADMIN-EXEMPT 2.00 160,198 204,457 XAD9 EHS CHIEF FINANCIAL OFF - EX 1.00 154,792 197,558 XADD EHS DIVISION MANAGER 7.00 126,029 161,327 XADE STAFF DEVELOPMENT SUPERVISOR 2.00 110,359 134,141 XAHB SOC SVC APPEALS SUPERVISOR 1.00 112,789 137,095 XANA WORKFORCE SVCS SPECIALIST 1.00 111,016 134,941 XASH SOC SVC FISCAL COMPLIANCE ACCT 1.00 100,551 122,220 XDWF VOL AND EMERGENCY PROG SPEC 2.00 71,384 86,768 XHHA Eligibility Work Supervisor 2.00 87,569 111,829 XLSG SOC SVC SR WELF FRAUD FLD INVS 4.00 90,103 109,521 XQHC SOC SVC BUSINESS SYST APP MNGR 1.00 126,029 161,327 Contra Costa County | FY25-26 Recommended Budget Page 473 Department Job Code Job Class Title FTE Min Salary Max Salary XQHE CONTRACTS ADMINISTRATOR 2.00 112,121 136,283 XQHI CALWIN HELP DESK SUPERVISOR 1.00 96,646 117,474 XQNA EHS FACILITIES MANAGER 1.00 111,016 134,941 XQTE CALWIN HELP DESK SPECIALIST 5.00 83,705 101,744 XQVC SR SOC SVC INFO SYS ANALYST 15.00 121,845 134,334 0501 - EHSD ADMINISTRATIVE SVCS 0501 - EHSD ADMINISTRATIVE SVCS 256.00 0502 - EHSD CHILDREN & FAMILY SVCS APHA PROGRAM/PROJECTS COORDINATOR 2.00 117,589 143,271 APHB RESEARCH AND EVAL MANAGER 1.00 126,440 153,689 APTA ADMINISTRATIVE SVCS ASST III 3.00 99,363 120,776 J3TF SECRETARY-JOURNEY LEVEL 6.00 55,792 76,910 J3TG SECRETARY-ADVANCED LEVEL 1.00 64,405 82,444 J9SC CHILDREN'S SVCS CLER SPEC 5.00 58,271 81,993 J9WG TRANSLATOR 3.00 59,169 71,920 JWHF CLERICAL SUPERVISOR 6.00 74,296 94,879 JWXB CLERK-EXPERIENCED LEVEL 8.00 53,086 65,866 JWXC CLERK-SENIOR LEVEL 52.00 58,659 74,910 JWXD CLERK-SPECIALIST LEVEL 11.00 66,256 84,612 X0HA SOCIAL WORK SUPVSR II 44.00 115,041 139,833 X0SA SOC SVC PROGRAM ASSISTANT 18.00 77,791 94,556 X0VB SOCIAL WORKER III 133.50 101,448 123,310 X0WB SOCIAL WORKER II 32.00 95,124 104,875 X4SH SOC SVC PROGRAM ANALYST 6.00 100,451 122,099 X4SK SOC SVC STAFF DEV SPECIALIST 3.00 100,451 122,099 X7GB INDP LIV SKILL PRG COORDINATOR 1.00 108,732 132,164 X7HD INDP LIV SKILL PROG ASST COORD 1.00 94,657 115,057 X7TA INDP LIV SKILL PROG SPECIALIST 3.00 77,791 94,556 XAD2 EHS Deputy Bureau Director-Ex 1.00 149,619 181,862 XAD5 CHILDREN AND FAMILY SVCS DIR-E 1.00 176,217 224,903 XADD EHS DIVISION MANAGER 7.00 126,029 161,327 XATA CHILDREN'S SVC SYS SUP SPEC 3.00 79,756 96,944 XDVB SOCIAL CASEWORK ASSISTANT 45.00 84,551 102,773 XHHA Eligibility Work Supervisor 3.00 87,569 111,829 0502 - EHSD CHILDREN & FAMILY SVCS 0502 - EHSD CHILDREN & FAMILY SVCS 399.50 0503 - EHSD AGING & ADULT SVCS APHA PROGRAM/PROJECTS COORDINATOR 1.00 117,589 143,271 AXD1 CHIEF DEP PUBLIC ADMIN-EXEMPT 1.00 111,279 135,260 AXFA DEPUTY PUBLIC ADMINISTRATOR 1.00 82,346 100,092 AXSD PUBLIC ADM PROGRAM ASST 2.00 78,425 95,326 J3TF SECRETARY-JOURNEY LEVEL 5.00 55,792 76,910 J3TG SECRETARY-ADVANCED LEVEL 1.00 64,405 82,444 JDHD ACCOUNT CLERK SUPERVISOR 1.00 74,296 94,879 JDTD ACCOUNT CLERK-ADVANCED LEVEL 1.00 60,528 77,296 JDVC ACCOUNT CLERK-EXPERIENCED LVL 7.00 54,513 67,580 JWXB CLERK-EXPERIENCED LEVEL 12.00 53,086 65,866 JWXC CLERK-SENIOR LEVEL 5.00 58,659 74,910 V9TE SR PUBLIC HLTH NUTRITION 1.00 89,552 108,851 X0HA SOCIAL WORK SUPVSR II 4.00 115,041 139,833 X0HB SOCIAL WORK SUPERVISOR I 6.00 97,895 118,992 X0SA SOC SVC PROGRAM ASSISTANT 29.00 77,791 94,556 X0VB SOCIAL WORKER III 24.00 101,448 123,310 X0VC SOCIAL WORKER 63.00 84,551 102,773 X0WD SOCIAL SVC PROG ASST I 1.00 67,199 70,559 X4SH SOC SVC PROGRAM ANALYST 2.00 100,451 122,099 XAD2 EHS Deputy Bureau Director-Ex 1.00 149,619 181,862 XADD EHS DIVISION MANAGER 4.00 126,029 161,327 XHHA Eligibility Work Supervisor 4.00 87,569 111,829 XQD2 AGING/ADULT SVCS DIRECTOR-EX 1.00 160,198 204,457 XQGD AREA AGENCY ON AGING PRGM MNGR 1.00 126,029 161,327 XQVB AGING & ADULT SVCS SR STAFF AS 8.00 105,474 128,204 XQWC AGING & ADULT SVCS STAFF ASST 1.00 82,650 100,462 Contra Costa County | FY25-26 Recommended Budget Page 474 Department Job Code Job Class Title FTE Min Salary Max Salary 0503 - EHSD AGING & ADULT SVCS 0503 - EHSD AGING & ADULT SVCS 187.00 0504 - EHSD WORKFORCE SVCS J3TF SECRETARY-JOURNEY LEVEL 7.00 55,792 76,910 J3TG SECRETARY-ADVANCED LEVEL 1.00 64,405 82,444 J9WG TRANSLATOR 2.00 59,169 71,920 JWHF CLERICAL SUPERVISOR 13.00 74,296 94,879 JWXB CLERK-EXPERIENCED LEVEL 45.00 53,086 65,866 JWXC CLERK-SENIOR LEVEL 76.00 58,659 74,910 JWXD CLERK-SPECIALIST LEVEL 31.00 66,256 84,612 LBWB AUTOMATED CALL DIS COORD I 1.00 99,856 121,376 X0HB SOCIAL WORK SUPERVISOR I 3.00 97,895 118,992 X0SA SOC SVC PROGRAM ASSISTANT 411.00 77,791 94,556 X0VC SOCIAL WORKER 17.00 84,551 102,773 X0WD SOCIAL SVC PROG ASST I 79.00 67,199 70,559 X4SH SOC SVC PROGRAM ANALYST 6.00 100,451 122,099 X7WB SOC SVC EMPLOYMENT PLACE CNSL 4.00 81,578 99,158 XAD2 EHS Deputy Bureau Director-Ex 2.00 149,619 181,862 XAD3 WORKFORCE SVCS DIRECTOR-EXEMPT 1.00 160,198 204,457 XADD EHS DIVISION MANAGER 9.00 126,029 161,327 XANA WORKFORCE SVCS SPECIALIST 13.00 111,016 134,941 XHHA Eligibility Work Supervisor 70.00 87,569 111,829 XQHF EHS PROG INTEGRITY COORD 1.00 100,352 121,978 XQHG TRANSPORTATION SERVICES MANAGE 1.00 108,839 132,295 XQSN EHS PROGRAM INTEGRITY ASST 3.00 79,741 96,926 XQSP QUALITY ASSURANCE MONITOR 2.00 79,741 96,926 0504 - EHSD WORKFORCE SVCS 0504 - EHSD WORKFORCE SVCS 798.00 0583 - EHSD WFRC INVESTMENT BRD AP7A ADMINISTRATIVE AIDE-DEEP CLASS 1.00 51,762 80,301 APHA PROGRAM/PROJECTS COORDINATOR 2.00 117,589 143,271 APTA ADMINISTRATIVE SVCS ASST III 1.00 99,363 120,776 APVA ADMINISTRATIVE SVCS ASST II 1.00 85,142 103,490 J3TG SECRETARY-ADVANCED LEVEL 1.00 64,405 82,444 JWXB CLERK-EXPERIENCED LEVEL 1.00 53,086 65,866 JWXD CLERK-SPECIALIST LEVEL 1.00 66,256 84,612 LTWK BUSINESS SYSTEMS ANALYST 1.00 105,759 128,550 X7GA ONE-STOP OPER CONSORT ADMN 2.00 126,314 153,536 X7SC BUSINESS SVCS REPRESENTATIVE 1.00 82,732 100,561 X7WC ONE-STOP CAREER CENTER CASE MG 1.00 77,791 94,556 XAD4 WORKFORCE INV BD EXC DIR-EX 1.00 149,619 181,862 XANA WORKFORCE SVCS SPECIALIST 3.00 111,016 134,941 0583 - EHSD WFRC INVESTMENT BRD 0583 - EHSD WFRC INVESTMENT BRD 17.00 0588 - COMMUNITY SERVICES 1KVD INST SVCS WORKER-GENERALIST 8.00 54,837 66,655 1KVF INST SVCS WORKER-LEAD 2.00 76,497 76,497 1WHB ENVIRONMENTAL SVCS SUPERVISOR 1.00 69,228 84,147 98V2 Child Nutrition Cook-Project 2.00 48,600 59,073 98W2 CHILD NUTRT FD SVC TRNS-PRJ 4.00 41,208 50,089 98W4 Child Nutrition Assistant-Proj 3.00 45,420 55,208 99J3 INTERMEDIATE CLERK-PRJ 31.00 53,086 65,866 9JS3 CHILD NUTRT FOOD OPER SUPV-PRJ 1.00 78,377 95,268 9KT7 SENIOR CLERK-PROJECT 20.00 58,659 74,910 9KV8 COMMUNITY SVCS BLDG SVC WRKR-P 2.00 46,437 56,444 9MD3 ASSISTANT DIRECTOR-PROJECT 3.00 99,598 121,062 9MS3 COMPREHENSIVE SVCS MAN -PRJ 14.00 83,422 101,400 9MS7 COMPREHENSIVE SVCS ASST MGR-PR 17.00 65,388 79,479 APTA ADMINISTRATIVE SVCS ASST III 10.00 99,363 120,776 APVA ADMINISTRATIVE SVCS ASST II 2.00 85,142 103,490 CCD1 COMMUNITY SVCS DIRECTOR-EXEMPT 1.00 160,198 204,457 CJF1 SITE SUPERVISOR III-PROJECT 3.00 79,747 96,933 CJG1 SITE SUPERVISOR II - PROJECT 9.00 75,037 91,208 CJH2 SITE SUPERVISOR I-PROJECT 3.00 69,173 84,080 CJN1 TEACHER-PROJECT 6.00 62,224 75,634 Contra Costa County | FY25-26 Recommended Budget Page 475 Department Job Code Job Class Title FTE Min Salary Max Salary CJN2 INFANT TODDLER TEACHER-PROJECT 1.00 62,224 75,634 CJT1 MASTER TEACHER-PROJECT 19.00 65,453 79,558 CJT2 INF/TOD MASTER TEACHER-PRJ 4.00 65,453 79,558 CJW1 ASSOCIATE TEACHER-PROJECT 14.00 50,116 60,916 CJW2 INFANT TODDLER ASSOC TCHER-PRJ 3.00 50,116 60,916 J3TG SECRETARY-ADVANCED LEVEL 1.00 64,405 82,444 JWXB CLERK-EXPERIENCED LEVEL 2.00 53,086 65,866 JWXC CLERK-SENIOR LEVEL 2.00 58,659 74,910 LTVJ SR BUSINESS SYSTEMS ANALYST 1.00 115,959 155,397 LTWK BUSINESS SYSTEMS ANALYST 1.00 105,759 128,550 VCSH ASST FACILITIES MANAGER 1.00 99,363 120,776 XAD2 EHS Deputy Bureau Director-Ex 1.00 149,619 181,862 XADD EHS DIVISION MANAGER 3.00 126,029 161,327 0588 - COMMUNITY SERVICES 0588 - COMMUNITY SERVICES 195.00 0589 - CHILD DEV-DEPT 9KT7 SENIOR CLERK-PROJECT 2.00 58,659 74,910 9MS3 COMPREHENSIVE SVCS MAN -PRJ 2.00 83,422 101,400 9MS7 COMPREHENSIVE SVCS ASST MGR-PR 8.00 65,388 79,479 APTA ADMINISTRATIVE SVCS ASST III 1.00 99,363 120,776 CJN1 TEACHER-PROJECT 11.00 62,224 75,634 CJN2 INFANT TODDLER TEACHER-PROJECT 10.00 62,224 75,634 CJT2 INF/TOD MASTER TEACHER-PRJ 1.00 65,453 79,558 CJW1 ASSOCIATE TEACHER-PROJECT 19.00 50,116 60,916 CJW2 INFANT TODDLER ASSOC TCHER-PRJ 14.00 50,116 60,916 0589 - CHILD DEV-DEPT 0589 - CHILD DEV-DEPT 68.00 0586 - ZERO TOLRNCE-DOM VIOLENCE APHA PROGRAM/PROJECTS COORDINATOR 1.00 117,589 143,271 APTA ADMINISTRATIVE SVCS ASST III 2.00 99,363 120,776 XAD1 EHS DIVISION MANAGER-PROJECT 1.00 126,029 161,327 0586 - ZERO TOLRNCE-DOM VIOLENCE 0586 - ZERO TOLRNCE-DOM VIOLENCE 4.00 19 - EMPLOYMENT & HUMAN SERVICES 1,924.50 24 - CLERK-RECORDER ELECTIONS 0043 - ELECTIONS ADSH DEPTL COMM & MEDIA REL COORD 1.00 101,189 122,995 ALA1 CLERK RECORDER 1.00 271,686 271,686 ALB1 ASST COUNTY REGISTRAR-EXEMPT 1.00 151,107 202,498 ALB2 DEPUTY CO CLERK-RECORDER-EX 1.00 169,996 227,811 ALHB Elections Services Supervisor 6.00 79,519 96,656 EBHA Elections Outreach Specialist 4.00 79,519 96,656 EBSA ELECTIONS SVCS MANAGER 3.00 114,703 139,423 EBTA ELECTIONS SVCS TECHNICIAN 7.00 60,805 73,909 EBVA ELECTIONS SVCS SPECIALIST 9.00 69,432 84,395 LNSB NETWORK ADMINISTRATOR II 1.00 115,959 140,949 LTWB INFO SYS TECHNICIAN I 1.00 79,677 96,848 0043 - ELECTIONS 0043 - ELECTIONS 35.00 0355 - RECORDER ALB3 Asst County Clerk-Recorder -Ex 1.00 151,107 202,498 APTA ADMINISTRATIVE SVCS ASST III 1.00 99,363 120,776 EAHA CLERK-RECORDER SVCS SUPERVISOR 4.00 79,519 96,656 EASA CLERK-RECORDER SVCS MANAGER 2.00 114,703 139,423 EATA CLERK-RECORDER SVCS SPECIALIST 12.00 69,432 84,395 EAVA CLERK-RECORDER SVCS TECHNICIAN 11.00 60,805 73,909 JDVC ACCOUNT CLERK - EXP LEVEL 1.00 54,513 67,580 JWXD CLERK-SPECIALIST LEVEL 1.00 66,256 84,612 SATA ACCOUNTANT III 1.00 94,097 114,375 0355 - RECORDER 0355 - RECORDER 34.00 0353 - RECORDER MICRO/MOD EAGA Records Archive Manager 1.00 114,703 139,423 EAHA CLERK-RECORDER SVCS SUPERVISOR 1.00 79,519 96,656 EATA CLERK-RECORDER SVCS SPECIALIST 2.00 69,432 84,395 Contra Costa County | FY25-26 Recommended Budget Page 476 Department Job Code Job Class Title FTE Min Salary Max Salary J3T5 EXEC SECRETARY-EXEMPT 1.00 82,682 100,500 LTNA INFO SYS MANAGER I 1.00 127,649 171,062 LTVH INFO SYS ASSISTANT II 5.00 53,461 64,982 LTWB INFO SYS TECHNICIAN I 2.00 79,677 96,848 0353 - RECORDER MICRO/MOD 0353 - RECORDER MICRO/MOD 13.00 24 - CLERK-RECORDER ELECTIONS 82.00 25 - SHERIFF-CORONER 0255 - SHERIFF 64FG SHERIFF DIR OF PROP EVIDENCE 1.00 121,396 147,558 64HC SUPERVISING FINGERPRINT TECH 3.00 101,903 126,960 64HD SUPERVISING SHF 'S DISPATCHER 7.00 105,079 130,918 64HE RECORDS MANAGER 2.00 121,396 147,558 64SA SHERIFF'S PHOTOGRAPHER 1.00 94,704 117,991 64VA SHERIFF'S CRIME ANALYST 2.00 99,804 127,378 64VE SHERIFF'S SPECIALIST 24.00 79,165 98,631 64VH FINGERPRINT TECHNICIAN II 9.50 89,773 111,848 64VI SHERIFF COMMUNITY SVC OFFICER 6.00 83,265 103,740 64WJ FINGERPRINT TECHNICIAN I 1.00 83,928 92,530 64WK SHERIFF'S DISPATCHER I 22.00 87,578 96,555 64WM SHERIFF'S DISPATCHER II 27.00 95,930 113,828 64WR SHERIFF'S RANGER 18.00 60,714 75,644 6AFE SHERIFF'S DIRECTOR OF SUP SVCS 4.00 121,396 147,558 6CGA FORENSIC MANAGER 3.00 176,600 214,659 6CHB FORENSIC SUPERVISOR 4.00 159,423 198,624 6CVB CRIME SCENE INVESTIGATOR II 1.00 83,265 103,740 6CW1 FORENSIC ANALYST-PROJECT 2.00 90,657 140,639 6DDB SHERIFF'S CHF OF FORENSIC SVCS 1.00 195,078 248,974 6DHB DEPUTY SHERIFF-FORENSIC SUPVR 2.00 160,182 204,437 6DTA CRIMINALIST III 21.00 148,748 185,324 6DTB DEPUTY SHERIFF-CRIMINALIST III 1.00 148,873 190,003 6DVC CRIMINALIST II 1.00 128,472 160,063 6DWB CRIMINALIST I 2.00 117,985 130,079 6ENA BACKGROUND INVESTIGATOR II 2.00 113,741 141,710 6EVA BACKGROUND INVESTIGATOR I 1.00 103,223 128,605 6XA1 SHERIFF-CORONER 1.00 360,719 360,719 6XB2 ASST SHERIFF-EXEMPT 4.00 276,837 276,837 6XB4 UNDERSHERIFF-EXEMPT 1.00 309,917 309,917 6XDA CAPTAIN 6.00 185,839 237,183 6XF1 CHIEF POLICE-CONTRACT AGNCY-EX 3.00 233,301 233,301 6XHA LIEUTENANT 22.00 157,672 201,234 6XTA SERGEANT 50.00 130,892 167,055 6XWA DEPUTY SHERIFF-40 HOUR 247.00 113,162 144,427 APD4 Chief of Admin Svcs II- Exempt 1.00 170,085 187,518 APHA PROGRAM/PROJECTS COORDINATOR 1.00 117,589 143,271 APSA DEPARTMENTAL FISCAL OFFICER 1.00 112,286 143,735 APTA ADMINISTRATIVE SVCS ASST III 3.00 99,363 120,776 APWA ADMINISTRATIVE ANALYST 4.00 69,984 85,066 J3T0 SHERIFF'S EXECUTIVE ASST-EX 1.00 76,490 107,693 J3T5 EXEC SECRETARY-EXEMPT 1.00 82,682 100,500 JD7A ACCOUNTING TECHNICIAN 4.00 67,026 85,595 JDHD ACCOUNT CLERK SUPERVISOR 1.00 74,296 94,879 JDTD ACCOUNT CLERK-ADVANCED LEVEL 4.00 60,528 77,296 JDVC ACCOUNT CLERK-EXPERIENCED LVL 1.00 54,513 67,580 JWHF CLERICAL SUPERVISOR 6.00 74,296 94,879 JWXB CLERK-EXPERIENCED LEVEL 7.00 53,086 65,866 JWXC CLERK-SENIOR LEVEL 26.00 58,659 74,910 Contra Costa County | FY25-26 Recommended Budget Page 477 Department Job Code Job Class Title FTE Min Salary Max Salary JWXD CLERK-SPECIALIST LEVEL 1.00 66,256 84,612 LBTA NETWORK ANALYST II 2.00 124,169 150,929 LNSA NETWORK ADMINISTRATOR I 1.00 105,759 128,550 LNSB NETWORK ADMINISTRATOR II 1.00 115,959 140,949 LPNB INFO SYS PROGRAMMER/ANALYST IV 2.00 115,959 155,397 LPVA INFO SYS PROGRAMMER/ANALYST II 1.00 95,789 116,432 LTNA INFO SYS MANAGER I 1.00 127,649 171,062 LTTA INFO SYS SPECIALIST III 3.00 97,481 118,489 LTVB INFO SYS TECHNICIAN II 2.00 86,931 105,665 LWVA SYSTEMS SOFTWARE ANALYST II 1.00 127,649 171,062 PMSB SHERIFF'S FLEET SVCS COORD 1.00 77,729 94,480 SAHJ SUPERVISING ACCOUNTANT 1.00 106,705 129,701 SATA ACCOUNTANT III 1.00 94,097 114,375 SAWA ACCOUNTANT I 1.00 73,901 89,827 0255 - SHERIFF 0255 - SHERIFF 582.50 0277 - SHERIFF CONTRACT SVCS 64WR SHERIFF'S RANGER 11.00 60,714 75,644 6XHA LIEUTENANT 1.00 157,672 201,234 6XTA SERGEANT 4.00 130,892 167,055 6XWA DEPUTY SHERIFF-40 HOUR 51.00 113,162 144,427 0277 - SHERIFF CONTRACT SVCS 0277 - SHERIFF CONTRACT SVCS 67.00 0300 - CUSTODY SERVICES BUREAU 1KHB HEAD DETENTION COOK 3.00 86,416 95,273 1KTA LEAD COOK 10.00 66,670 73,504 64HA DETENTION SVCS SUPERVISOR 2.00 73,682 89,561 64TB LEAD DETENTION SVCS WORKER 5.00 56,509 68,687 64VD DETENTION SVCS WORKER 14.00 48,806 59,325 64VE SHERIFF'S SPECIALIST 17.00 79,165 98,631 64VF SHERIFF'S AIDE 27.00 67,166 83,682 64WR SHERIFF'S RANGER 2.00 60,714 75,644 6AFE SHERIFF'S DIRECTOR OF SUP SVCS 1.00 121,396 147,558 6X7A Deputy Sheriff-Recruit-Fixed 26.00 73,718 73,718 6XDA CAPTAIN 3.00 185,839 237,183 6XHA LIEUTENANT 7.00 157,672 201,234 6XTA SERGEANT 33.00 130,892 167,055 6XWA DEPUTY SHERIFF-40 HOUR 268.00 113,162 144,427 JWHF CLERICAL SUPERVISOR 2.00 74,296 94,879 JWXB CLERK-EXPERIENCED LEVEL 4.00 53,086 65,866 JWXC CLERK-SENIOR LEVEL 15.00 58,659 74,910 JWXD CLERK-SPECIALIST LEVEL 3.00 66,256 84,612 0300 - CUSTODY SERVICES BUREAU 0300 - CUSTODY SERVICES BUREAU 442.00 0359 - CORONER 6XDA CAPTAIN 1.00 185,839 237,183 6XTA SERGEANT 1.00 130,892 167,055 6XWA DEPUTY SHERIFF-40 HOUR 3.00 113,162 144,427 6XWB DEPUTY SHERIFF-56 HOUR 3.00 113,162 144,427 JWXD CLERK-SPECIALIST LEVEL 1.00 66,256 84,612 0359 - CORONER 0359 - CORONER 9.00 0362 - EMERGENCY SERVICES 64NE COMMUNITY WARNING SYS MANAGER 1.00 115,616 140,531 6XDA CAPTAIN 1.00 185,839 237,183 6XHA LIEUTENANT 2.00 157,672 201,234 6XTA SERGEANT 3.00 130,892 167,055 6XWA DEPUTY SHERIFF-40 HOUR 2.00 113,162 144,427 9GGA EMERGENCY SERVICES MANAGER 1.00 120,167 161,036 9GSA EMERGENCY PLANNING COORD 1.00 87,362 106,189 9GWB SR EMERGENCY PLANNING COORD 4.00 101,551 123,436 JWXC CLERK-SENIOR LEVEL 1.00 58,659 74,910 0362 - EMERGENCY SERVICES 0362 - EMERGENCY SERVICES 16.00 0273 - PRISONERS WELFARE 3KTB LIBRARY ASST-ADVANCED LEVEL 1.00 72,178 92,175 3KVB LIBRARY ASST-JOURNEY LEVEL 1.00 58,977 75,316 64HG INMATE INDUST ENGRAVE PROG SUP 1.00 78,658 95,609 6AFE SHERIFF'S DIRECTOR OF SUP SVCS 1.00 121,396 147,558 Contra Costa County | FY25-26 Recommended Budget Page 478 Department Job Code Job Class Title FTE Min Salary Max Salary APTA ADMINISTRATIVE SVCS ASST III 2.00 99,363 120,776 0273 - PRISONERS WELFARE 0273 - PRISONERS WELFARE 6.00 0258 - SHERIFF LAW ENF TRNG CNTR 64VE SHERIFF'S SPECIALIST 1.00 79,165 98,631 6X7A Deputy Sheriff-Recruit-Fixed 15.00 73,718 73,718 JWXC CLERK-SENIOR LEVEL 1.00 58,659 74,910 0258 - SHERIFF LAW ENF TRNG CNTR 0258 - SHERIFF LAW ENF TRNG CNTR 17.00 25 - SHERIFF-CORONER 1,139.50 30 - PROBATION 0308 - PROBATION PROGRAMS 1KVD INST SVCS WORKER-GENERALIST 1.00 54,837 66,655 7AA1 COUNTY PROBATION OFFICER-EX 1.00 219,468 294,108 7AB1 ASST CO PROB OFF - EXEMPT 2.00 182,143 232,466 7AGB PROBATION MANAGER 9.00 138,627 168,501 7AHA PROBATION SUPERVISOR I 17.00 123,765 150,437 7ATA Deputy Probation Ofcer II 104.00 101,288 123,116 7AWA DEPUTY PROBATION OFFICER I 10.00 90,363 115,328 7BFA PROBATION DIRECTOR 4.00 149,017 190,188 7BGA ORJ PROGRAM MGR 1.00 122,692 149,133 7CW1 Probation Community Assoc -Prj 3.00 47,004 57,134 ADSH DEPTL COMM & MEDIA REL COORD 1.00 101,189 122,995 APD4 Chief of Admin Svcs II- Exempt 1.00 170,085 187,518 APFA DIR OFFICE OF REENTRY AND JUST 1.00 153,488 186,566 APHA PROGRAM/PROJECTS COORDINATOR 2.00 117,589 143,271 APHB RESEARCH AND EVAL MANAGER 1.00 126,440 153,689 APSA DEPARTMENTAL FISCAL OFFICER 1.00 112,286 143,735 APTA ADMINISTRATIVE SVCS ASST III 3.00 99,363 120,776 APVA ADMINISTRATIVE SVCS ASST II 2.00 85,142 103,490 APWA ADMINISTRATIVE ANALYST 1.00 69,984 85,066 ARTA DEPARTMENTAL HR ANALYST II 1.00 103,258 152,559 J3T5 EXEC SECRETARY-EXEMPT 1.00 82,682 100,500 JDVC ACCOUNT CLERK-EXPERIENCED LVL 1.00 54,513 67,580 JJHC OFFICE MANAGER 1.00 76,460 97,643 JWHF CLERICAL SUPERVISOR 3.00 74,296 94,879 JWXB CLERK-EXPERIENCED LEVEL 3.00 53,086 65,866 JWXC CLERK-SENIOR LEVEL 16.00 58,659 74,910 JWXD CLERK-SPECIALIST LEVEL 13.00 66,256 84,612 LNSB NETWORK ADMINISTRATOR II 1.00 115,959 140,949 LNVA NETWORK TECHNICIAN II 2.00 95,599 116,201 LTVJ SR BUSINESS SYSTEMS ANALYST 1.00 115,959 155,397 LTWB INFO SYS TECHNICIAN I 1.00 79,677 96,848 VCGA MATERIEL MANAGER 1.00 96,742 117,590 VCXD Plnr/Eval-Level B 3.00 83,007 136,017 XQWA CONTRACTS/GRANTS SPLST I 1.00 73,682 89,561 APTC COMMUNITY & MEDIA RELATIONS SP 1.00 88,231 107,246 AP7B PERSONNEL TECHNICIAN 1.00 79,593 96,746 0308 - PROBATION PROGRAMS 0308 - PROBATION PROGRAMS 216.00 0309 - PROBATION FACILITIES 1KTA LEAD COOK 2.00 66,670 73,504 1KVD INST SVCS WORKER-GENERALIST 8.00 54,837 66,655 1KVF INST SVCS WORKER-LEAD 1.00 76,497 76,497 1KWA COOK 1.00 56,397 68,551 7AGB PROBATION MANAGER 2.00 138,627 168,501 7BFA PROBATION DIRECTOR 1.00 149,017 190,188 7KHA INST SUPERVISOR I 13.00 108,067 131,356 7KTB Juvenile Instit Ofcer II 75.00 85,659 109,325 7KWB JUVENILE INSTIT OFFICER I 26.00 63,727 77,460 91VA STOREKEEPER 1.00 63,136 76,743 Contra Costa County | FY25-26 Recommended Budget Page 479 Department Job Code Job Class Title FTE Min Salary Max Salary VCGA MATERIEL MANAGER 1.00 96,742 117,590 0309 - PROBATION FACILITIES 0309 - PROBATION FACILITIES 131.00 30 - PROBATION 347.00 33 - AGRICULTURE-WEIGHTS/MEASURES 0335 - AGRICULTURE-WEIGHTS/MEAS B9T1 LEAD PEST DETECTION SPEC - PRJ 0.70 65,610 65,610 B9W1 PEST DETECTION SPEC -PROJECT 11.20 59,661 59,661 B9W3 GLASSY WING SHARPSHTR SPEC-PRJ 0.70 59,661 59,661 B9W4 W&V Pest Ctrl Tech-Proj 2.10 59,661 59,661 B9WB AGRI AND STANDARDS AIDE 2.00 50,769 61,710 BAA1 AGRICULTURAL COM-DIR WTS/MEAS 1.00 176,347 214,351 BAB1 ASST AGR COM/WTS/MEAS-EXEMPT 1.00 138,698 168,589 BAHB DEP AG COMM/SEALER W&M 4.00 108,947 132,426 BANA AGRICULTURAL BIOL/W&M INSP III 12.00 96,532 117,336 BAVB AGRICULTURAL BIOL/W&M INSP II 1.00 82,226 99,947 BAWB AGRICULTURAL BIOL/W&M INSP I 9.00 76,040 92,427 J3T5 EXEC SECRETARY-EXEMPT 1.00 82,682 100,500 JWXB CLERK-EXPERIENCED LEVEL 1.00 53,086 65,866 JWXD CLERK-SPECIALIST LEVEL 1.00 66,256 84,612 0335 - AGRICULTURE-WEIGHTS/MEAS 0335 - AGRICULTURE-WEIGHTS/MEAS 47.70 33 - AGRICULTURE-WEIGHTS/MEASURES 47.70 36 - ANIMAL SERVICES 0366 - ANIMAL SERVICES ADSH DEPTL COMM & MEDIA REL COORD 1.00 101,189 122,995 APD6 CHIEF OF ADMIN SVCS I - EX 1.00 133,266 161,985 APTA ADMINISTRATIVE SVCS ASST III 1.00 99,363 120,776 APVA ADMINISTRATIVE SVCS ASST II 1.00 85,142 103,490 BCGA Animal Center Operations Mngr 1.00 102,765 124,911 BCSA Animal Center Ops Coordinator 6.00 75,305 91,533 BJA1 DIRECTOR OF ANIMAL SERV-EXEMPT 1.00 157,680 232,965 BJD2 Animal Services Captain-Ex 1.00 126,440 153,689 BJHB ANIMAL SVCS LIEUTENANT 3.00 88,367 118,420 BJHC ANIMAL CENTER OPERATIONS SUPV 2.00 83,402 101,376 BJSS ANIMAL SVCS VOLUNTEER COORD 1.00 66,079 80,319 BJTC SR ANIMAL CENTER TECHNICIAN 2.00 70,878 86,152 BJTD ANIMAL SVCS SERGEANT 5.00 77,476 101,353 BJWC ANIMAL CENTER TECHNICIAN 10.00 55,391 67,328 BJWD ANIMAL SVCS OFFICER 15.00 70,381 92,071 BJWE ANIMAL SVCS UTILITY WORKER 3.00 45,395 55,178 BJXB ANIMAL SVCS CLERK 6.00 58,547 65,866 BKD1 CHIEF OF SHELTER MEDICINE-EX 1.00 168,835 205,220 BKRA VETERINARY ASSISTANT 7.00 59,441 72,251 BKS1 Animal Shelter Vet-Exempt 2.00 144,168 175,237 BKVA REGISTERED VETERINARY TECHN 7.00 69,065 83,949 J3T5 EXEC SECRETARY-EXEMPT 1.00 82,682 100,500 JJHC OFFICE MANAGER 0 76,460 97,643 JWHF CLERICAL SUPERVISOR 1.00 74,296 94,879 JWXB CLERK-EXPERIENCED LEVEL 1.00 53,086 65,866 JWXC CLERK-SENIOR LEVEL 4.00 58,659 74,910 JWXD CLERK-SPECIALIST LEVEL 6.00 66,256 84,612 0366 - ANIMAL SERVICES 0366 - ANIMAL SERVICES 90.00 36 - ANIMAL SERVICES 90.00 Contra Costa County | FY25-26 Recommended Budget Page 480 Department Job Code Job Class Title FTE Min Salary Max Salary 38 - CONSERVATION & DEVELOPMENT 0280 - CONSERVATION & DEVELOPMENT 4AA1 DIR OF CONSERVATION & DEVLP-EX 1.00 213,340 259,316 4AD1 DEP DIR OF CONSERV & DEV-EX 4.00 177,222 215,414 51SC SR PLANNING TECHNICIAN 2.00 86,856 105,574 51TB PLANNING TECHNICIAN III 1.00 79,925 97,149 51VB PLANNING TECHNICIAN II 1.00 69,510 84,490 51WB PLANNING TECHNICIAN I 4.00 60,393 73,408 5AH5 Asst Dep Dir, Conserv & Dev-Ex 5.00 156,149 189,800 5AH6 Economic Dev Manager - Exempt 1.00 136,863 183,409 5AHD PRINCIPAL PLANNER-LEVEL A 9.00 129,828 158,183 5AHE PRINCIPAL PLANNER-LEVEL B 9.00 150,467 166,087 5AHF Economic Development Proj Mgr 1.00 116,119 141,143 5ATA PLANNER III 20.00 105,759 128,550 5AVA PLANNER II 7.00 91,433 111,138 5AWA PLANNER I 11.00 85,226 93,962 9KT4 LD WEATHERIZATION HM RPR SPEC 3.00 69,364 84,312 9KW7 WEATHERIZATION/ HM REPAIR SPEC 4.00 66,210 72,996 APG1 Dept HR Ofcer I-Exempt 1.00 139,320 169,344 APSA DEPARTMENTAL FISCAL OFFICER 1.00 112,286 143,735 APTA ADMINISTRATIVE SVCS ASST III 3.00 99,363 120,776 APVA ADMINISTRATIVE SVCS ASST II 1.00 85,142 103,490 APWA ADMINISTRATIVE ANALYST 1.00 69,984 85,066 ARTA DEPARTMENTAL HR ANALYST II 1.00 103,258 152,559 FADF SUPERVISOR INSPECTION SERVICES 2.00 124,405 151,215 FAHE PRINCIPAL BUILDING INSPECTOR 7.00 111,899 136,014 FATE SR BUILDING INSPECTOR 12.00 117,462 129,502 FAVD BUILDING INSPECTOR II 3.00 108,624 119,758 FAWB BUILDING INSPECTOR I 8.00 90,802 100,109 FRTA SR BUILDING PLAN CHECKER 3.00 85,480 103,901 FRVA BUILDING PLAN CHECKER II 11.00 77,039 93,642 FRWA BUILDING PLAN CHECKER I 10.00 65,363 79,449 J3T5 EXEC SECRETARY-EXEMPT 1.00 82,682 100,500 J3TG SECRETARY-ADVANCED LEVEL 8.00 64,405 82,444 JD7A ACCOUNTING TECHNICIAN 5.00 67,026 85,595 JDTD ACCOUNT CLERK-ADVANCED LEVEL 1.00 60,528 77,296 JWXB CLERK-EXPERIENCED LEVEL 5.00 53,086 65,866 JWXC CLERK-SENIOR LEVEL 9.00 58,659 74,910 JWXD CLERK-SPECIALIST LEVEL 5.00 66,256 84,612 LNSB NETWORK ADMINISTRATOR II 1.00 115,959 140,949 LPNB INFO SYS PROGRAMMER/ANALYST IV 2.00 115,959 155,397 LPVA INFO SYS PROGRAMMER/ANALYST II 2.00 95,789 116,432 LTNA INFO SYS MANAGER I 1.00 127,649 171,062 LTNB INFO SYS MANAGER II 1.00 147,648 179,468 LTVA INFO SYS SPECIALIST II 1.00 84,194 102,338 LTVB INFO SYS TECHNICIAN II 1.00 86,931 105,665 NCGA SUPERVISING STRUCTURAL ENG 1.00 156,921 190,738 NCHA PRINCIPAL STRUCTURAL ENGINEER 4.00 145,979 177,438 NCNA SENIOR STRUCTURAL ENGINEER 6.00 153,236 168,943 NCSA STRUCTURAL ENGINEER 7.00 125,956 153,100 NXTA SR GRADING INSPECTOR 2.00 106,600 129,572 NXTB GRADING INSPECTOR II 2.00 108,624 119,758 NXWB GRADING INSPECTOR I 2.00 90,802 100,109 SAHJ SUPERVISING ACCOUNTANT 1.00 106,705 129,701 SATA ACCOUNTANT III 5.00 94,097 114,375 0280 - CONSERVATION & DEVELOPMENT 0280 - CONSERVATION & DEVELOPMENT 220.00 Contra Costa County | FY25-26 Recommended Budget Page 481 Department Job Code Job Class Title FTE Min Salary Max Salary 38 - CONSERVATION & DEVELOPMENT 220.00 40 - CHILD SUPPORT SERVICES 0249 - CCC DEPT CHILD SPPRT SVCS 29H1 Supervising Attorney-Dcss-Ex 1.00 221,247 268,927 29TA ATTORNEY ADVANCE-CHLD SPPT SVC 3.00 213,943 248,109 29VA ATTORNEY BASIC-CHILD SPPT SVCS 1.00 175,682 224,888 2Y7B LEGAL ASSISTANT 1.00 81,851 99,490 9CDA CHILD SPPRT SVCS MANAGER 2.00 135,622 164,850 APD6 CHIEF OF ADMIN SVCS I - EX 1.00 133,266 161,985 APTA ADMINISTRATIVE SVCS ASST III 1.00 99,363 120,776 APVA ADMINISTRATIVE SVCS ASST II 1.00 85,142 103,490 J9VA CHILD SUPPORT ASSISTANT 13.00 54,822 70,010 JDTD ACCOUNT CLERK-ADVANCED LEVEL 4.00 60,528 77,296 JWXB CLERK-EXPERIENCED LEVEL 2.00 53,086 65,866 JWXD CLERK-SPECIALIST LEVEL 1.00 66,256 84,612 LNSB NETWORK ADMINISTRATOR II 1.00 115,959 140,949 LPVA INFO SYS PROGRAMMER/ANALYST II 1.00 95,789 116,432 LTNA INFO SYS MANAGER I 1.00 127,649 171,062 LTVB INFO SYS TECHNICIAN II 1.00 86,931 105,665 SMA1 DIRECTOR OF CHILD SUPPORT SVCS 1.00 221,394 269,106 SMNA CHILD SPPRT SUPERVISOR 14.00 91,343 111,028 SMTA CHILD SPPRT SPECIALIST III 19.00 75,889 92,244 SMVB CHILD SPPRT SPECIALIST II 51.00 68,396 83,136 SMWF CHILD SPPRT SPECIALIST I 7.00 59,661 72,518 0249 - CCC DEPT CHILD SPPRT SVCS 0249 - CCC DEPT CHILD SPPRT SVCS 127.00 40 - CHILD SUPPORT SERVICES 127.00 42 - DISTRICT ATTORNEY 0242 - DISTRICT ATTORNEY 2KA1 DISTRICT ATTORNEY 1.00 367,301 367,301 2KD1 SR DEPUTY DISTRICT ATTORNEY-EX 5.00 221,247 268,927 2KD2 CHIEF ASST DISTRICT ATTORNEY-E 1.00 251,390 320,845 2KD3 ASST DISTRICT ATTORNEY-EXEMPT 2.00 235,022 285,670 2KHA VICT/WIT ASSISTANCE PROG MNGR 1.00 115,850 140,817 2KHB Vict/Wit Assistance Prog Supv 2.00 83,060 100,960 2KTA Deputy District Attorney III 43.00 176,435 225,181 2KTB Deputy District Attorney IV 41.10 236,440 248,262 2KVA Deputy District Attorney II 17.00 138,241 152,411 2KWA Deputy District Attorney I 4.00 126,681 126,681 2Y7B LEGAL ASSISTANT 5.00 81,851 99,490 65SA VICT/WIT ASSISTANCE PROG SPEC 15.00 64,260 78,108 6K7C Case Preparation Assistant 7.00 65,545 79,670 6KD1 DA CHIEF OF INSPECTORS-EXEMPT 1.00 176,580 220,000 6KD2 DA Adjutant Sr Inspectors-Ex 1.00 162,551 202,521 6KNB DA LIEUTENANT OF INSPECTORS 3.00 156,487 199,721 6KSA DA FORENSIC ACCOUNTANT 2.00 133,634 162,433 6KVA DA SR INSPECTOR 22.00 128,345 177,671 6KWA DA Asst Investigator 4.00 106,153 129,030 ADSH DEPTL COMM & MEDIA REL COORD 1.00 101,189 122,995 APD4 Chief of Admin Svcs II- Exempt 1.00 170,085 187,518 APSA DEPARTMENTAL FISCAL OFFICER 1.00 112,286 143,735 APTA ADMINISTRATIVE SVCS ASST III 4.00 99,363 120,776 J3T7 DA PROGRAM ASSISTANT-EXEMPT 1.00 76,490 107,693 JDTD ACCOUNT CLERK-ADVANCED LEVEL 1.00 60,528 77,296 JJGE DA MANAGER OF LAW OFFICES 1.00 99,144 126,611 Contra Costa County | FY25-26 Recommended Budget Page 482 Department Job Code Job Class Title FTE Min Salary Max Salary JJHG DA OFFICE MANAGER 5.00 78,562 100,327 JWXB CLERK-EXPERIENCED LEVEL 20.50 53,086 65,866 JWXC CLERK-SENIOR LEVEL 13.00 58,659 74,910 JWXD CLERK-SPECIALIST LEVEL 16.00 66,256 84,612 LTNA INFO SYS MANAGER I 1.00 127,649 171,062 LTVB INFO SYS TECHNICIAN II 1.00 86,931 105,665 VCXD Plnr/Eval-Level B 1.00 83,007 136,017 LNSA Network Administrator I 1.00 105,759 128,550 0242 - DISTRICT ATTORNEY 0242 - DISTRICT ATTORNEY 245.60 0245 - D A WELFARE FRAUD 2KTB Deputy District Attorney IV 1.00 236,440 248,262 6KVA DA SR INSPECTOR 1.00 128,345 177,671 0245 - D A WELFARE FRAUD 0245 - D A WELFARE FRAUD 2.00 42 - DISTRICT ATTORNEY 247.60 43 - PUBLIC DEFENDER 0243 - PUBLIC DEFENDER 25A1 PUBLIC DEFENDER 1.00 277,175 336,908 25D1 CHIEF ASST PUBLIC DEFENDER 1.00 249,407 318,313 25D2 ASST PUBLIC DEFENDER-EXEMPT 10.00 221,466 269,193 25HA FORENSIC SW SUPERVISOR 2.00 115,041 139,833 25T1 DEPUTY PUBLIC DEFENDER III-PRJ 1.00 176,435 225,181 25TA DEPUTY PUBLIC DEFENDER IV 39.00 236,440 248,262 25TB DEPUTY PUBLIC DEFENDER III 33.50 176,435 225,181 25V1 SR FORENSIC SOCIAL WORKER-PROJ 2.00 101,448 123,310 25VA DEPUTY PUBLIC DEFENDER II 19.00 138,241 152,411 25VB SENIOR FORENSIC SOCIAL WORKER 2.00 101,448 123,310 25W4 FORENSIC SOCIAL WORKER-PROJECT 0 95,124 104,875 25WA DEPUTY PUBLIC DEFENDER I 9.00 126,681 126,681 25WC FORENSIC SOCIAL WORKER 1.00 95,124 104,875 26SC PUBLIC DEFENDER CLIENT SVC SPC 6.00 89,130 108,338 2Y7B LEGAL ASSISTANT 22.00 81,851 99,490 6EH1 CHIEF INVESTIGATOR PD-EXEMPT 1.00 152,266 185,081 6K7C CASE PREPARATION ASSISTANT 4.00 65,545 79,670 6NVA PUBLIC DEFENDER INVESTIGATR II 11.00 121,454 147,629 6NW1 PD INVESTIGATOR I-PRJ 1.00 106,153 129,030 6NWA PUBLIC DEFENDER INVESTIGATOR I 2.00 106,153 129,030 99J3 INTERMEDIATE CLERK-PRJ 2.00 53,086 65,866 AP73 ADMINISTRATIVE AIDE-PROJECT 1.00 51,762 80,301 APD6 CHIEF OF ADMIN SVCS I - EX 1.00 133,266 161,985 APSA DEPARTMENTAL FISCAL OFFICER 1.00 112,286 143,735 APTA ADMINISTRATIVE SVCS ASST III 4.00 99,363 120,776 JD7A ACCOUNTING TECHNICIAN 1.00 67,026 85,595 JWXB CLERK-EXPERIENCED LEVEL 5.00 53,086 65,866 JWXC CLERK-SENIOR LEVEL 7.00 58,659 74,910 JWXD CLERK-SPECIALIST LEVEL 4.00 66,256 84,612 JJGE MANAGER OF LAW OFFICES 1.00 99,144 126,611 APV2 ADMINISTRATIVE SVCS ASST III-PR 1.00 85,142 103,490 0243 - PUBLIC DEFENDER 0243 - PUBLIC DEFENDER 195.50 43 - PUBLIC DEFENDER 195.50 65 - PUBLIC WORKS 0020 - PURCHASING APVA ADMINISTRATIVE SVCS ASST II 1.00 85,142 103,490 JWXC CLERK-SENIOR LEVEL 1.00 58,659 74,910 STD1 PROCUREMENT SVCS MANAGER-EX 1.00 126,565 153,841 Contra Costa County | FY25-26 Recommended Budget Page 483 Department Job Code Job Class Title FTE Min Salary Max Salary STTA BUYER II 5.00 89,463 108,743 STTB SR BUYER 4.00 99,363 120,776 0020 - PURCHASING 0020 - PURCHASING 12.00 0079 - BUILDING MAINTENANCE 91VC MATERIALS TECHNICIAN 3.00 69,226 84,145 91VD LEAD MATERIALS TECHNICIAN 1.00 75,904 92,261 APWA ADMINISTRATIVE ANALYST 4.00 69,984 85,066 DY7B REAL PROPERTY TECH ASSISTANT 1.00 62,662 80,022 DYNA SUPERVISING REAL PROPERTY AGNT 1.00 120,048 145,920 DYTA ASSOC REAL PROPERTY AGENT 1.00 94,751 120,929 DYTB SR REAL PROPERTY AGENT 2.00 106,218 132,337 GBSA ENERGY MANAGER 1.00 137,217 166,788 GFDA PW FACILITIES SUPERINTENDENT 1.00 148,632 180,663 GFFA ASST FACILITIES MNT. MANAGER 1.00 125,146 152,116 GFSA Facilities Maintenance Supvr 3.00 116,766 141,930 GFTA LEAD ELECTRICIAN 2.00 113,638 125,286 GFTB LEAD PAINTER 1.00 107,215 118,204 GFTC LEAD CARPENTER 4.00 107,215 118,204 GFTE LEAD STEAMFITTER 1.00 122,548 135,109 GFVA STEAMFITTER 9.00 107,109 118,087 GFWA ELECTRICIAN 17.00 99,322 109,502 GFWB CARPENTER 16.00 93,429 103,006 GFWE PAINTER 9.00 93,429 103,006 GFWG ROOFER 1.00 97,108 107,061 GKGC CUSTODIAL & RECYCLE SVCS MNGR 1.00 92,985 113,024 GKHC CUSTODIAL SVCS SUPERVISOR 1.00 79,322 96,416 GKNB LEAD RESOURCE CENTER ATTENDANT 1.00 81,351 89,689 GKTB LEAD CUSTODIAN 4.00 64,552 71,169 GKWB CUSTODIAN II 48.00 56,812 62,635 GPHH GROUNDS MAINTENANCE SUPV 1.00 83,721 101,763 GPHJ RECYCLE AND SURPLUS CENTER SUP 1.00 83,804 101,864 GPTA LEAD GARDENER 5.00 83,970 92,577 GPVA RECYCLE CENTER ATTENDANT II 3.00 59,495 65,593 GPVD GROUNDS MAINTCE SPEC-IRRIGATN 1.00 78,115 86,121 GPWA GARDENER 15.00 57,811 63,736 GPWE RECYCLE CENTER ATTENDANT I 4.00 52,361 57,728 GWTC LEAD STATIONARY ENGINEER 2.00 106,729 129,730 GWTD STATIONARY ENG-SYS SPEC II 1.00 104,303 114,994 GWVC STATIONARY ENGINEER 20.00 93,653 113,836 GWVD STATIONARY ENG-SYS SPEC I 1.00 99,363 109,548 JWXC CLERK-SENIOR LEVEL 3.00 58,659 74,910 JWXD CLERK-SPECIALIST LEVEL 2.00 66,256 84,612 NEHA SR CAPITAL FAC PROJECT MNGR 6.00 136,134 165,472 NEHC SUPERVISING CAPITAL FAC PRJ MG 1.00 153,461 186,533 NEVA ASSOC CAPITAL FAC PROJ MANAGER 4.00 117,578 142,917 NEWC ASST CAPITAL FAC PROJ MANAGER 3.00 105,863 128,677 PETD LEAD ELECTRONIC SYSTEMS SPEC 2.00 98,482 119,705 PEWE ELECTRONIC SYSTEMS SPECIALIST 13.00 85,734 104,210 PSWB MAINTENANCE WORKER I 1.00 62,816 76,353 0079 - BUILDING MAINTENANCE 0079 - BUILDING MAINTENANCE 223.00 0148 - PRINT & MAIL SERVICES 5HWB GRAPHIC DESIGNER 2.00 67,419 81,948 9QWA DRIVER CLERK 5.00 54,584 66,348 9XGA PRINT & MAIL SERVICES MANAGER 1.00 99,363 120,776 9XHE PRINT & MAIL SERVICES SUPV 1.00 83,390 101,361 9XTD DUPLICATING MACHINE OPER II 3.00 62,700 76,213 9XVD REPROGRAPHICS TECHNICIAN II 2.00 57,925 70,409 9XWC BINDERY WORKER 3.00 43,857 53,308 9XWD MAILING MACHINE OPERATOR 3.00 52,413 63,708 JDVC ACCOUNT CLERK-EXPERIENCED LVL 1.00 54,513 67,580 JWXB CLERK-EXPERIENCED LEVEL 1.00 53,086 65,866 Contra Costa County | FY25-26 Recommended Budget Page 484 Department Job Code Job Class Title FTE Min Salary Max Salary JWXC CLERK-SENIOR LEVEL 1.00 58,659 74,910 0148 - PRINT & MAIL SERVICES 0148 - PRINT & MAIL SERVICES 23.00 0650 - PUBLIC WORKS 5ASD WATERSHED MGMNT PLNG SPEC 5.00 94,845 115,285 5ASE SR WATERSHED MGMT PLNG SPEC 2.00 119,930 145,775 5RHA PRINCIPAL ENVIRO ANALYST 1.00 150,318 165,923 5RTA ENVIRONMENTAL ANALYST III 2.00 105,863 128,677 5RVA ENVIRONMENTAL ANALYST II 3.00 91,524 111,248 5RWA ENVIRONMENTAL ANALYST I 2.00 77,345 94,013 ADSH DEPTL COMM & MEDIA REL COORD 1.00 101,189 122,995 APD4 Chief of Admin Svcs II- Exempt 1.00 170,085 187,518 APG2 Dept HR Ofcer II-Ex 1.00 154,140 187,358 APHA PROGRAM/PROJECTS COORDINATOR 1.00 117,589 143,271 APSG Training and Staff Dev Spc 1.00 110,495 134,307 APTA ADMINISTRATIVE SVCS ASST III 3.00 99,363 120,776 APVA ADMINISTRATIVE SVCS ASST II 1.00 85,142 103,490 APWA ADMINISTRATIVE ANALYST 6.00 69,984 85,066 ARTA DEPARTMENTAL HR ANALYST II 5.00 103,258 152,559 DY7C SR REAL PROPERTY TECH ASST 3.00 74,194 90,184 DYDA PRINCIPAL REAL PROPERTY AGENT 1.00 146,049 177,523 DYNA SUPERVISING REAL PROPERTY AGNT 2.00 120,048 145,920 DYTA ASSOC REAL PROPERTY AGENT 3.00 94,751 120,929 DYTB SR REAL PROPERTY AGENT 3.00 106,218 132,337 GPWC VEGETATION MANAGEMENT TECH 4.00 75,904 83,684 J3T5 EXEC SECRETARY-EXEMPT 1.00 82,682 100,500 J3TG SECRETARY-ADVANCED LEVEL 2.00 64,405 82,444 JD7A ACCOUNTING TECHNICIAN 3.00 67,026 85,595 JDHD ACCOUNT CLERK SUPERVISOR 1.00 74,296 94,879 JDTD ACCOUNT CLERK-ADVANCED LEVEL 5.00 60,528 77,296 JDVC ACCOUNT CLERK-EXPERIENCED LVL 6.00 54,513 67,580 JJHC OFFICE MANAGER 1.00 76,460 97,643 JWXB CLERK-EXPERIENCED LEVEL 7.00 53,086 65,866 JWXC CLERK-SENIOR LEVEL 2.00 58,659 74,910 LBHA NETWORK MANAGER 1.00 127,649 171,062 LNSA NETWORK ADMINISTRATOR I 1.00 105,759 128,550 LNSB NETWORK ADMINISTRATOR II 1.00 115,959 140,949 LNVA NETWORK TECHNICIAN II 1.00 95,599 116,201 LPNA INFO SYS PROJECT MANAGER 1.00 127,649 171,062 LPNB INFO SYS PROGRAMMER/ANALYST IV 4.00 115,959 155,397 LPTB INFO SYS PROGRAMMER/ANLYST III 2.00 105,759 128,550 LTNB INFO SYS MANAGER II 1.00 147,648 179,468 LTVB INFO SYS TECHNICIAN II 1.00 86,931 105,665 LTWB INFO SYS TECHNICIAN I 2.00 79,677 96,848 LTWK BUSINESS SYSTEMS ANALYST 1.00 105,759 128,550 LWSA DATABASE ADMINISTRATOR 1.00 121,483 162,799 N4WA TRAFFIC SAFETY INVESTIGATOR 1.00 78,115 94,949 N9HC SR HYDROLOGIST 1.00 136,476 165,888 NAA1 PW DIRECTOR 1.00 228,576 277,835 NAB1 CHIEF DEPUTY PW DIRECTOR-EX 1.00 226,324 249,522 NAD0 DEPUTY PUBLIC WORKS DIRECTOR-E 4.00 177,222 215,414 NAF1 COUNTY SURVEYOR-EXEMPT 1.00 136,373 174,154 NASB Stormwater Program Manager 1.00 145,661 177,051 NBHB ENGINEERING TECHNICIAN SUPV-TR 1.00 106,073 128,933 NKGA SUPERVISING CIVIL ENGINEER 5.00 153,461 186,533 NKHA SR CIVIL ENGINEER 9.00 136,476 165,888 NKHB SR TRAFFIC ENGINEER 1.00 142,337 173,012 NKVC ASSOC CIVIL ENGINEER 6.00 117,473 157,988 NKXC ENGINEER-ENTRY LEVEL 11.00 96,588 114,812 NKXD ENGINEER-JOURNEY LEVEL 9.00 106,641 139,922 NKXE ENGINEER-PROJECT 1.00 132,857 154,073 Contra Costa County | FY25-26 Recommended Budget Page 485 Department Job Code Job Class Title FTE Min Salary Max Salary NSGA SENIOR LAND SURVEYOR 1.00 143,382 158,079 NSHE ENGINEERING TECHNICIAN SUPV CO 1.00 106,073 128,933 NSSA ENGINEERING RECORD TEC SP 2.00 77,421 94,106 NSTH ENGINEERING TECHNICIAN-ENTRY 8.00 70,199 83,444 NSTJ ENGINEERING TECHNICIAN-JOURNEY 5.00 83,397 99,133 NSTK ENGINEERING TECHNICIAN-SENIOR 12.00 99,077 120,716 PSFB PW FIELD OPERATIONS MANAGER 1.00 135,865 165,145 PSGA PW ASST FIELD OPERATIONS MNGR 1.00 113,247 131,332 PSHB PW MAINTENANCE SUPERVISOR 7.00 99,767 115,699 PSNA MAINTENANCE WORKER IV 8.00 87,177 105,964 PSTD SR VEGETATION MGMT TECHNICIAN 1.00 97,030 106,975 PSTE MAINTENANCE WORKER III 13.00 77,641 94,373 PSVC MAINTENANCE WORKER II 5.00 66,004 80,228 PSWB MAINTENANCE WORKER I 37.00 62,816 76,353 SAHJ SUPERVISING ACCOUNTANT 3.00 106,705 129,701 SATA ACCOUNTANT III 2.00 94,097 114,375 SAWA ACCOUNTANT I 4.00 73,901 89,827 0650 - PUBLIC WORKS 0650 - PUBLIC WORKS 260.00 0841 - AIRPORT OPERATIONS 9BD1 DIRECTOR OF AIRPORTS 1.00 177,222 215,414 9BNA ASST DIR OF AIRPORTS 1.00 139,461 173,754 9BNB AIRPORT SAFETY OFFICER IV 2.00 94,108 114,389 9BTB AIRPORT SAFETY OFFICER III 3.00 81,294 98,814 9BVC AIRPORT SAFETY OFFICER II 2.00 70,225 85,359 APVA ADMINISTRATIVE SVCS ASST II 3.00 85,142 103,490 APWA ADMINISTRATIVE ANALYST 1.00 69,984 85,066 0841 - AIRPORT OPERATIONS 0841 - AIRPORT OPERATIONS 13.00 0064 - ISF FLEET SERVICES JWXB CLERK-EXPERIENCED LEVEL 1.00 53,086 65,866 PMFB FLEET MANAGER 1.00 136,712 166,174 PMHC Fleet Services Supervisor 1.00 119,528 131,780 PMNB Lead Equipment Mechanic 2.00 102,445 112,945 PMVA EQUIPMENT SERVICES WORKER 3.00 68,341 75,346 PMVB EQUIPMENT SERVICE WRITER 2.00 68,341 75,346 PMWBEQUIPMENT MECHANIC 11.00 89,463 98,633 0064 - ISF FLEET SERVICES 0064 - ISF FLEET SERVICES 21.00 65 - PUBLIC WORKS 552.00 70 - FIRE PROTECTION 7300 - CCC FIRE DISTRICT-CONSOLIDATED 91VA STOREKEEPER 1.00 63,136 76,743 9QWA DRIVER CLERK 5.00 54,584 66,348 ADSH DEPTL COMM & MEDIA REL COORD 1.00 101,189 122,995 AP7A ADMINISTRATIVE AIDE-DEEP CLASS 1.00 51,762 80,301 APD4 Chief of Admin Svcs II- Exempt 1.00 170,085 187,518 APDE FIRE DISTRICT CHIEF/ADMIN SVCS 1.00 154,044 187,241 APG2 Dept HR Ofcer II-Ex 1.00 154,140 187,358 APHA PROGRAM/PROJECTS COORDINATOR 1.00 117,589 143,271 APSA DEPARTMENTAL FISCAL OFFICER 2.00 112,286 143,735 APSG Training and Staff Dev Spc 2.00 110,495 134,307 ARTA DEPARTMENTAL HR ANALYST II 2.00 103,258 152,559 FRWA BUILDING PLAN CHECKER I 3.00 65,363 79,449 GFDF FIRE DISTRICT FACILITIES MNGR 2.00 122,449 148,838 GFSA Facilities Maintenance Supvr 1.00 116,766 141,930 J3T5 EXEC SECRETARY-EXEMPT 1.00 82,682 100,500 J3TG SECRETARY-ADVANCED LEVEL 4.00 64,405 82,444 JD7A ACCOUNTING TECHNICIAN 3.00 67,026 85,595 JDTD ACCOUNT CLERK-ADVANCED LEVEL 2.00 60,528 77,296 JWHF CLERICAL SUPERVISOR 1.00 74,296 94,879 Contra Costa County | FY25-26 Recommended Budget Page 486 Department Job Code Job Class Title FTE Min Salary Max Salary JWXB CLERK-EXPERIENCED LEVEL 3.00 53,086 65,866 JWXC CLERK-SENIOR LEVEL 5.00 58,659 74,910 JWXD CLERK-SPECIALIST LEVEL 1.00 66,256 84,612 LDVB GIS ANALYST 1.00 108,214 131,535 LPNB INFO SYS PROGRAMMER/ANALYST IV 1.00 115,959 155,397 LPTB INFO SYS PROGRAMMER/ANLYST III 1.00 105,759 128,550 LTNC FIRE DISTRICT INFO SYST MANGR 1.00 127,649 171,062 LTVB INFO SYS TECHNICIAN II 4.00 86,931 105,665 P2NC FIRE DISTRICT APPARATUS MNGR 1.00 139,777 169,900 PESC FIRE DISTRICT TELECOM SPEC 3.00 99,461 120,896 PMNC Lead Fire Emergency Veh Tech 1.00 140,105 154,466 PMSC FIRE APPARATUS SERVICE COORDIN 1.00 104,485 115,195 PMTC Fire Emergency Vehicle Tech II 2.00 121,043 133,450 PMVC Fire Emergency Vehicle Tech I 4.00 104,485 115,195 RBHA FIRE DISTRICT LOGISTICS MGR 1.00 96,742 117,590 RBNA Fire Control Worker Specialist 6.00 48,259 58,659 REDB FIRE DIST COMM CENTER MANAGER 1.00 133,465 162,228 RETA SR FIRE DIST DISPATCHER-56 HR 3.00 106,119 142,209 REWA FIRE DISTRICT DISPATCHER 12.00 96,401 129,186 RJGA Deputy Fire Marshal 1.00 199,147 242,065 RJHD FIRE EDUCATION COORDINATOR 1.00 66,079 80,319 RJVB FIRE INSPECTOR II 12.00 130,257 174,557 RJWE FIRE PREVENTION SPECIALIST 1.00 45,448 55,243 RJWG FIRE INVESTIGATOR 3.00 130,257 174,557 RJWH FIRE INVESTIGATOR - 56 HOUR 3.00 130,257 174,557 RJWJ FIRE INSPECTOR I 12.00 100,152 134,213 RP7A FIREFIGHTER-PARAMEDIC RECRUIT 5.00 116,649 116,649 RPA1 FIRE CHIEF-CONTRA COSTA 1.00 262,851 319,497 RPB1 ASST FIRE CHIEF-EXEMPT 3.00 215,261 261,651 RPB2 DEPUTY FIRE CHIEF - EXEMPT 3.00 240,149 291,902 RPB3 ASST FIRE CHIEF-EXEMPT 3.00 215,261 261,651 RPHA BATTALION CHIEF-56 HOUR 15.00 218,961 241,405 RPHE BATTALION CHIEF-40 HOUR 3.00 218,961 241,405 RPTA FIRE CAPTAIN-56 HOUR 58.00 132,994 178,225 RPTC FIRE CAPTAIN-40 HOUR 2.00 132,994 178,225 RPTD FIRE PREVENTION CAPTAIN 5.00 132,994 178,225 RPTE FIRE TRAINING CAPTAIN 1.00 132,994 178,225 RPTF Fire Captain-Paramedic/40 Hr 6.00 146,294 196,048 RPTG Fire Trg Captain-Paramedic 1.00 146,294 196,048 RPTH Fire Captain-Paramedic/56 Hour 66.00 146,294 196,048 RPVC FIRE ENGINEER/56 HOUR 74.00 117,978 158,102 RPVD FIRE ENGINEER/40 HOUR 1.00 117,978 158,102 RPVF Fire Engineer Paramedic/56 Hr 48.00 129,776 173,912 RPWA FIREFIGHTER/56 HOUR 120.00 107,068 143,482 RPWB FIREFIGHTER-PARAMEDIC/56 HOUR 62.00 117,745 157,789 RPWD FIREFIGHTER-RECRUIT 19.00 96,361 96,361 RPWF FIREFIGHTER/40 HOUR 2.00 107,068 143,482 RWSD FIRE EMS QUALITY IMPR COORD 1.00 157,295 196,439 SBSF FIRE DISTRICT FISCAL SPECIALST 3.00 80,311 97,618 PMWBEQUIPMENT MECHANIC 1.00 89,463 98,633 91VC MATERIALS TECHNICIAN 1.00 69,226 84,145 APHA PROGRAM/PROJECTS COORDINATOR 1.00 117,589 143,271 APTA ADMINISTRATIVE SVCS ASST III 1.00 99,363 120,776 7300 - CCC FIRE DISTRICT-CONSOLIDATED 7300 - CCC FIRE DISTRICT-CONSOLIDATED 626.00 7040 - CCCFPD EMS TRANSPORT FUND J3TG SECRETARY-ADVANCED LEVEL 1.00 64,405 82,444 JWXC CLERK-SENIOR LEVEL 1.00 58,659 74,910 LPNB INFO SYS PROGRAMMER/ANALYST IV 1.00 115,959 155,397 RAD1 Fire Dist Med Dir-Ex 1.00 442,429 442,429 REWA FIRE DISTRICT DISPATCHER 9.00 96,401 129,186 Contra Costa County | FY25-26 Recommended Budget Page 487 Department Job Code Job Class Title FTE Min Salary Max Salary RPB1 ASST FIRE CHIEF-EXEMPT 2.00 215,261 261,651 RPHD CHIEF FIRE EMERGENCY MED SVCS 1.00 219,275 241,751 RPTC FIRE CAPTAIN-40 HOUR 1.00 132,994 178,225 RWSD FIRE EMS QUALITY IMPR COORD 1.00 157,295 196,439 SBSF FIRE DISTRICT FISCAL SPECIALST 1.00 80,311 97,618 REHA SUPERVISING FIRE DISTRICT DISPATCHER - 40 HOUR 3.00 118,825 144,432 REHB SUPERVISING FIRE DISTRICT DISPATCHER - 56 HOUR 1.00 118,825 144,432 7040 - CCCFPD EMS TRANSPORT FUND 7040 - CCCFPD EMS TRANSPORT FUND 23.00 70 - FIRE PROTECTION 649.00 74 - EMERGENCY MEDICAL SERVICES 7406 - SERV AREA EM-1 ZONE B APTA ADMINISTRATIVE SVCS ASST III 1.00 99,363 120,776 APWA ADMINISTRATIVE ANALYST 1.00 69,984 85,066 J3TG SECRETARY-ADVANCED LEVEL 1.00 64,405 82,444 VAHE ASSISTANT DIRECTOR OF EMS 1.00 168,562 204,888 VANG HEALTH SVCS ADMIN-LEVEL B 1.00 75,461 123,652 VCB1 ASST DIR OF HEALTH SVCS 1.00 146,264 233,825 VBSG PRE-HOSPTL CARE COORDINATOR 8.00 157,295 196,439 7406 - SERV AREA EM-1 ZONE B 7406 - SERV AREA EM-1 ZONE B 14.00 74 - EMERGENCY MEDICAL SERVICES 14.00 76 - SERVICE AREA-POLICE 7650 - POLICE SVC-CROCKETT COGEN 6XWA DEPUTY SHERIFF-40 HOUR 1.00 113,162 144,427 7650 - POLICE SVC-CROCKETT COGEN 7650 - POLICE SVC-CROCKETT COGEN 1.00 7653 - SVC AREA P-2 ZONE A 6XHA LIEUTENANT 1.00 157,672 201,234 6XWA DEPUTY SHERIFF-40 HOUR 3.00 113,162 144,427 7653 - SVC AREA P-2 ZONE A 7653 - SVC AREA P-2 ZONE A 4.00 7655 - POLICE AREA 5 RND HILL 6XWA DEPUTY SHERIFF-40 HOUR 2.00 113,162 144,427 7655 - POLICE AREA 5 RND HILL 7655 - POLICE AREA 5 RND HILL 2.00 7657 - SVC AREA P-2 ZONE B 6XWA DEPUTY SHERIFF-40 HOUR 1.00 113,162 144,427 7657 - SVC AREA P-2 ZONE B 7657 - SVC AREA P-2 ZONE B 1.00 76 - SERVICE AREA-POLICE 8.00 85 - LIBRARY 0620 - LIBRARY-ADMIN & SUPPORT SVCS 3AAA COUNTY LIBRARIAN 1.00 188,816 253,031 3AFE Deputy Co Librarian 2.00 168,208 204,458 3AGE LIBRARY COLL/TECHNICAL SVCS MG 1.00 113,236 137,640 3AGF ADULT LITERACY PROGRAM MANAGER 1.00 98,421 125,688 3ATA LIBRARIAN III 6.00 91,917 111,726 3AVD LIBRARIAN II 8.00 83,561 101,569 3AWB LIBRARIAN I 1.00 75,965 92,335 3KGA Library Services Manager 4.00 134,142 163,051 3KHA LIBRARY CIRCULATION MANAGER 1.00 74,687 100,088 3KTB LIBRARY ASST-ADVANCED LEVEL 1.80 72,178 92,175 3KTC SR LIBRARY LITERACY ASSISTANT 3.80 74,356 94,956 3KVB LIBRARY ASST-JOURNEY LEVEL 6.00 58,977 75,316 3KVC LIBRARY LITERACY ASSISTANT 2.00 54,649 69,789 5HWB GRAPHIC DESIGNER 1.00 67,419 81,948 91VA STOREKEEPER 1.00 63,136 76,743 Contra Costa County | FY25-26 Recommended Budget Page 488 Department Job Code Job Class Title FTE Min Salary Max Salary 9QWA DRIVER CLERK 5.40 54,584 66,348 ADDL MEDIA PRODUCTION TECHNICIAN 1.00 71,881 87,371 ADSH DEPTL COMM & MEDIA REL COORD 1.00 101,189 122,995 AP7B PERSONNEL TECHNICIAN 1.00 79,593 96,746 APD6 CHIEF OF ADMIN SVCS I - EX 1.00 133,266 161,985 APG1 Dept HR Ofcer I-Exempt 1.00 139,320 169,344 APTA ADMINISTRATIVE SVCS ASST III 1.00 99,363 120,776 ARTA DEPARTMENTAL HR ANALYST II 2.00 103,258 152,559 J3T5 EXEC SECRETARY-EXEMPT 1.00 82,682 100,500 JD7A ACCOUNTING TECHNICIAN 1.00 67,026 85,595 JDTD ACCOUNT CLERK-ADVANCED LEVEL 2.00 60,528 77,296 JJHC OFFICE MANAGER 1.00 76,460 97,643 JWXB CLERK-EXPERIENCED LEVEL 1.00 53,086 65,866 JWXC CLERK-SENIOR LEVEL 3.80 58,659 74,910 JWXD CLERK-SPECIALIST LEVEL 5.00 66,256 84,612 LBHB INFO SYSTEMS SUPERVISOR 1.00 111,126 135,074 LNSA NETWORK ADMINISTRATOR I 1.00 105,759 128,550 LNSB NETWORK ADMINISTRATOR II 1.00 115,959 140,949 LPVA INFO SYS PROGRAMMER ANALYST II 1.00 95,788 116,431 LTNA INFO SYS MANAGER I 1.00 127,649 171,062 LTTA INFO SYS SPECIALIST III 2.00 97,481 118,489 LTVA INFO SYS SPECIALIST II 1.00 84,194 102,338 LTVJ SR BUSINESS SYSTEMS ANALYST 1.00 115,959 155,397 0620 - LIBRARY-ADMIN & SUPPORT SVCS 0620 - LIBRARY-ADMIN & SUPPORT SVCS 77.80 0621 - LIBRARY-COMMUNITY SERVICES 3AGG COMMUNITY LIBRARY MANAGER 8.00 100,882 128,830 3AGH SR COMMUNITY LIBRARY MANAGER 14.00 104,750 133,770 3ATA LIBRARIAN III 1.00 91,917 111,726 3AVD LIBRARIAN II 43.40 83,561 101,569 3AWB LIBRARIAN I 10.00 75,965 92,335 3KTB LIBRARY ASST-ADVANCED LEVEL 2.30 72,178 92,175 3KVB LIBRARY ASST-JOURNEY LEVEL 48.10 58,977 75,316 JWXB CLERK-EXPERIENCED LEVEL 5.00 53,086 65,866 JWXC CLERK-SENIOR LEVEL 27.40 58,659 74,910 JWXD CLERK-SPECIALIST LEVEL 12.00 66,256 84,612 0621 - LIBRARY-COMMUNITY SERVICES 0621 - LIBRARY-COMMUNITY SERVICES 171.20 85 - LIBRARY 249.00 95 - VETERANS SERVICE 0579 - VETERANS SERVICE OFFICE 96A1 COUNTY VETERANS SVC OFFICE 1.00 153,368 177,543 96B1 ASST COUNTY VET SVC OFFICER 1.00 128,396 148,634 96TA Veterans Service Manager 2.00 99,416 120,841 96VA Veterans Service Rep II 4.00 84,269 102,429 96WA Veterans Services Rep I 2.00 74,121 90,095 J3T5 EXEC SECRETARY-EXEMPT 1.00 82,682 100,500 JWXB CLERK-EXPERIENCED LEVEL 1.00 53,086 65,866 JWXC CLERK-SENIOR LEVEL 1.00 58,659 74,910 JWXD CLERK-SPECIALIST LEVEL 1.00 66,256 84,612 0579 - VETERANS SERVICE OFFICE 0579 - VETERANS SERVICE OFFICE 14.00 95 - VETERANS SERVICE 14.00 FY25-26 Recommended Budget Total FTE 11,279.33 Contra Costa County | FY25-26 Recommended Budget Page 489 Mandatory / Discretionary (M/D) Programs Department Division / Program Service Level Description Special Fund Agriculture/Weights and Measures Administration M D Provides direction and nancial control, develops and implements policies and procedures in support of department operations. Agriculture/Weights and Measures Agricultural Division M D Provides enforcement of pesticide use and worker safety regulations; enforcement of quarantine regulations; regulatory oversight of Certied Farmer’s Market, Industrial Hemp, and organic program; and performs pest detection, pest management, and pest eradication activities. Provides quality assurance programs involving fruits, nuts, vegetables, eggs, nursery stock, and seeds; and assists the public with pest identication and control techniques using environmentally safe integrated pest management practices. Agriculture/Weights and Measures Weights and Measures M D Provides assurance of fair business practices by performing routine inspection of all weighing and measuring devices such as delicatessen scales and gasoline pumps used in commercial transactions. Provides regulatory services to ensure commercial sales are made in compliance with state laws. This unit also enforces laws and regulations to prevent deceptive packaging and ensure accurate units of measure and accurate pricing charged to consumers at automated point-of-sale systems. Agriculture/Weights and Measures Cooperative Extension D D Works with County farmers to assure a sustainable safe, productive, environmentally friendly and economically viable food system; provides educational programs for youth-serving professionals in topics such as positive youth development, civic engagement, and adolescent development; administers the 4-H Youth Development Program, which focuses on science, life skill acquisition and citizenship; and provides research and education on critical nutrition issues including childhood obesity and anemia, especially for low-income families with young children. Animal Services Field Services M D Enforces state laws and County ordinances in the unincorporated area of the County and the cities that have agreements with the County. Animal Services Center Operations M M Provide temporary husbandry and veterinary care to animals impounded at the County's shelter. Animal Services Administration Services M D Provides operational support for the department and includes human resource functions, scal management, data management, contract management, and general business operations. Animal Services Community Services M D Provide public information, media relations, and community education while providing support to the admissions and adoptions and volunteer program. Animal Services Animal Benet Fund D D Provides monetary support for animal health and welfare projects not funded by departmental or general County revenue.Yes Assessor Appraisal M D Secured property appraisal mandated by R&T Code Sections 50- 93, 101-2125. Assessor Business M D Unsecured property appraisal mandated by R&T Code Sections 2901-2928.1. Assessor Support Services M D Provides clerical support for appraisal and business divisions; exemption processing; drafting and GIS mapping; public service; and information systems support. The GIS function is a countywide system that the ofce provides support for. R&T Code 75.20. Assessor Administrative Services M D Functions of Assessor are mandated. Duties of Assessor's Ofce, however, may be consolidated with Treasurer, or Recorder, or Clerk and Recorder. Contra Costa County | FY25-26 Recommended Budget Page 490 Department Division / Program Service Level Description Special Fund Assessor Property Tax Administration Program M D Provides funding from the State-County Property Tax Administration Program to be used to improve operations and enhance computer applications and systems. Yes Auditor-Controller Property Tax M D Builds the countywide tax roll and allocates and accounts for property tax apportionment and assessments. Assists in preparing the budget documents for the County and special districts, including monitoring expenditures for budget compliance. Assists in administering the bond programs that greatly enhance the County's nancial status. The Division is responsible for a variety of governmental scal reports. (Government Code §26880 & §26900) Auditor-Controller Payroll M D Processes timely and accurate payroll for all County departments, most re districts, some special districts, and some non-county regional agencies. Processes demands, purchase orders, and contracts. (Government Code §26880 & §26900) Auditor-Controller General Accounting/Accounts Payable M D Manages the countywide Financial System and processes various types of scal information for County departments, special districts, and other non-county agencies. Maintains the general ledger. Enforces accounting policies, procedures, and processes and ensures nancial reporting in accordance with County policies and state, and federal guidelines. Reconciles xed asset activity to County inventory. (Government Code §26880 & §26900) Auditor-Controller Internal Audit M D Develops and executes audit programs for the examination, verication, and analysis of nancial records, procedures, and internal controls of the County departments. Produces the Comprehensive Annual Financial Report. (Government Code §26880 & §26900) Auditor-Controller Special Accounting M D Assist in preparing the budget documents for the county and special districts, including monitoring expenditures for budget compliance. Prepares the countywide Cost Allocation plan. Prepares the State Controller and other governmental scal reports. (Government Code §26880 & §26900) Auditor-Controller Administration/ Systems M D Provides general management of nancial information and accounts of all departments, districts, and other agencies governed by the Board of Supervisors. Provides employee development, personnel, payroll, and scal administration. Provides systems development and support. (Government Code §26880 & §26900) Auditor-Controller Automated Systems Development D D Non-General Fund. Accumulates interest earnings from the Teeter Plan borrowing program and other funding sources to nance maintenance and enhancement for countywide nancial systems. Yes Board of Supervisors Legislation & Policy Direction M D Enforces statutes and enacts legislation, establishes general operating policies and plans, adopts annual budgets and levies taxes, determines land use, and appoints County ofcials. Board of Supervisors Municipal Advisory Councils D D Advises the Board of Supervisors on matters that relate to their respective unincorporated areas concerning services which are or may be provided by the County or other local government agencies. Board of Supervisors Board Mitigation Programs D D Provides funding from solid waste transfer facility mitigation fees related to West Contra Costa Sanitary Landll Inc. for benet of the incorporated and unincorporated North Richmond area. Board of Supervisors Merit Board M D Hears and makes determinations on appeals of employees and oversees merit system to ensure that merit principles are upheld. Board of Supervisors North Richmond Waste & Recovery Mitigation Fund D D Provides funding for programs through the North Richmond Waste & Recovery Mitigation program, which has been established to mitigate the impacts of illegally dumped waste and associated impacts in North Richmond and adjacent areas. Yes Contra Costa County | FY25-26 Recommended Budget Page 491 Department Division / Program Service Level Description Special Fund Capital Improvements Minor non-Capital Improvements D D Minor repairs and improvements to County facilities using in- house staff, consultants, and contractors. Capital Improvements Facilities Lifecycle Improvement Summary D D Addresses deferred facilities maintenance and capital renewal in accordance with the Real Estate Asset Management program (RAMP). Capital Improvements Plant Acquisition D D Majority of projects appropriated by mid-year adjustments. Used to plan, design and construct various repair, improvement and construction projects for County facilities using in-house staff, consultants and contractors. Child Support Services Child Support Services M M Mandated services assisting parents to meet their mutual obligation to support their children. Operations of this Department are currently controlled by the regulations of the State Department of Child Support Services. Clerk – Recorder / Elections Elections M M Conducts federal, State, local and district elections in an accurate and timely manner and according to State and Federal law. Clerk – Recorder / Elections Recorder M M Maintains and preserves all ofcial records relating to real property, subdivision maps, assessment districts, and records of surveys offered for recording; records of all births, deaths and marriages occurring within Contra Costa County. Produces and maintains indices of all records held by the County Clerk- Recorder. Clerk – Recorder / Elections Recorder Micro/Mod/VRIP/ Redaction/ERDS (Dedicated funds)D M Provides support, improvement and full operation of a modernized recording system including infrastructure, technology, equipment and staff to efciently process, organize, and maintain ofcial documents and records in the Clerk- Recorder Division for easy location and retrieval by public and other County users. Maintains and improves vital records, redacts Social Security Numbers from public documents and sets up and maintains an electronic recording program. Yes Conservation and Development Administration M D The legislative body shall by ordinance assign the functions of the planning agency to a planning department, one or more planning commissions, administrative bodies or hearing ofcers, the legislative body itself, or any combination thereof, as it deems appropriate and necessary. Provide policy and procedure guidance to all divisions and manage all department operations. The budget includes debt service, occupancy costs and department-wide retiree benet costs. Conservation and Development Current Planning M D Facilitate the regulation of land use and development to preserve and enhance community identity in keeping with the County General Plan and other adopted goals and policies. Administer performance standards for establishments that sell alcohol, and review sites that are the focus of local nuisance complaints. Manage the monitoring programs for projects under construction and development. Conservation and Development Advance Planning M D Develop and maintain long-range policy planning process through the County General Plan to anticipate and respond to changes in legal mandates and local priorities. Conservation and Development Water Planning/ Habitat Conservancy D D Develop the County’s water policy, and administer the County Water Agency, which includes administration of the Coastal Impact Assistance Program and the East Contra Costa County Habitat Conservancy. The Water Agency is a County special district whose operating budget is included within the budget for County special districts. Conservation and Development Conservation/ Solid Waste M D Administer curbside collection franchises (including rate reviews) and implement waste reduction and recycling programs in unincorporated areas of the County. Monitor use permit compliance at solid waste landlls and transfer stations. Contra Costa County | FY25-26 Recommended Budget Page 492 Department Division / Program Service Level Description Special Fund Conservation and Development Transportation Planning M D Develop an effective transportation network throughout the County by planning for roads transit, bicycle/pedestrian facilities and other types of transportation systems on countywide corridors and within local and neighborhood areas. Administer programs related to growth management. Conservation and Development Community Development Block Grant M D Promote safe and affordable housing, a suitable living environment and expanded economic opportunities for low- income residents and households. Conservation and Development Business and Information Services D D Manage the department’s cost recovery efforts to ensure program revenues cover operating costs, and other scal and budget services. Provide purchasing, contract administration, and human resources/labor relations administration for the department. Provide Geographic Information System support and development, including mapping services. Manage countywide demographic and census data. Manage land use application and permit tracking, electronic data, and department information technology services. Provide administrative policy and procedure guidance for the department. Respond to requests for public documents and demographic data. Conservation and Development Building Inspection Services M M Review plans, issue building permits, and inspect the construction of buildings to ensure construction of structurally sound buildings. Conservation and Development Code Enforcement M D Respond to building and zoning complaints, perform on-site investigations of potential violations, abate hazardous structures, and inspect private property. Conservation and Development Weatherization D D Provide free home weatherization services to low-income homeowners or tenants of single-family homes, apartments, and mobile homes. Conservation and Development Application & Permit Center / Engineering Services M D Manage, review and process permits for land development /construction applications. Provide plan check and engineering services. Conservation and Development Clean Water D D Inspection services for development projects requiring compliance with Clean Water regulations. Conservation and Development Vehicle Abatement Program D D Provide inspection services and arrange for removal of abandoned vehicles that pose a hazard or public nuisance.. Conservation and Development Service Contracts/ Satellite Locations D D Provide inspection services to various contract cities and remote locations within the unincorporated county.. Conservation and Development Multi-Year Special Projects D D At the request of the California Public Utilities Commission, provide plan check and inspection services to Marsh Creek Generating Station. Conservation and Development Energy Efciency Programs D M Provide energy efciency resources to residents, businesses, and local governments with funding from the California Public Utilities Commission through the Bay Area Regional Network, with the Association of Bay Area Governments as the program administrator. Conservation and Development Measure WW Grant Project D M Provide for funding allocation, through general obligation bonds, for local parks as approved by voters of Alameda and Contra Costa Counties. Conservation and Development Keller Canyon Mitigation Fee D D Provide funding for community benet programs within East County. Conservation and Development Economic Development / Sustainability D D Provide nancial assistance to low- and moderate-income families performing housing rehabilitation of existing structures to ensure building code compliance. Conservation and Development HOPWA Grant D D Support stable, affordable housing for people with HIV/AIDS. Contra Costa County | FY25-26 Recommended Budget Page 493 Department Division / Program Service Level Description Special Fund Conservation and Development HUD Block Grant D M Provide annual direct grants that can be used to revitalize neighborhoods, expand affordable housing and economic opportunities, and/or improve community facilities and services, principally to benet low- and moderate-income persons. Conservation and Development HUD Emergency Shelter Grant D D Provide homeless persons with basic shelter and essential supportive services. Conservation and Development HOME Investment Partnership Program D D Provide grants for acquisition, rehabilitation, or new construction of housing for rent or ownership, tenant-based rental assistance, and assistance to homebuyers. Conservation and Development SB1186/Cert Access Program M D Funding provided by a $4 fee collected from applicants for local business licenses, used to fund training and increase compliance with construction-related accessibility standards as set by California’s Division of the State Architect. Conservation and Development Used Oil Recycling Grant D M Aid the establishment or enhancement of permanent, sustainable used oil recycling programs through funding provided by the Department of Resources Recycling and Recovery (CalRecycle) Used Oil Recycling Grants. Conservation and Development Fish and Game Protection M D Provide programs promoting the propagation and conservation of sh and game in the County with funding from nes levied for violation of the California Fish and Game Code. Conservation and Development Livable Communities D D Aid in the implementation of the Smart Growth Action Plan as directed by the Board of Supervisors through funding from Developer Fees in the Camino Tassajara Combined General Plan Area. Conservation and Development HUD Neighborhood Stabilization D D Aid the County’s acquisition and redevelopment of foreclosed properties that might otherwise become sources of abandonment and blight within the community. Conservation and Development Housing Successor Agency D M Provide funding for all Successor Agency-related obligations and oversee activities related to the former Redevelopment Agency pursuant to the Dissolution Act. Conservation and Development HOME Income Investment Account D M Provide funding from HOME Program loan repayments for the development and rehabilitation of affordable housing. Conservation and Development Private Activity Bonds D M Provide funding for program staff costs and to nance property acquisition related to affordable housing and economic development projects with bond revenue received from single and multiple-family housing program. Conservation and Development Affordable Housing D M Provide nancial assistance for additional affordable housing and economic development through reimbursement to the affordable housing program of mortgage payments on loans made from federal affordable housing program funds. Conservation and Development HUD Neighborhood Preservation D M Provide funding for the Neighborhood Preservation Program loans and grants to low-income homeowners, and program administration funded by HUD’s Community Development Block Grant program. Conservation and Development Transportation Improvement - Measure J D D Provide funding for specic transportation projects with Measure J monies, which are allocated based upon a 7-year Capital Improvement Program approved by the Board of Supervisors and other agencies. Conservation and Development Measure X Local Housing Trust D D Provide funding for the construction, acquisition, preservation, and rehabilitation of permanent affordable housing for people earning less than 50% of the Area Median Income. Conservation and Development Measure X Accessible Transportation Plan D D Provide funding to implement plan that denes how Contra Costa will improve transportation options for older adults, persons with disabilities, and veterans. Conservation and Development Measure X Illegal Dumping D D Provide funding to y to reduce illegally dumped waste in our communities through education, prevention, clean- up, and enforcement strategies. Contra Costa County | FY25-26 Recommended Budget Page 494 Department Division / Program Service Level Description Special Fund Conservation and Development Measure X Climate Equity & Resilience D D Provides funding for sustainability planning staff that would advance Contra Costa County’s commitment to addressing climate change. County Administrator Clerk of the Board M D Provides staff support to the Board of Supervisors by recording and compiling the actions of the Board taken in open session; maintaining the ofcial records; preparing the weekly agenda and summary; and maintaining a roster of various Boards and Commit County Administrator Board Support & Gen Administration M D Coordinates and provides policy support for the Board of Supervisors; administers County budget; administers special programs; provides administrative support and oversight to departments in carrying out their missions by providing policy guidance, information and other resources in direct support of service delivery. County Administrator Labor Relations M D Administers County's labor management relations programs including the collective bargaining process, grievance investigation, training and counseling. County Administrator CCTV & Public Info M D Administers cable franchises and community access television and disseminates and coordinates public information. Supported primarily by franchise fees and Public, Education and Government (PEG) Fees. County Counsel General Law M D Provides legal services necessary for the continued operation of County departments and special districts. Provides legal services to outside agencies and independent special districts. Provides attorney services for the Public Administrator. (Government Code §26529 & §27643) County Counsel Juvenile Dependency/Conservatorship M M Provides mandatory legal services for Employment and Human Services Department activities (juvenile dependency proceedings) and Health Services Department/Public Guardian (LPS and Probate Code conservatorship proceedings). (Government Code §26529 & §27646; W&I Code §318.5) County Counsel Tort and Civil Rights Litigation M D Defends the County in tort, employment, and civil rights actions in State and Federal court and monitors outside litigation counsel. Services are reimbursed by General Liability Trust Fund. (Government Code §26529) Department of Information Technology Administration D D Provides leadership, accounting and administrative services to support DoIT in achieving efciencies and transparency in daily operations. Provides customer service in all areas of DoIT. Department of Information Technology Information Security D D Provides vigilant oversight of information networks and computer systems to maintain awareness and adaptability in an ever-changing environment of security threats from hackers and malware. Provides leadership and expertise in building a robust and sustainable defensive posture that adapts to the complex information security threat landscape. Department of Information Technology Network Services D D Provides advanced network technologies to design, implement, and support the County’s wide array of systems, applications, storage and email services. Delivers service over leading-edge transport technology, allowing the County to share data, collaborate, and host applications both internal and external to the County. Supports an environment with services located on premise and systems that have been migrated to the private, government, County-supported cloud service. Department of Information Technology Operations D D Responsible for County's Central Data Center that houses the IBM mainframe, AS/400's, RS/6000's, Sun and IBM UNIX servers and customer owned servers. Performs database administration duties in support of Oracle, Informix, and IDMS data management systems. Manages County's off-site disaster recovery resources. Contra Costa County | FY25-26 Recommended Budget Page 495 Department Division / Program Service Level Description Special Fund Department of Information Technology GIS Support D D Creates and maintains maps and geographic information for Contra Costa County, and provides high-level project management to County GIS endeavors. Manages the enterprise GIS data repository and facilitates the sharing and integration of geographically referenced information among multiple agencies and users. Department of Information Technology Applications D D Maintains a wide variety of enterprise and departmental applications, in addition to providing business requirements, system analysis, custom development and project management services for many departments. Department of Information Technology Telecommunications D D Operates, maintains and manages the County’s communications systems including telephone, voice mail, microwave and the two- county East Bay Regional Communications (public safety radio) P25 System. Provides installation and maintenance of radio systems for police agencies, special districts, medical facilities and cities. Administers the County’s information security systems. Department of Information Technology Infrastructure D D Insures reliable, secure, and fast support and maintenance of the County's WAN infrastructure. District Attorney Mainline Prosecution M D Attends the courts and conducts on behalf of the people all prosecutions for public offenses occurring in Contra Costa County, including homicide, gang crimes, sexual assault, juvenile, general felony, and misdemeanor crimes. District Attorney Special Prosecution M D Attends the courts and conducts on behalf of the people all special prosecutions, including auto, real estate, and worker's compensation fraud; environmental crimes, high-tech crimes, and family violence crimes. District Attorney Investigation M D Investigates all types of crime under the District Attorney's jurisdiction, locates and interviews suspects and witnesses, assists in grand jury investigations, writes search warrant afdavits, serves search warrants, conducts searches for fugitives, conducts surveillance, makes arrests and appears and testies as witnesses in criminal and civil cases. District Attorney Victim Witness Assistance M D Victim liaisons providing assistance in obtaining protective orders and restitution, advice to the Bench on bail levels, and victim advocacy. District Attorney Administration M D Operations, scal, personnel, procurement, and facilities management, and resource development District Attorney AB 109 M D Public Safety Realignment Act which transfers responsibility for supervising specic low-level inmates and parolees from CDCR to counties, including parole revocation proceedings. District Attorney Public Assistance Fraud M D Works with personnel from various social service agencies to detect, investigate and successfully prosecute individuals who attempt to defraud various public assistance programs. District Attorney Consumer Protection D D Receives Cy pres restitution funds from court-ordered settlements for District Attorney consumer protection projects, when individual restitution in a particular case cannot be determined or is not feasible. Yes District Attorney Asset Forfeiture D D State law requires that the District Attorney Ofce’s portion of distributed forfeited narcotics assets be used for enhancement of prosecution. Yes District Attorney Environmental/OSHA D D Funds the investigation and prosecution of environmental/occupational health and safety violations. In addition, this fund supports staff professional development on subjects of environmental law. Yes District Attorney Real Estate Fraud Prosecution D D Pursuant to State law, pays for District Attorney cost of deterring, investigating, and prosecuting real estate fraud crimes, using fees from recording real estate instruments. Yes Contra Costa County | FY25-26 Recommended Budget Page 496 Department Division / Program Service Level Description Special Fund District Attorney Supplemental Law Enforcement Services Fund - DA M M As provided by AB 3229 (Chapter 134, Statues of 1996), the State supplements otherwise available funding for local public safety services (“COPS”). These funds are used locally to enhance prosecution of domestic violence cases. Under AB 109 Public Safety Realignment, SLESF allocations are now subsumed under the County’s Local Revenue Fund for Public Safety Realignment. Yes District Attorney AB109-District Attorney M M Special fund to provide legal representation at parole revocation hearings for State parolees transferring to county jurisdiction under public safety realignment (AB 109). Yes Employee/Retiree Benets Retiree Health Benets M D Retiree health costs for Court employees not paid for by the State as well as for former employees retired from defunct departments. (Government Code §53201) Employment and Human Services Comunity Services Bureau - Head Start D M Federally-funded childcare services that provide educational and comprehensive services for low-income children ages pre-natal to 5 and their families. N Employment and Human Services Comunity Services Bureau - State funded childcare D M State-funded Preschool and General Child Care program serving children in low-income families ages 0-11 Including children in families who receive Child Protective Services, children with special needs, low-income families, and current and former CalWORKs participants. Y Employment and Human Services Community Services Bureau - Community Action Programs D D Federally-funded programs that help low-income families achieve self-sufciency and support activities that can achieve measurable outcomes in improving educational capability, literacy skills, housing attainment, income enhancement, and disaster preparedness. N Employment and Human Services Community Services Bureau - Housing & Energy D M Federally-funded program that provides utility bill payment assistance, energy education, and weatherization services to low- income residents of the County. N Employment and Human Services Children and Family Services Bureau - Child Abuse Prevention, Intervention and Treatment D M Provides community based child abuse prevention education and services.N Employment and Human Services Children and Family Services Bureau - Child Welfare Services M M Provides 24-hour response to allegations of child abuse; services to support parents in maintaining their children in their own homes; services to remedy conditions which caused the Juvenile Court to order a child removed from home due to abuse or neglect; and planning services to assist children in establishing permanency through adoption, legal guardianship, or a permanent living arrangement. N Employment and Human Services Children and Family Services Bureau - Independent Living Skills Program M M Provides individual and group support services, including practical skill building for current and former foster youth that are transitioning to adulthood. N Employment and Human Services Children and Family Services Bureau - Adoption Services D M Provides adoption services to children who are free for adoption under the Civil Code and Welfare & Institutions Code and services, on a fee basis, for stepparent adoptions. N Employment and Human Services Children and Family Services Bureau - County Children's Trust Fund and Ann Adler Children and Family Trust D D Two trust funds that supports local programs that provide child abuse and neglect prevention and intervention services.Y Employment and Human Services Workforce Services Bureau - CalWORKs M M Provides CalWORKs cash aid, supportive services (including childcare, housing, education and employment supports), and ongoing case management for eligible low-income families. N Employment and Human Services Workforce Services Bureau - CalFresh M M Provides cash for eligible low-income individuals and families to ensure adequate and health nutrition.N Employment and Human Services Workforce Services Bureau - Medi- Cal M M Provides eligibility determination for Medi-Cal which funds health services for low-income children, adult, and seniors.N Employment and Human Services Workforce Services Bureau - Refugee Assistance M M Provides cash aid, medical assistance, and trafcking and crime victims a for eligible immigrants.N Contra Costa County | FY25-26 Recommended Budget Page 497 Department Division / Program Service Level Description Special Fund Employment and Human Services Workforce Services Bureau - Measure X Navigators D D Community based specialists who support individuals and families in identifying needs and linking to available services.N Employment and Human Services Workforce Development Board - Workforce Innovation & Opportunity Act (WIOA) D M Provides employment services (such as job search and placement assistance, and initial assessment of skills), career counseling, access to job training, adult education and literacy, and employment services to individuals seeking to nd new or better employment opportunities. N Employment and Human Services Workforcer Development Board - Measure X Childcare D D Three Measure X allocations to support quality, affordable childcare; for the development and retention of childcare providers; and to provide consultation and guidance services to childcare providers in support of service and program modications to build on inclusivity of all children. N Employment and Human Services Workforce Development Board - Measure X Youth Centers D D Coordinates the development and administration of three youth centers and youth programming i Districts 3, 4, and 5.N Employment and Human Services Aging and Adult Services Bureau - Adult Protective Services M M Recieves and investigates reports of abuse and neglect of seniors and adults with disabilities. Provides services supports to mitigate the situation. N Employment and Human Services Aging and Adult Services Bureau - Area Agency on Aging D M Provides supportive direct and contracted social services including but not limited to congregate meals, home delivered meals, visiting, legal services and elder abuse prevention to seniors. N Employment and Human Services Aging and Adult Services Bureau - General Assistance M M Provides supports for indigent adults including cash assistance, mental health, substance abuse treatment, and housing.N Employment and Human Services Aging and Adult Services Bureau - In-Home Supportive Services M M Provides in-home aides to help older adults, and children and adults with disabilities, to maintain independent living.N Employment and Human Services IHSS Public Authority M M Provides IHSS provider registry and referral services, screens and trains registry applicants, assists IHSS recipients with hiring IHSS providers and serves as employer of record for providers. N Employment and Human Services Aging and Adult Services Bureau - Measure X Community Services D D Funds to fulll the Master Plan on Aging's vision for a healthy and equitable aging for people of all stages and abilities. Employment and Human Services Aging and Adult Services Bureau - Indigent Interment M M Provides cremation and burial, in cemetery lots or niches, for indigent decedents with no family.N Employment and Human Services Aging and Adult Services Bureau - Indigent Interment & Public Administrator M M Investigates and administers the estates of persons who are County residents at the time of death and have no will or appropriate person willing or able to administer their estate. N Employment and Human Services Policy & Planning - Contra Costa Alliance to End Abuse D D Coordinated Services designed to reduce domestic and family violence and elder abuse, including emergency shelter, counseling, health and social welfare services, and systems coordination. This program is supported by marriage license fees as authorized in SB 91, the Domestic Violence Center Act, recording fees authorized by State law (SB 968). Y General County Economic Development/ Arts Commission D D To promote the arts throughout the County via support of the Arts Commission and to support the Northeast Antioch Joint powers Agreement (JPA). General County LAFCo M M Encourages orderly formation and development of local government agencies and approves, amends, or disapproves applications to create new cities or special districts, and modies boundaries of existing agencies. General County Management Information System D D Provides funding for the most critical and cost benecial automation projects which have no other funding source, including the Geographic Information System Program (GIS) and the Countywide Budget System. General County Contingency Reserve D D Provide funding for unforeseen emergencies or unanticipated new expenditures occurring during the scal year, which have no other funding source. Contra Costa County | FY25-26 Recommended Budget Page 498 Department Division / Program Service Level Description Special Fund General County Crockett/ Rodeo D D Appropriations attributable to the property tax increment from the co-generation facility in Crockett and the Ultra Low Sulfur Diesel Fuel Project at the Philips 66 Rodeo facility for both capital and program uses. General County - Debt Service County/State West Contra Costa Healthcare District (WCCHCD)D M To account for the West Contra Costa Healthcare District's allocation of property tax revenue. General County - Debt Service Notes and Warrants Interest (General Fund)D M To budget for the interest and administrative costs associated with Teeter Plan borrowing program and other funding sources. General County - Debt Service Retirement/ UAAL Bond Fund D M To accumulate and payout the principal and interest costs for the Pension Obligation bond for employee retirement liabilities, covering the general County group of funds including the General, Library and Land Development Funds. The bond obligation rate is adjusted each year to take into account the prior year’s variances in operational costs and recovery. Yes General County - Debt Service Notes and Warrants Interest (Auto Sys Development Fund)D M Allows County to issue notes, permitting it to borrow money in order to meet short term cash ow deciencies, pending receipt of taxes and revenues. Yes General County - Debt Service Retirement Litigation Settlement Debt Service D M To provide funding for the Retirement Litigation debt services repayment schedule, which resulted from a court case requiring the County to pay $28.1 million over a period of approximately 20 years (ending February 2024). Yes Health Services Medical Centers (Enterprise Fund I) - Hospital and Emergency Care Services M M Provides for operation of the 167 beds at Contra Costa Regional Medical Center and the medical and psychiatric emergency rooms. Health Services Medical Centers (EF1) - Ambulatory Care Centers M M Provides for operation of the 10 medical ambulatory care centers located throughout the county. Health Services Medical Centers (EF1) - Physician Services M M Provides for operation of medical staff at the Contra Costa Regional Medical Center, the 10 ambulatory care clinics, and the Family Practice Residency Program. Health Services Medical Centers (EF1) - Emergency Medical Services M M In accordance with the EMS ACT (HSC) the EMS Agency shall have oversight of all aspects of the EMS system including but not limited to, systemwide medical control, Emergency Medical Dispatch, emergency and non-emergency ambulance providers, specialty center designation and specialty program management, EMT/Paramedic training programs, EMT certication and enforcement, paramedic accreditation, Exclusive Operating Areas, EMS stakeholder contract management, EMS air resources, Local Ordinance enforcement, Quality Improvement, etc. Health Services Medical Centers (EF1) - Administrative Services D D Provides centralized Department-wide administrative support to all Health Services divisions, e.g. IT, Payroll, Personnel. Health Services Medical Centers (EF1) - Charges from Other County Departments M D Provides centralized charges to Health Services Department from other County departments, e.g. GSD. Health Services Medical Centers (EF1) - Hospital Capital Cost D D Debt services principal payments, and acquisition of new and replacement capital equipment. Health Services Contra Costa Health Plan (Enterprise Fund 2) - Medi-Cal Members (Excluding SPD) M M Serves County residents enrolled in Contra Costa Health Plan who qualify for Medi-Cal and are not seniors or persons with a disability. Health Services Contra Costa Health Plan (EF2) - Medi-Cal SPD Members D M Serves County residents enrolled in Contra Costa Health Plan who are seniors or persons with a disability who qualify for Medi- Cal. Health Services Contra Costa Health Plan (EF2) - Charges from Other County Departments D D Provides centralized charges to Health Services Department from other County departments, e.g. HR, Auditor's, PW. Contra Costa County | FY25-26 Recommended Budget Page 499 Department Division / Program Service Level Description Special Fund Health Services Contra Costa Health Plan (Enterprise Fund 3) - Commercial Members, Basic Health Care D M Serves County residents enrolled in Contra Costa Health Plan (CCHP) whose premiums are paid by themselves or by their employers. Includes those who qualify for Medicare coverage. Basic Health Care serves medically indigent County residents where household income is less than or equal to 300% of the federal poverty level, whose medical care is managed by CCHP. Includes Health Care for Indigent eligibles and primary care services to adults not covered by the Affordable Care Act. Health Services Contra Costa Health Plan (Enterprise Fund 3) - In-Home Support Services D M Serves state sponsored In-Home Supportive Services (IHSS) providers in Contra Costa County. IHSS providers who join CCHP receive coordinated comprehensive health care services ranging from physical check-ups to treatment of major health problems. Monthly premium costs are shared by the County and the IHSS providers. Health Services Behavioral Health Division / Mental Health - Child & Adolescent Services M D Provides comprehensive mental health services to seriously emotionally disabled youth (up to age 21) and children (under age 18) and their families, including hospitalization, intensive day treatment, outpatient, outreach, case management and wraparound services. Health Services Behavioral Health Division / Mental Health - Adult Services M D Provides comprehensive mental health services to seriously and persistently mentally disabled adults including hospitalization, residential care, intensive day treatment, outpatient, outreach and case management. Health Services Behavioral Health Division / Mental Health - Support Services M D Provides personnel administration, contract negotiation, program planning and development, monitoring service delivery and quality assurance, and interagency coordination. Health Services Behavioral Health Division / Mental Health - Local Hospital Inpatient Psychiatric Services M M Provides acute inpatient psychiatric care at Contra Costa Regional Medical Center, involuntary evaluation and short-term treatment for seriously and persistently mentally ill clients who may be a danger to themselves or others. Health Services Behavioral Health Division / Mental Health - Outpatient Mental Health Crisis Service M M Provides crisis intervention and stabilization, psychiatric diagnostic assessment, medication, emergency treatment, screening for hospitalization and intake, disposition planning and placement/referral services. Health Services Behavioral Health Division / Mental Health - Medi-Cal Managed Care M M Provides community-based acute psychiatric inpatient hospital services and outpatient specialty mental health services for Medi-Cal eligible adults and children. Health Services Behavioral Health Division / Mental Health - Mental Health Services Act M D Expands mental health care programs for children, transition age youth, adults and older adults. Health Services Behavioral Health Division / Alcohol and Other Drugs - Prevention Services M D Provides alcohol and other drugs education, drug-free activities, community-based initiatives, problem identication and referral for youth and adults. Health Services Behavioral Health Division / Alcohol and Other Drugs - Information, Screening and Referral into SUD Services M D Provides information, American Society of Addiction Medicine (ASAM) screening and referral to individuals in need of prevention, treatment and recovery services. Health Services Behavioral Health Division / Alcohol and Other Drugs - Narcotic Treatment Program M D Provides outpatient methadone maintenance for opiate dependent adults, especially those persons at risk of HIV infection through injection drug use. Health Services Behavioral Health Division / Alcohol and Other Drugs - Outpatient and Intensive Outpatient Program M D Provides outpatient substance abuse recovery services for adults, youth/adolescents and family members who have substance use disorders. Health Services Behavioral Health Division / Alcohol and Other Drugs - Residential Treatment and Withdrawal Management M D Provides recovery services for men, women, women and their children (perinatal), and adolescents, and detoxication for adults. Contra Costa County | FY25-26 Recommended Budget Page 500 Department Division / Program Service Level Description Special Fund Health Services Behavioral Health Division / Alcohol and Other Drugs - Case Management, Recovery Support and Recovery Residences M D Case management and recovery support services for DMC beneciaries. Case management involves coordination, communication, referrals, and related activities need by beneciaries to succeed in the recovery process. Health Services Behavioral Health Division / Alcohol and Other Drugs - Special Programs (Non-DMC Waiver) D D Time-limited federal and state special initiatives and demonstration programs. Health Services Behavioral Health Division / Alcohol and Other Drugs - Program and System Support Summary D D Oversight and management of all SUD Waiver treatment and recovery services and Non-Waiver SUD services including primary prevention. Health Services Health, Housing and Homeless Services - Administration D D Includes stafng, occupancy costs, costs incurred for the homeless advisory board activities, and costs associated with grant writing and consultation. Health Services Health, Housing and Homeless Services - Continuum of Care Planning D M Develops a community-wide process involving the coordination of various providers to develop strategies for ending homelessness and identies resources that are available to meet that goal Health Services Health, Housing and Homeless Services - Coordinated Entry System D M Streamlines access to housing and other homeless services through prevention/diversion screening and triage; referral to CARE centers where clients can access shelter, food, case management, housing assessment and navigation, substance use disorders and benet assistance; and coordinate outreach referral and engagement to facilitate shelter, health and social services. Health Services Health, Housing and Homeless Services - Interim Housing and Support Services D D Offers short-term shelter and support services that allow for stabilization, referral and preparation for permanent housing and/or mental health and treatment services. Health Services Health, Housing and Homeless Services - Supportive Housing Program D M Provides a variety of permanent housing options for homeless adults, families, and transition age youth with disabilities. All housing options come with supportive services aimed at assisting the resident in maintaining their housing. Health Services Health, Housing and Homeless Services - Homeless Management Information System D M A shared homeless service and housing database system administered by the County Homeless Program and includes community based homeless service providers. System enables the collection and sharing of uniform client data information. Health Services Health, Housing and Homeless Services - State of CA One-Time Homeless Assistance M D The HHAP grant funding that addresses the immediate emergency needs of homeless individuals. Health Services Health, Housing and Homeless Services - Housing Security Fund D D Flexible Funds to assist consumers in maintaining housing of their choice. Health Services Public Health - Public Health Support Services D D Provides program oversight, including management and administrative support staff. Health Services Public Health - Communicable Disease Control M D Identication, investigation and treatment of persons who have communicable disease or who have been exposed or are at risk for a communicable disease. Health Services Public Health - HIV/AIDS and STD Program M D Provides access to care, monitoring and surveillance, community education and prevention services in an effort to reduce the transmission of HIV and STDs. Health Services Public Health - Family, Maternal & Child Health M D Promotes health and welfare of families and children. Health Services Public Health - Clinic Services D D Provides full scope pediatric clinics, women's health and family planning, sexually transmitted disease clinics, immunization clinics, the employee occupational health program, and school- based clinics. In addition, provides public health nursing visits to new babies and mothers, and health care for the homeless. Health Services Public Health - Community Wellness & Prevention Program D D Provides for prevention of chronic disease and injuries. Contra Costa County | FY25-26 Recommended Budget Page 501 Department Division / Program Service Level Description Special Fund Health Services Public Health - Vital Registration M M Registers all births and deaths that occur within Contra Costa County. Health Services Public Health - Laboratory M M Infectious Disease testing provided on patient, food, and environmental samples for purposes of diagnostic testing, conrmatory identication, surveillance, and public health regulatory reporting. Health Services Public Health - Case Management (TCM and ECM)M D Provides comprehensive case management services to increase access to care and improve health outcomes. Health Services Public Health - Health Emergency Response Unit (HERU) D D Develops plans and procedures to respond to the health impacts of naturally occurring disasters such as earthquakes, communicable disease outbreaks such as Pandemic Flu, and bioterrorism caused by human action. Health Services Environmental Health - Hazardous Materials Program M M Provides emergency response, hazardous waste, hazardous material, aboveground tank, underground tank and accidental release programs. Health Services Environmental Health M M Provides retail food programs, consumer protection programs, solid waste program, medical waste program and land use programs. Health Services Environmental Health - Fixed Assets D D Provides for acquisition of capital equipment and for needed capital improvement projects. Health Services Detention Facility Program - Mental Health Services M D Provides assistance to Sheriff's Department in identication and management of mentally ill in the main County detention facility. Health Services Detention Facility Program - Medical Services M D Provides primary care medical services for inmates in County detention facilities. Health Services Detention Facility Program - Juvenile Hall Medical Services M D Provides primary care medical services to inmates at Juvenile Hall. Expenditures are transferred to the Probation Department. Health Services Conservatorship /Guardianship M M Controls the nancial affairs and daily support coordination of clients who are mentally ill, frail elderly or otherwise deemed to be incapable of caring for themselves in these areas. Health Services California Children's Services Program M M Provides medical care, equipment and rehabilitation for youth under 21 years of age with CCS eligible conditions whose families are unable to pay for all or part of their care. Health Services Emergency Medical Services (SB-12) - Administration D D Reimbursement for County incurred costs related to Emergency Medical Services program collections and disbursements. Health Services Emergency Medical Services (SB-12) - Emergency Medical Services D M Reimbursement for County operated Emergency Medical Services program. Health Services Emergency Medical Services (SB-12) - Physicians D M Payments to physicians for emergency services to indigents. Health Services Emergency Medical Services (SB-12) - Hospitals D M Payments to hospitals for emergency room care provided to indigents. Health Services Emergency Medical Services (SB-12) - Pediatric Trauma Centers D M Reimbursement to physicians and hospitals for uncompensated services provided at pediatric trauma centers. Health Services Ambulance Services Areas (Measure H) - Zone A D M Funds EMS rst responder medical and communication equipment, supplies, and training of medical dispatchers. Health Services Ambulance Services Areas (Measure H) - Zone B D M Provides funds for pre-hospital care coordinators, EMS data analyst, EMS rst responder equipment, communications equipment, hazardous materials charges and ambulance services. Health Services West Contra Costa Healthcare District D D The West Contra Costa Healthcare District is administered by the Health Services Department. The fund is part of the Special District Budget. Health Services West Contra Costa Healthcare District Debt Service D M Funds debt service payments associated with $44.5 million in Refunding Revenue Bonds (Series 2021). Debt payments continue until 2042. Health Services Los Medanos Community Healthcare District D M The Los Medanos Community Healthcare District is administered by the Health Services Department. The fund is part of the Special District Budget. Contra Costa County | FY25-26 Recommended Budget Page 502 Department Division / Program Service Level Description Special Fund Human Resources Administration M D Develops, administers and maintains merit and exempt employment systems. Human Resources Employee Benets Administration M D Formulates & implements policies for administration of benet programs and services (including FMLA/CFRA and ADA programs) that assist the County in maintaining a competitive compensation package and that contribute to the well-being of employees and retirees. Human Resources Talent & Development M D Develops and administers programs and policies to help ensure that the County recruits and selects a highly skilled and diversied workforce that is properly classied and compensated. Maintains all personnel history les and records. Justice Programs Conict Defense M D Mandated legal representation provided to indigents by appointed private attorneys on criminal cases in which the Public Defender has a conict of interest in representation. Justice Programs Law and Justice System Development D D Plans, develops, implements, coordinates and maintains automated information and network systems for justice departments and local law enforcement agencies. Justice Programs Vehicle Theft Program D D Provides local funding for programs relating to vehicle theft crimes. Justice Programs Automated ID & Warrant D M Special fund to nance a Countywide warrant management system and to replace and enhance the automated ngerprint identication equipment. Yes Justice Programs DNA Identication D M Provides for the collection of DNA specimens, samples and print impressions.Yes Justice Programs SLESF - Front Line Law Enforcement-City M M Provides for the pass-through of State Supplemental Law Enforcement funding to Contra Costa cities.Yes Library Administration D D Provides administrative, shipping, and volunteer services management while organizing and directing the operation of the County Library. Library Support Services D D Support Services includes automation, Virtual Library, circulation, technical services, and collection management. Library Countywide Services D D Directly provides library service to patrons countywide and supports community library services and operations, including telephone reference service, periodicals, and program support in adult, young adult, and youth services. Library Lib-Community Services D D Includes the provision of community library services through 26 County Library facilities. These services include materials collections, public services, and programs that are tailored for each community. Library Plant Acquisition-Library Fund D D Provides for the acquisition and maintenance of County-owned Library System capital assets. The County owns library facilities in the unincorporated areas of El Sobrante, Kensington and Rodeo, and in the cities of Antioch, Pinole, and Walnut Creek (Ygnacio Valley). Library Casey Library Gift Trust D D Established from proceeds from the estate of Nellie Casey. Funds are restricted for use in the Ygnacio Valley Library.Yes Library Measure X Early Literacy Program D D Provides funding to staff the Library's early literacy outreach program, which provides mobile, early literacy services to socio- economically disadvantaged communities. Ofce of Racial Equity and Social Justice Ofce of Racial Equity and Social Justice D D Works with community organizations, community leaders, cities and school districts to better coordinate, strengthen, and expand the County’s existing work on equity and inclusion. Supported by Measure X Revenue. Probation Care of Court Wards - Out-of-Home Placement M M Court-ordered board and care costs for minors placed outside of County facilities by the Juvenile Court. Probation Care of Court Wards - California Dept. of Juv. Justice Fees M M Fees paid to the California Division of Juvenile Justice for incarceration costs of juveniles. Contra Costa County | FY25-26 Recommended Budget Page 503 Department Division / Program Service Level Description Special Fund Probation Care of Court Wards - Medical Services in Juvenile Facilities M M Fees paid to Health Services for medical care of juveniles residing in County facilities. Probation Juvenile Facilities - Juvenile Hall M M Maximum security facility designed for the mandated detention of minors before and after disposition. Probation Juvenile Facilities - Juvenile Justice Realignment M M Due to the closure of the California Division of Juvenile Justice, youth currently housed in those facilities will be transferred back to the local jurisdictions in which they originated. Probation Juvenile Facilities - Home Supervision M M Provides electronic monitoring / GPS support to juvenile probation deputies and intensive supervision to minors released to the community prior to sentencing. Probation Probation Programs - Adult Investigations & Supervision M D Felony investigative reports prepared for the Trial Courts. These include pre-plea reports for plea and bail considerations and assessment and recommendation reports for sentencing. (PC 1191). Includes AB109, SB678, Adult realignment, pretrial enhancement and the FBI Task Force. Probation Probation Programs - Ofce of Reentry and Justice D D The Ofce of Reentry and Justice (ORJ) was launched in January 2017 as a pilot project to align and advance the County's public safety realignment, reentry, and justice programs and initiatives. It is primarily funded by State AB 109 Public Safety Realignment Act revenues. Probation Probation Programs - Vehicle Theft (Adult)D D Cooperative program among the California Highway Patrol, Sheriff, District Attorney and Probation depts. Provides close supervision to a caseload of auto thieves placed on felony probation. This program is partially funded by the State via vehicle license fees. Probation Probation Programs - Domestic Violence M M Intensive supervision of felony/misdemeanor cases that may involve court-ordered participation in a 52- week batterer's program. All batterer's programs are mandated to be certied by the Probation Department. (PC 1203.097) Probation Probation Programs - Ofce of Trafc Safety DUI Program D D California Ofce of Trafc Safety provides grant funding for intensied supervision of felony drunk drivers. The grant does not cover indirect costs. Probation Probation Programs - Juvenile Investigation/ Supervision/ Special Services M D Further investigation into alleged offenses, including recommendations regarding the continuing disposition of the minor offender. Probation Probation Programs - Field Services Support D D Provides support services to Deputy Probation Ofce staff in adult and juvenile programs. Probation Probation Programs - Community Probation D D Partners deputy probation ofcers with police jurisdictions to provide intensive supervision to high-risk youth. Probation Probation Programs - Briones Youth Academy / Girls in Motion M M Aftercare supervision for institution commitment treatment program for youthful offenders. Probation Probation Programs - Intensive Juvenile Supervision D D The Community Supervision Pathway provides intensive juvenile supervision for moderate to high risk youth after the closure of Orin Allen Youth Rehabilitation Facility. Probation Probation Programs - Training M D State required and approved training for Probation staff. (PC 6035) Probation Probation Programs - Administration/ Personnel / Info Tech M D Services include scal and personnel management, central records, automated systems, contract management, employee and facility safety, purchasing and payroll, facility and ofce management, and resource development. Probation Supplemental Law Enforcement Services Fund D D Provides state resources from the Juvenile Justice Crime Prevention Act of 2000 to support juvenile prevention initiatives.Yes Probation Probation Ward Welfare D D Provides for the revenues associated with the detention commissary and commission from detention pay telephones. Revenues used to fund essential clothing and transportation for emancipating youth and educational opportunities for detained youth. Yes Contra Costa County | FY25-26 Recommended Budget Page 504 Department Division / Program Service Level Description Special Fund Probation Community Corrections Performance Incentives D D Provides revenue realized by the California Department of Corrections and Rehabilitation to be used for evidence-based probation supervision activities. Yes Public Defender Administration M D Provides management, administrative support, and oversight of all Departmental functions. Public Defender Investigations M D Conducts defense investigations of adult criminal and juvenile cases as warranted to ensure effective representation of all clients. Public Defender Criminal Defense M D Provides mandated legal representation, advice and investigative services to indigent adults and juveniles charged with criminal offenses. Public Defender AB 109 M D Provides support and services to reduce recidivism for low level felony offenders; furthers the goals of AB109. Public Defender Post-Conviction Pilot Program M D Provides legal representation to indigent defendants for post- conviction relief and potential resentencing cases, pursuant to Penal Code §1172.1. Public Defender Alternate Defender Ofce M D Provides mandated legal representation, advice and investigative services to indigent adults and juveniles charged with criminal offenses in which the Public Defender’s ofce has a declared conict of interest. Public Defender AB109-Public Defender M D Special fund to provide legal representation at parole revocation hearings for State parolees transferring to county jurisdiction under public safety realignment (AB 109). Yes Public Safety Realignment Law Enforcement Services M D This department includes dedicated funding streams for critical public safety activities, including: trial court security, front line law enforcement, community corrections for allocation proposed by the Community Corrections Partnership, costs of Post Release Community Supervision prosecution and defense, the Youthful Offender Block Grant and juvenile re-entry programming. Public Safety Realignment Support Services M D This department includes dedicated funding streams for critical health and social service programs, including: adoptions, adult protective services, child abuse prevention, intervention & treatment, child welfare services, foster care, EPSDT activities, drug courts, various Medi-Cal services and perinatal drug services. Public Safety Realignment Local Community Corrections M D Within the County’s Local Revenue Fund pursuant to AB 109 and AB 118, this account provides the State funding allocation for Community Corrections Grant. Public Safety Realignment SLESA - AB109 M M Within the County's Local Revenue Fund pursuant to AB 109 and AB 118, this account provides the State Supplemental Law Enforcement funding for the Sheriff and Contra Costa cities. Public Works Public Works Services /Administration M D Administrative support to the department to ensure completion of projects. This support includes personnel, clerical, nance/budget and surveyor functions. The budget for all Public Works personnel are in this program. (Government Code § 27550, §24300; S&H § 2006) Public Works County Drainage Maintenance M D Drainage maintenance for County owned drainage facilities. (Stats 1953, Chap 1532, Sec.9, see Water Code Appendix) Public Works Facilities Maintenance D D General maintenance and repairs of County buildings & facilities. Public Works Fleet Services D D Maintenance, repair, and vehicle acquisition for County departments & re district. Public Works General County Building Occupancy D D General funded building and grounds maintenance. This program area includes xed costs for expenses related to utilities, taxes, debt service, building insurance, custodial contracts, common area maintenance, rents, and elevator maintenance. Public Works Outside Agency Services D D Outside Agency services. This program area includes occupancy costs, print & mail services, and eet services. Contra Costa County | FY25-26 Recommended Budget Page 505 Department Division / Program Service Level Description Special Fund Public Works Keller Surcharge/ Mitigation M D Recycling services for County departments. (Title 14 & Title 27 CCR) Public Works Print and Mail Services D D Copy, printing, and mail services for County departments. Public Works Purchasing M D Purchasing services for all County departments. (Government Code $25502.5, $31000) Public Works Road Construction (Non-County Funded)M D Non-county road construction projects funded by other governmental agencies. (Government Code §24300) Public Works Fleet Services ISF D D Internal Services Fund for Fleet Yes Public Works Road Fund-Construction & Road Planning/ Admin/ Revenues M D Road construction projects for county roads. Includes administration and planning costs. (Government Code §24300)Yes Public Works Road Fund Maintenance & Misc. Property M D Maintenance for county streets and roads. (Government Code §24300)Yes Public Works PW Land Development M D Engineering services and regulation of land development. (Government Code §24300)Yes Public Works Airport Enterprise Fund D M Operation and capital development of airports.Yes Public Works Other Special Rev. Funds D M Use based on special revenue agreements.Yes Public Works Development Funds D M Revenue from permits & developers for construction and Conditions of Approval.Yes Public Works Southern Pacic Railway D M Sale of easements & license agreements used for maintenance of Iron Horse Corridor.Yes Public Works Navy Transportation Mitigation D M Proceeds from the Navy for the sale of a portion of Port Chicago Hwy.Yes Public Works Area of Benet Fees D M Fees on development for future road projects.Yes Risk Management Risk Management M D Risk Management program is responsible for the administration of workers' compensation claims, liability and medical malpractice claims, insurance and self-insurance programs, and loss prevention services. Net cost represents EEO division budgeted costs. Risk Management Equal Employment Opportunity M D Works to ensure that County employees, applicants, and vendors are provided a professional environment that is free from discrimination and/or harassment. Sheriff-Coroner Administrative Services Bureau - Central Administration M D Comprised of the Sheriff's executive, scal, and personnel units which provide centralized administrative oversight of the Ofce of the Sheriff. Sheriff-Coroner Administrative Services Bureau - Sheriff's Recruiting D D Responsible for employment services including recruiting, background investigations, and hiring, examining the status of operations and procedures within the ofce as a whole, changes to the Policies and Procedure Manual, providing background information. Sheriff-Coroner Administrative Services Bureau - Resources/ Plans/ Standards D D Inspection and Control is instrumental in organizational development by surveying current law enforcement management theory and practice to compare department procedures and systems against those in other jurisdictions. Professional Standards is responsible for formulating policies and procedures, Internal Affairs and risk management litigation. Sheriff-Coroner Field Operations Bureau/Patrol Services - Cities/Districts Contracts D D Contract city law enforcement services provided in the cities of Danville, Lafayette, and Orinda; and to AC transit and Diablo. Sheriff-Coroner Field Operations Bureau/Patrol Services - Marine Patrol D D Responsible for patrol of the navigable waterways within the County and enforcement of all applicable laws. Sheriff-Coroner Field Operations Bureau/Patrol Services - Sheriff's Helicopter Program D D Provides air support throughout the County and through contract cities. Sheriff-Coroner Field Operations Bureau/Patrol Services - Unincorporated Patrol M D Provides patrol services throughout the unincorporated area of the County using a community based policing model. Sheriff-Coroner Field Operations Bureau/Patrol Services - Facility Security Contracts D D Contract facility security services for the Health Services Department and the Employment and Human Services Department. Contra Costa County | FY25-26 Recommended Budget Page 506 Department Division / Program Service Level Description Special Fund Sheriff-Coroner Field Operations Bureau/Investigation Division - Special Investigations D D Provides Investigation services to the District Attorney's Ofce. Sheriff-Coroner Field Operations Bureau/Investigation Division - Investigations M D This division conducts narcotics enforcement and follow-up investigation of all reported serious crimes that occur in the unincorporated area of Contra Costa County, as well as in the cities and districts that contract for investigative services. Sheriff-Coroner Field Operations Bureau/Investigation Division - Civil M D Serves protective orders when protected person has fee waiver, performs postings, evictions, levies, civil processes. Civil unit also completes the extradition function for this agency and numerous other agencies on a contract basis. Sheriff-Coroner Field Operations Bureau/Investigation Division - AB 1109 Vehicle Program M M Restricted funding for vehicle usage by the Civil unit. Sheriff-Coroner Field Operations Bureau/Investigation Division - AB 709 Automated Program M M Restricted funding for automation services by the Civil unit. Sheriff-Coroner Field Operations Bureau/Investigation Division - Vehicle Anti-Theft Program D D Investigates and gathers evidence on stolen vehicles throughout Contra Costa County. Sheriff-Coroner Support Services Bureau/Forensic Services Division - Criminalistics M M Conducts rearms, forensic biology and trace evidence examinations. Conducts DNA proling on evidence materials; submits DNA proles to the Calif. Department of Justice database of unsolved crimes. Responds to crime scenes to document and collect evidence. Also includes federal grants for Criminalistics supplies and equipment. Sheriff-Coroner Support Services Bureau/Forensic Services Division - Property and Evidence Services M M Provides storage, security and disposition of items of evidence, seized contraband, safekeeping weapons and found property for the Sheriff's Ofce, its 5 contract cities, West Narcotics Enforcement Team and the Superior Court. Sheriff-Coroner Support Services Bureau/Forensic Services Division - CAL-ID D D Operates a computerized system for the identication of ngerprints. Sheriff-Coroner Support Services Bureau/Technical Services - Communications/ Dispatch M D Provides a basic emergency telephone answering system as provided in articles 53100-53120 of the Calif. Govt Code. Shall provide public safety answering point system for telecommunications from the public for reporting, police, re, ambulance, and medical related incidents. Sheriff-Coroner Support Services Bureau/Technical Services - Automated Regional Information Exchange Systems (ARIES) D D The ARIES database has been established to collect data from several California jurisdictions to share information to support increased monitoring and enforcement of the law. Sheriff-Coroner Support Services Bureau/Technical Services - Information Services D D Provides communication and programming for networks, jail management, communication system and ARIES. Sheriff-Coroner Support Services Bureau/Technical Services - Records M D Provides for the release, inspection and production of law enforcement records, and ngerprint identication. Sheriff-Coroner Support Services Bureau/Technical Services - Technical Services Administration D D Provides administrative oversight for the Technical Services Division and administration of federal grants. Sheriff-Coroner Contract Services - Court Security M D Provides bailiff and court security services for the Superior Court. This division is responsible for all security in and around court buildings, and must provide ofcers for additional security at all court appearances of high-risk cases. Sheriff-Coroner Custody Services Bureau - Martinez Detention Facility M M Maximum-security institution, located in Martinez that houses many of the County's unsentenced inmates while they are awaiting trial. It also serves as the booking and intake center for all law enforcement agencies within the County. Contra Costa County | FY25-26 Recommended Budget Page 507 Department Division / Program Service Level Description Special Fund Sheriff-Coroner Custody Services Bureau - West County Detention Facility M M WCDF is a program-oriented facility for medium security prisoners, located in Richmond. Inmates who present behavioral problems are returned to the MDF in Martinez. Sheriff-Coroner Custody Services Bureau - Marsh Creek Detention Facility D D Located in Clayton, this facility is primarily responsible for the care, custody, and control of sentenced minimum-security male inmates, but unsentenced inmates may also be held at this facility. Sheriff-Coroner Custody Services Bureau - Custody Alternative/ County Parole Program M D Diverts persons who would be incarcerated into programs such as Work Alternative Program. Work Alternative is operated for those inmates sentenced to jail for 30 days or less. Inmates accepted into the program provide public service labor. Sheriff-Coroner Custody Services Bureau - West County Reentry, Treatment, and Housing M D Upon facility project completion, which is expected during the 4th quarter of Fiscal Year 2024-25, this facility will provide special behavioral health housing, a medical facility, a family reunication center, and workforce readiness spaces to prepare incarcerated individuals for reentry into society. Sheriff-Coroner Custody Services Bureau - Custody Services Admin M D Provides inmate classication, training, and other detention management services. Sheriff-Coroner Custody Services Bureau - Contra Costa County Admin Building Security D D Facility security services for the Contra Costa County Administration Building. Sheriff-Coroner Custody Services Bureau - AB109 Program M D Programming primarily at the West County Detention and Marsh Creek Detention Facilities including supervision and operating costs related to non-serious, non-violent, non-sexual offenders in county custody pursuant to AB109 Public Safety Realignment. Sheriff-Coroner Custody Services Bureau - Detention Transportation M D Provides inmate transportation between detention facilities and the Courts. Sheriff-Coroner Coroner M D Determine the cause of death, specically in the area of homicide, suicide, accidental and unexplained natural deaths. Coroner's deputies are on duty 24 hours a day, 7 days per week, and remove the deceased from place of death. Sheriff-Coroner Ofce of Emergency Services - Emergency Services Support D D Provides management oversight 24-hours a day for response to critical incidents, major crimes, or other signicant events and provides direction at the command level. Operates the Volunteer Services Unit and Search and Rescue (SAR) response teams. Sheriff-Coroner Ofce of Emergency Services - Emergency Services D D Provides emergency preparedness planning and coordination along with vulnerability assessment; manages the homeland security grant funds for the operational area; gathers and disseminates crime analysis and intelligence data. Sheriff-Coroner Ofce of Emergency Services - Community Warning System D D Manages the countywide all hazard Community Warning System. The CWS is funded entirely from private industry funds and/or nes. Sheriff-Coroner Ofce of Emergency Services - Homeland Security Grants D D Homeland Security grant management and centralization. Sheriff-Coroner Ofce of Emergency Services - Special Weapons and Tactics (SWAT) Team D D The Special Weapons and Tactics team is used in situations involving hostage taking, armed barricaded subjects, snipers, or other situations that present a high degree of danger to life or property. Sheriff-Coroner Central ID Bureau D D Provides for operation of the Alameda-Contra Costa ngerprint database (which is a component of the state-wide database) Automated Fingerprint Identication System (AFIS) and Livescans in place in county law enforcement agencies. Yes Sheriff-Coroner Controlled Substance Analysis D D Provides criminalistics laboratory analysis of controlled substances, in order to increase the effectiveness of criminal investigation and prosecution. Yes Contra Costa County | FY25-26 Recommended Budget Page 508 Department Division / Program Service Level Description Special Fund Sheriff-Coroner Countywide Gang and Drug Trust D D Provides expenditures and revenues for preventing, enforcing and prosecuting illegal gang and/or drug activity. Expenditures must be approved by a panel consisting of the Sheriff, District Attorney, Chief Probation Ofcer, and a representative from the County Police Chiefs’ Association. Yes Sheriff-Coroner County Law Enforcement Capital Projects D D Supports replacement and enhancement of a Countywide law enforcement message switching computer; accumulates funds to partially nance Sheriff's communication equipment replacement; and accumulates funds to nance major equipment replacement for the Helicopter Program. Yes Sheriff-Coroner Narcotic Forfeiture D D Within the Investigation Division, Asset Forfeiture provides the necessary support for tracking the assets of persons involved in narcotics crimes in addition to ongoing narcotics enforcement efforts, to maximize forfeited assets, and to augment traditional investigations. Yes Sheriff-Coroner Prisoners Welfare Summary D D Provides for the revenues associated primarily with detention commissary and commission from detention pay telephones. Funds are restricted to funding educational opportunities for inmates and enhancing inmate welfare. Yes Sheriff-Coroner Supplemental Law Enforcement Services Funds M M Pursuant to Government Code 30061-30063, the State supplements otherwise available funding for local public safety services. These funds are used for jail operations and enhancement of Patrol Division services. Yes Sheriff-Coroner Trafc Safety D D Provides for the cost of ofcial trafc control devices, the maintenance thereof, equipment and supplies for trafc law enforcement and trafc accident prevention, the maintenance, improvement or construction of public streets, bridges and culverts. Yes Sheriff-Coroner Trial Court Security M M Provides AB 109 Public Safety Realignment (State) funding for bailiff and court security services for the Superior Court.Yes Sheriff-Coroner Law Enforcement Training Center D D Established as an enterprise fund, this Division of the Sheriff with the Contra Costa College District at Los Medanos Community College provides specialized training to law enforcement personnel. Yes Superior Court Programs Trial Court Programs M M Provides for all court services not eligible under California Rule of Court 810 (e.g., capital case costs) and fund the General Fund subsidy for Court operations to the State of California. Superior Court Programs Civil Grand Jury M D An investigative body that examines County accounts, and inquiries into any alleged misconduct in ofce or public ofcials. It may also inquire into all public offenses committed within the county, conduct condential investigations, and bring indictments when deemed appropriate. Superior Court Programs Criminal Grand Jury M D Examines evidence presented by the District Attorney and return criminal indictments directly to the Superior Court. Superior Court Programs Dispute Resolution M D Provides for the establishment and funding, at County option, of local dispute resolution services including small claims, guardianship, and unlawful detainer/civil harassment mediation, as an alternative to formal court proceedings. Yes Superior Court Programs Criminal Justice Facility Construction D M Special fund created for penalty assessments levied on court nes for the purpose of criminal justice facility construction, systems development and operations. Yes Superior Court Programs Courthouse Construction D M Special fund created for penalty assessments levied on court nes for the purpose of courthouse construction and maintenance. Yes Contra Costa County | FY25-26 Recommended Budget Page 509 Department Division / Program Service Level Description Special Fund Treasurer-Tax Collector Treasurer M D Provides for the safekeeping of funds for the County, 18 School Districts, a Community College District, a Board of Education, and 18 Voluntary Special Districts. Administers a comprehensive investment program for the County and districts to ensure maximum yield on investments. (Government Code §27000 & §53600) Treasurer-Tax Collector Tax Collection M M Collects property taxes and special levies for all cities, school districts, special districts and County government. (Revenue & Taxation code and Government Code § 27000) Treasurer-Tax Collector Business License M D Chapter 64-14.202 Purpose and authority: The purpose of this chapter is to effectuate Revenue and Taxation Code Section 7284 (CH 466, Stats. 1990; Cal. Const. Art. IV, § 8(c)(2)) in order to levy a business license tax in the unincorporated area of the county. (Ord. 91-35 § 1). State law permits the levy of such tax. Veterans Service Veterans Service D D Provides assistance to Veterans, their dependents and survivors in obtaining Veteran's benets. Veterans Service Veterans Memorial Buildings D D Provides funds to support the County's Facilities Lifecycle Improvement Program that addresses deferred facilities maintenance and capital renewal projects, for County owned veteran memorial hall buildings in Martinez, Richmond, El Cerrito, Concord, Antioch, Brentwood, Pittsburg, and Lafayette. Contra Costa County | FY25-26 Recommended Budget Page 510 FY23-24 Payments to Non-prot Organizations Non-prot Organization FY23-24 Total Payments CHILDRENS HOSP OAKLAND 12,018,684 YMCA OF THE EAST BAY 11,171,280 PUBLIC HLTH FND ENT INC 10,860,093 SENECA FAMILY OF AGENCIES 10,312,989 HOPE SOLUTIONS 8,817,872 LINCOLN CHILD CARE 7,973,436 PORTIA BELL HUME BEHAV 6,779,382 BI-BETT CORPORATION 5,415,578 CC YOUTH SERVICE BUREAU 5,284,984 YOUTH HOMES, INC 5,116,635 ASPIRANET 4,831,181 SHELTER INC 4,669,487 RUBICON PROGRAMS INC 4,222,763 EMBRACE 3,035,819 MENTAL HEALTH CONNECTIONS INC 3,000,533 REACH PROJECT 2,968,960 CHAA 2,937,401 FRED FINCH YOUTH CTR 2,808,733 LA CHEIM 2,694,410 MEALS ON WHEELS DIABLO REGION 2,575,131 WE CARE SVCS FOR CHILDREN 2,549,816 UJIMA FAMILY RECOVERY SVC 2,469,264 VISTABILITY 2,335,837 LA CLINICA DE LA RAZA 2,177,382 WESTCARE CALIFORNIA INC 2,093,551 LAO FAMILY COMMUNITY DEVELOPMENT INC 1,920,463 MOUNT VLLY CHILD FAM SVCS 1,895,135 RYSE INC 1,894,601 PACIFIC CLINICS 1,598,897 CENTER FOR HUMAN DEVELOPMENT 1,555,491 JEWISH FAMILY/COMM SVCS 1,407,820 CHILD ABUSE PREVEN CNCL 1,366,022 STAND 1,333,838 LIFELONG MEDICAL CARE 1,296,930 COCOKIDS INC 1,232,686 OPTIONS RECOVERY SERVICES 1,213,658 WAYFINDER FAMILY SVCS 1,162,348 ALTERNATIVE FAMILY SVCS 1,159,660 JOHN MUIR LAND TRUST 1,119,958 DESARROLLO FAMILIAR INC 1,112,867 CHILD THERAPY INST MARIN 1,108,017 CAMINAR 1,020,390 CONTRA COSTA FAMILY JUSTICE ALLIANCE 954,323 PLANNED PARENTHOOD:SHASTA 901,192 PARADISE ADOLESCENT HOMES 900,500 CENTER FOR PSYCHOTHERAPY 894,485 NAMI CONTRA COSTA 796,618 RAINBOW COMMUNITY CENTER OF CCC 753,423 A BETTER WAY INC 706,056 CONTRA COSTA SENIOR LEGAL 664,842 C C ASSN RET CITIZENS 656,981 FIRST PLACE FUND/YOUTH 655,750 YWCA 625,602 GREATER RICHMOND INTERFAITH PROGRAM 612,809 FRESH LIFELINES FOR YOUTH 604,565 HUMANITY WAY INC 586,746 Contra Costa County | FY25-26 Recommended Budget Page 511 Non-prot Organization FY23-24 Total Payments BAY AREA LEGAL AID 569,738 C C CRISIS CENTER 561,917 EMPOWERED AGING 515,685 FIERCE ADVOCATES 511,548 C C FOOD BANK 499,076 HOME BASE 489,805 C C CENTRE ASSOCIATION 475,946 COMM VIOLENCE SOLUTIONS 423,788 MEN & WOMEN OF PURPOSE 419,942 GETTIN OUTTA DODGE MINISTRY 419,740 RICHMOND COMMUNITY FOUNDATION 371,322 LA FAMILIA COUNSELING SVC 363,563 TRINITY CENTER 337,852 BRIGHTER BEGINNINGS 319,218 CATHOLIC CHARITIES 288,000 CHOICE IN AGING 259,013 CONSUMERS SELF HELP CTR 247,946 LUTHERAN SOCIAL SVC NO CA 244,221 C C CRISIS SUICIDE SVC 233,703 PEOPLE WHO CARE 231,727 MONUMENT IMPACT 230,405 WCCC MEALS ON WHEELS 230,120 OPPORTUNITY JUNCTION 210,000 MOBILITY MATTERS 209,131 WHITE PONY EXPRESS 206,108 171,703,391 Contra Costa County | FY25-26 Recommended Budget Page 512 APPENDIX Contra Costa County | FY25-26 Recommended Budget Page 513 Glossary Abatement: A reduction or elimination of a real or personal property tax, motor vehicle excise, a fee, charge, or special assessment imposed by a governmental unit. Granted only on application of the person seeking the abatement and only by the committing governmental unit. Accounting System: The total structure of records and procedures that identify record, classify, and report information on the nancial position and operations of a governmental unit or any of its funds, account groups, and organizational components. Accrued Interest: The amount of interest that has accumulated on the debt since the date of the last interest payment, and on the sale of a bond, the amount accrued up to but not including the date of delivery (settlement date). (See Interest) Amortization: The gradual repayment of an obligation over time and in accordance with a predetermined payment schedule. Appropriation: A legal authorization from the community's legislative body to expend money and incur obligations for specic public purposes. An appropriation is usually limited in amount and as to the time period within which it may be expended. Arbitrage: As applied to municipal debt, the investment of tax-exempt bonds or note proceeds in higher yielding, taxable securities. Section 103 of the Internal Revenue Service (IRS) Code restricts this practice and requires (beyond certain limits) that earnings be rebated (paid) to the IRS. Assessed Valuation: A value assigned to real estate or other property by a government as the basis for levying taxes. Audit: An examination of a community's nancial systems, procedures, and data by a certied public accountant (independent auditor), and a report on the fairness of nancial statements and on local compliance with statutes and regulations. The audit serves as a valuable management tool in evaluating the scal performance of a community. Audit Report: Prepared by an independent auditor, an audit report includes: (a) a statement of the scope of the audit; (b) explanatory comments as to application of auditing procedures; (c) ndings and opinions. It is almost always accompanied by a management letter which contains supplementary comments and recommendations. Available Funds: Balances in the various fund types that represent non-recurring revenue sources. As a matter of sound practice, they are frequently appropriated to meet unforeseen expenses, for capital expenditures or other one-time costs. Balance Sheet: A statement that discloses the assets, liabilities, reserves and equities of a fund or governmental unit at a specied date. Betterments (Special Assessments): Whenever a specic area of a community receives benet from a public improvement (e.g., water, sewer, sidewalk, etc.), special property taxes may be assessed to reimburse the governmental entity for all or part of the costs it incurred. Each parcel receiving benet from the improvement is assessed for its proportionate share of the cost of such improvements. The proportionate share may be paid in full or the property owner may request that the assessors apportion the betterment over 20 years. Over the life of the betterment, one year’s apportionment along with one year’s committed interest computed from October 1 to October 1 is added to the tax bill until the betterment has been paid. Bond: A means to raise money through the issuance of debt. A bond issuer/borrower promises in writing to repay a specied sum of money, alternately referred to as face value, par value or bond principal, to the buyer of the bond on a specied future date (maturity date), together with periodic interest at a specied rate. The term of a bond is always greater than one year. (See Note) Bond and Interest Record: (Bond Register) – The permanent and complete record maintained by a treasurer for each bond issue. It shows the amount of interest and principal coming due each date and all other pertinent information concerning the bond issue. Bonds Authorized and Unissued: Balance of a bond authorization not yet sold. Upon completion or abandonment of a project, any remaining balance of authorized and unissued bonds may not be used for other purposes, but must be rescinded by the community's legislative body to be removed from community's books. Bond Issue: Generally, the sale of a certain number of bonds at one time by a governmental unit. Contra Costa County | FY25-26 Recommended Budget Page 514 Bond Rating (Municipal): A credit rating assigned to a municipality to help investors assess the future ability, legal obligation, and willingness of the municipality (bond issuer) to make timely debt service payments. Stated otherwise, a rating helps prospective investors determine the level of risk associated with a given xed-income investment. Rating agencies, such as Moody's and Standard and Poors, use rating systems, which designate a letter or a combination of letters and numerals where AAA is the highest rating and C1 is a very low rating. Budget: A plan for allocating resources to support particular services, purposes and functions over a specied period of time. (See Performance Budget, Program Budget) Capital Assets: All real and tangible property used in the operation of government, which is not easily converted into cash, and has an initial useful live extending beyond a single nancial reporting period. Capital assets include land and land improvements; infrastructure such as roads, bridges, water and sewer lines; easements; buildings and building improvements; vehicles, machinery and equipment. Communities typically dene capital assets in terms of a minimum useful life and a minimum initial cost. (See Fixed Assets) Capital Budget: An appropriation or spending plan that uses borrowing or direct outlay for capital or xed asset improvements. Among other information, a capital budget should identify the method of nancing each recommended expenditure, i.e., tax levy or rates, and identify those items that were not recommended. (See Capital Assets, Fixed Assets) Cash: Currency, coin, checks, postal and express money orders and bankers’ drafts on hand or on deposit with an ofcial or agent designated as custodian of cash and bank deposits. Cash Management: The process of monitoring the ebb and ow of money in an out of municipal accounts to ensure cash availability to pay bills and to facilitate decisions on the need for short- term borrowing and investment of idle cash. Certicate of Deposit (CD): A bank deposit evidenced by a negotiable or non-negotiable instrument, which provides on its face that the amount of such deposit plus a specied interest payable to a bearer or to any specied person on a certain specied date, at the expiration of a certain specied time, or upon notice in writing. Classication of Real Property: Assessors are required to classify all real property according to use into one of four classes: residential, open space, commercial, and industrial. Having classied its real properties, local ofcials are permitted to determine locally, within limitations established by statute and the Commissioner of Revenue, what percentage of the tax burden is to be borne by each class of real property and by personal property owners. Collective Bargaining: The process of negotiating workers' wages, hours, benets, working conditions, etc., between an employer and some or all of its employees, who are represented by a recognized labor union. regarding wages, hours and working conditions. Consumer Price Index: The statistical measure of changes, if any, in the overall price level of consumer goods and services. The index is often called the "cost-of-living index." Cost-Benet Analysis: A decision-making tool that allows a comparison of options based on the level of benet derived and the cost to achieve the benet from different alternatives. Debt Burden: The amount of debt carried by an issuer usually expressed as a measure of value (i.e., debt as a percentage of assessed value, debt per capita, etc.). Sometimes debt burden refers to debt service costs as a percentage of the total annual budget. Debt Service: The repayment cost, usually stated in annual terms and based on an amortization schedule, of the principal and interest on any particular bond issue. Encumbrance: A reservation of funds to cover obligations arising from purchase orders, contracts, or salary commitments that are chargeable to, but not yet paid from, a specic appropriation account. Enterprise Funds: An enterprise fund is a separate accounting and nancial reporting mechanism for municipal services for which a fee is charged in exchange for goods or services. It allows a community to demonstrate to the public the portion of total costs of a service that is recovered through user charges and the portion that is subsidized by the tax levy, if any. With an enterprise fund, all costs of service delivery--direct, indirect, and capital costs—are identied. This allows the community to recover total service costs through user fees if it chooses. Enterprise accounting also enables communities to reserve the "surplus" or net assets unrestricted generated by the operation of the enterprise rather than closing it out to the general fund at year-end. Services that may be treated as enterprises include, but are not limited to, water, sewer, hospital, and airport services. Contra Costa County | FY25-26 Recommended Budget Page 515 Equalized Valuations (EQVs): The determination of the full and fair cash value of all property in the community that is subject to local taxation. Equity: Equity means that each and every person achieves positive health and well-being and is able to access the resources they need to thrive. We apply equity in our work when we create opportunities and spaces in which all people are welcomed, supported, and valued to participate in meaningful ways. Estimated Receipts: A term that typically refers to anticipated local revenues often based on the previous year's receipts and represent funding sources necessary to support a community's annual budget. (See Local Receipts) Exemptions: A discharge, established by statute, from the obligation to pay all or a portion of a property tax. The exemption is available to particular categories of property or persons upon the timely submission and approval of an application to the assessors. Properties exempt from taxation include hospitals, schools, houses of worship, and cultural institutions. Persons who may qualify for exemptions include disabled veterans, blind individuals, surviving spouses, and seniors. Expenditure: An outlay of money made by municipalities to provide the programs and services within their approved budget. Fiduciary Funds: Repository of money held by a municipality in a trustee capacity or as an agent for individuals, private organizations, other governmental units, and other funds. These include pension (and other employee benet) trust funds, investment trust funds, private- purpose trust funds, and agency funds. Fixed Assets: Long-lived, assets such as buildings, equipment and land obtained or controlled as a result of past transactions or circumstances. Fixed Costs: Costs that are legally or contractually mandated such as retirement, FICA/Social Security, insurance, debt service costs or interest on loans. Float: The difference between the bank balance for a local government’s account and its book balance at the end of the day. The primary factor creating oat is clearing time on checks and deposits. Delays in receiving deposit and withdrawal information also inuence oat. Full Faith and Credit: A pledge of the general taxing powers for the payment of governmental obligations. Bonds carrying such pledges are usually referred to as general obligation or full faith and credit bonds. Fund: An accounting entity with a self-balancing set of accounts that are segregated for the purpose of carrying on identied activities or attaining certain objectives in accordance with specic regulations, restrictions, or limitations. Fund Accounting: Organizing nancial records into multiple, segregated locations for money. A fund is a distinct entity within the municipal government in which nancial resources and activity (assets, liabilities, fund balances, revenues, and expenditures) are accounted for independently in accordance with specic regulations, restrictions or limitations. Examples of funds include the general fund and enterprise funds. Communities whose accounting records are organized according to the Uniform Municipal Accounting System (UMAS) use multiple funds. GASB 34: A major pronouncement of the Governmental Accounting Standards Board that establishes new criteria on the form and content of governmental nancial statements. GASB 34 requires a report on overall nancial health, not just on individual funds. It requires more complete information on the cost of delivering value estimates on public infrastructure assets, such as bridges, road, sewers, etc. It also requires the presentation of a narrative statement the government's nancial performance, trends and prospects for the future. GASB 45: This is another Governmental Accounting Standards Board major pronouncement that each public entity account for and report other postemployment benets in its accounting statements. Through actuarial analysis, municipalities must identify the true costs of the OPEB earned by employees over their estimated years of actual service. General Fund: The fund used to account for most nancial resources and activities governed by the normal appropriation process. General Obligation Bonds: Bonds issued by a municipality for purposes allowed by statute that are backed by the full faith and credit of its taxing authority. General Purpose Revenue: The County's discretionary budget, which is primarily sourced from property taxes, sales and use taxes, interest earnings, fees, and other miscellaneous sources. Contra Costa County | FY25-26 Recommended Budget Page 516 Governing Body: A board, committee, commission, or other executive or policymaking bodyof a municipality or school district. Indirect Cost: Costs of a service not reected in the operating budget of the entity providing the service. An example of an indirect cost of providing water service would be the value of time spent by non-water department employees processing water bills. A determination of these costs is necessary to analyze the total cost of service delivery. The matter of indirect costs arises most often in the context of enterprise funds. Interest: Compensation paid or to be paid for the use of money, including amounts payable at periodic intervals or discounted at the time a loan is made. In the case of municipal bonds, interest payments accrue on a day-to-day basis, but are paid every six months. Interest Rate: The interest payable, expressed as a percentage of the principal available for use during a specied period of time. It is always expressed in annual terms. Investments: Securities and real estate held for the production of income in the form of interest, dividends, rentals or lease payments. The term does not include xed assets used in governmental operations. Line Item Budget: A budget that separates spending into categories, or greater detail, such as supplies, equipment, maintenance, or salaries, as opposed to a program budget. Local Aid: Revenue allocated by the state or counties to municipalities and school districts. Maturity Date: The date that the principal of a bond becomes due and payable in full. Municipal(s): (As used in the bond trade) "Municipal" refers to any state or subordinate governmental unit. "Municipals" (i.e., municipal bonds) include not only the bonds of all political subdivisions, such as cities, towns, school districts, special districts, counties but also bonds of the state and agencies of the state. Note: A short-term loan, typically with a maturity date of a year or less. Objects of Expenditures: A classication of expenditures that is used for coding any department disbursement, such as “personal services,” “expenses,” or “capital outlay.” Ofcial Statement: A document prepared for potential investors that contains information about a prospective bond or note issue and the issuer. The ofcial statement is typically published with the notice of sale. It is sometimes called an offering circular or prospectus. Operating Budget: A plan of proposed expenditures for personnel, supplies, and other expenses for the coming scal year. Overlapping Debt: A community's proportionate share of the debt incurred by an overlapping government entity, such as a regional school district, regional transit authority, etc. Performance Budget: A budget that stresses output both in terms of economy and efciency. Principal: The face amount of a bond, exclusive of accrued interest. Program: A combination of activities to accomplish an end. Program Budget: A budget that relates expenditures to the programs they fund. The emphasis of a program budget is on output. Purchased Services: The cost of services that are provided by a vendor. Refunding of Debt: Transaction where one bond issue is redeemed and replaced by a new bond issue under conditions generally more favorable to the issuer. Reserve Fund: An amount set aside annually within the budget of a town to provide a funding source for extraordinary or unforeseen expenditures. Contra Costa County | FY25-26 Recommended Budget Page 517 Revaluation: The assessors of each community are responsible for developing a reasonable and realistic program to achieve the fair cash valuation of property in accordance with constitutional and statutory requirements. The nature and extent of that program will depend on the assessors’ analysis and consideration of many factors, including, but not limited to, the status of the existing valuation system, the results of an in-depth sales ratio study, and the accuracy of existing property record information. Revenue Anticipation Note (RAN): A short-term loan issued to be paid off by revenues, such as tax collections and state aid. RANs are full faith and credit obligations. Revenue Bond: A bond payable from and secured solely by specic revenues and thereby not a full faith and credit obligation. Revolving Fund: Allows a community to raise revenues from a specic service and use those revenues without appropriation to support the service. Sale of Real Estate Fund: A fund established to account for the proceeds of the sale of municipal real estate other than proceeds acquired through tax title foreclosure. Stabilization Fund: A fund designed to accumulate amounts for capital and other future spending purposes, although it may be appropriated for any lawful purpose. Surplus Revenue: The amount by which cash, accounts receivable, and other assets exceed liabilities and reserves. Tax Rate: The amount of property tax stated in terms of a unit of the municipal tax base; for example, $14.80 per $1,000 of assessed valuation of taxable real and personal property. Tax Title Foreclosure: The procedure initiated by a municipality to obtain legal title to real property already in tax title and on which property taxes are overdue. Trust Fund: In general, a fund for money donated or transferred to a municipality with specic instructions on its use. As custodian of trust funds, the treasurer invests and expends such funds as stipulated by trust agreements, as directed by the commissioners of trust funds or by the community's legislative body. Both principal and interest may be used if the trust is established as an expendable trust. For nonexpendable trust funds, only interest (not principal) may be expended as directed. Uncollected Funds: Recently deposited checks included in an account’s balance but drawn on other banks and not yet credited by the Federal Reserve Bank or local clearinghouse to the bank cashing the checks. (These funds may not be loaned or used as part of the bank’s reserves and they are not available for disbursement.) Undesignated Fund Balance: Monies in the various government funds as of the end of the scal year that are neither encumbered nor reserved, and are therefore available for expenditure once certied as part of free cash. Unreserved Fund Balance (Surplus Revenue Account): The amount by which cash, accounts receivable, and other assets exceed liabilities and restricted reserves. It is akin to a "stockholders’ equity" account on a corporate balance sheet. It is not, however, available for appropriation in full because a portion of the assets listed as "accounts receivable" may be taxes receivable and uncollected. (See Free Cash) Vacancy Factor: A vacancy factor, also known as "attrition," is a reduction in appropriations for salary and benets, accounting for anticipated cost savings from authorized positions remaining unlled during the scal year. Valuation (100 Percent): The legal requirement that a community’s assessed value on property must reect its market, or full and fair cash value. Contra Costa County | FY25-26 Recommended Budget Page 518 County Administrator’s Office May 20, 2025 FY25-26 Budget Adoption 1.At the April 28-29, 2025 Budget Hearing, the County Administrator’s Office and departments recommended a balanced $7.131 billion County and Special Districts Budget 2.Public Testimony was heard and considered 3.The Board provided direction and directed line-item changes increasing budgeted revenues and expenditures to rebalance at $7.154 billion and authorizing 11,288.33 FTE positions 4.The Board requested the County Administrator to prepare the FY25-26 County and Special District Budgets for Board adoption on May 20, 2025 FY25-26 Budget Adoption 1.Reduce the "COVID-19 FEMA Reserve" Assigned General Fund fund balance from $37,644,395 to $16,673,369, and budget the use of General Fund fund balance totaling $22,542,388 (of which $20,971,026 is the release from FEMA Reserve and $1,571,362 is related to Measure X one-time surplus revenues). 2.Revise the FY25-26 Recommended Budget to appropriate $9,000,211 as listed in the table. More details for the FY25-26 line-item appropriation adjustments are provided in Attachment D. EHSD will also submit additional budget amendments in the current fiscal year (FY24-25) for the $1.3M directed by the Board of Supervisors to contribute toward the $5M budget total for the SAFE Center. 3.Increase the FY25-26 Appropriation for Contingency from $21,500,000 to $35,919,248. Appropriate the balance of Measure X one-time surplus revenues totaling $1,471,362 to Measure X unallocated, and return to the Board of Supervisors on June 10, 2025 to discuss new allocations and related public processes for allocations of Measure X one-time balances and available general funds budgeted in Appropriation for Contingency. 3 FY25-26 Budget Adoption Uses FY25-26 Budget Budget Neutral Actions Appropriation Type Department Measure X COLA's 2,348,433 Ongoing Various Refugee Resettlement 400,000 One-time EHSD Health Care Literacy Project 100,000 One-time CAO SAFE Center 3,500,000 One-time EHSD SAFE Center 1,300,000 One-time EHSD SAFE Center 200,000 One-time EHSD Add (5) FTE Positions for Stand Together Contra Costa: 1.0 Deputy Public Defender II Immigration Defense Attorney, 1.0 Community & Media Relations Specialist, 2.0 Legal Assistants, 1.0 Clerk 2,341,158 One-time Public Defender Add (2) Forensic Social Workers 310,620 Ongoing Public Defender Add (2) Information Systems Programmer/Analyst I, (1) Lieutenant, and cancel (1) Sheriff’s Specialist - Ongoing Sheriff 9,000,211 1,500,000 FY25-26 Budget Adoption Sources Amount available Allocated Balance Measure X One-time Surplus 1,571,362 100,000 1,471,362 FY25-26 Measure X Ongoing Unallocated 2,348,433 2,348,433 - Appropriations for Contingency 21,500,000 310,620 21,189,380 ARPA/FEMA One-time Fund Balance 20,971,026 6,241,158 14,729,868 46,390,821 9,000,211 37,390,610 FY25-26 Budget Adoption 1.ACKNOWLEDGE that the Board of Supervisors held a Budget Hearing on April 28-29, 2025 during which public testimony was heard and considered; 2.ACKNOWLEDGE that significant economic issues could continue to challenge the Board of Supervisors in its effort to finance services and programs that County residents need or expect, potentially requiring future adjustments to General Purpose Revenue for the FY25-26 budget; 3.ACKNOWLEDGE that the County Administrator was directed to return to the Board of Supervisors with the FY25-26 County and Special Districts budget and staffing modifications necessary to carry out the Board of Supervisors’ actions on the Recommended Budget; 4.ADOPT a Resolution authorizing the modification, addition, and deletion of certain positions in affected departments (Attachment C) to effect the Recommended Budget; 5.ACKNOWLEDGE that the Board requested line-item changes and technical adjustments to the County Administrator's recommendations for the FY25-26 County and Special Districts Budgets as discussed during the Budget Hearing (Attachment D); 6.AUTHORIZE and REQUEST the Auditor-Controller to adjust FY24-25 appropriations and revenues by reallocating and balancing budgeted and actual expenditures and revenues as needed for various budget units and special districts, subject to Board approval in September 2025; and 7.AUTHORIZE the Auditor-Controller to make technical adjustments to the FY25-26 Recommended Budget when actual amounts are known and return to the Board in September 2025 for adoption of the Budget as Finally Determined. 6 Attachment C DEPARTMENT: Animal Services (0366) EFFECTIVE: July 1, 2025 ADD POSITIONS Position #Class Class Code Org # From FT/PT To FT/PT Vacant / Filled Notes NEW NEW NEW DELETE POSITIONS Notes 00020084 00019861 ADDED / DELETED Page 1 of 18 Attachment C DEPARTMENT: Assessor (0016) EFFECTIVE: July 1, 2025 ADD POSITIONS Notes EFFECTIVE: June 30, 2025, delete positions: Notes 1) Add one (1) Supervising Auditor-Appraiser and three (3) Junior Appraisers to support the Office's operation and increased workload. ADDED/DELETED Page 2 of 18 Attachment C DEPARTMENT: Auditor-Controller (0010) EFFECTIVE: July 1, 2025 ADD POSITIONS Notes 1) Add one (1) Supervising Accountant - Auditor to support property tax functions and provide staff supervision. ADDED Page 3 of 18 Attachment C DEPARTMENT: Clerk-Recorder (0043, 0355) EFFECTIVE: July 1, 2025, add positions: Position #Class Class Code Org # From FT/PT To FT/PT Vacant & Unfunded Notes EFFECTIVE: JULY 1, 2025, delete positions: Notes 2) to increase capacity of staff to serve in lead capacity for temporary staff around peak election processing periods ADDED/DELETED Attachment C DEPARTMENT: Conservation & Development Agency 38 (Dept 0280) EFFECTIVE July 1, 2025, ADD positions: Position #Class Class Code Org # From FT/PT To FT/PT Vacant / Filled Notes Page 5 of 18 Attachment C DEPARTMENT: District Attorney (0242) EFFECTIVE: July 1, 2025 ADD POSITIONS Position #Class Class Code Org # From FT/PT To FT/PT Vacant / Filled Notes ADDED/DELETED Trafficking Task Force. (100% Various department grants) Attorney III position to the Sexually Violent Predator (SVP) Unit to support additional caseloads. (100% state reimbursable) (100% Services and Supplies reductions) District Attorney III position to the Mental Health Unit, add one (1) Deputy District Attorney III position to the Filing Unit, and add one (1) Deputy District Attorney III position to the Law & Motion Unit support additional caseloads. (100% General Fund) Page 6 of 18 Attachment C DEPARTMENT: Department of Information Technology (0060, 0147) EFFECTIVE: July 1, 2025 ADD POSITIONS Position #Class Class Code Org # From FT/PT To FT/PT Vacant & Unfunded Notes DELETE POSITIONS Notes ADDED/DELETED 3) Add one (1) Info Systems Programmer / Analyst IV and add one (1) Business Systems Analyst in the Enterprise Systems division Page 7 of 18 Attachment C DEPARTMENT: Health Services Department (0450) to (0540); Health Services Department (Intradepartmental- 0540) EFFECTIVE: July 1, 2025 TRANSFER POSITIONS Position #Class Class Code From Org #To Org #FT/PT Vacant / Filled Notes 1. Transfer positions from Public Health (0450) to Contra Costa Regional Medical Center and Health Centers (0540) TRANSFERRED , ADDED and DELETED Page 8 of 18 Attachment C DEPARTMENT: Human Resources (0035) EFFECTIVE: July 1, 2025 ADD POSITIONS Position #Class Class Code Org # From FT/PT To FT/PT Vacant/ Filled Notes 1) Add two (2) HR Analysts (AGTF) to support recruitment and class/comp functions within the Talent & Development Unit (1351). ADDED Page 9 of 18 Attachment C DEPARTMENT: Library Agency 85 (Depts 0620 and 0621) EFFECTIVE July 1, 2025, ADD POSITIONS: Position #Class Class Code Org # From FT/PT To FT/PT Vacant/ Filled Notes EFFECTIVE: JULY 1, 2025, delete positions: Position #Class Class Code Org # From FT/PT To FT/PT Vacant & Unfunded Notes ADDED 1) to oversee the Virtual Library and Circulation teams and provide staff training coordination on new online library products and Attachment C DEPARTMENT: Public Defender (0243) EFFECTIVE: July 1, 2025 ADD POSITIONS Position #Class Class Code Org # From FT/PT To FT/PT Vacant / Filled Notes DELETE POSITIONS Notes 15745 Clerk-Senior Level JWXC 2909 Explanation: Defender II-Project position and one (1) Community & Media Relations Specialist-Project position, for additional support in the Stand Together Contra Costa program. These positions are being added per the Board's direction during the April 29, 2025 Budget Hearing with one-time funding, for up to a three-year period. (100% General Fund fund balance, one-time) proceedings. (100% General Fund) 3) Add one (1) Case Preparation Assistant position to provide additional administrative and legal preparation support to the Department's Mental Health Diversion (MHD) Program. (100% General Fund) 4) Add one (1) Administrative Svcs Asst II-Prj position to provide data analysis, review, and filing support with Racial Justic act (RJA) cases, for the duration of the funding period. (100% Post Conviction Grant) ADDED/DELETED will support the Department with managerial capacity. (100% General Fund) Page 11 of 18 Attachment C DEPARTMENT: Purchasing (0020) EFFECTIVE: July 1, 2025 ADD POSITIONS Position #Class Class Code Org # From FT/PT To FT/PT Vacant & Filled Notes DEPARTMENT: Facilities Maintenance (0079) ADD POSITIONS Notes DEPARTMENT: Public Works (0650) ADD POSITIONS Notes 3. Additional position needed to support contract administration activities. ADDED Page 12 of 18 Attachment C DEPARTMENT: Probation (0308) EFFECTIVE: July 1, 2025 ADD POSITIONS Position #Class Class Code Org # From FT/PT To FT/PT Vacant & Filled Notes NEW DELETE POSITIONS Notes 569 18845 Explanation: and one (1) Plnr/Eval-Level A position, to provide critical administrative staffing support throughout the program areas within the Department. ADDED/DELETED/MODIFIED Page 13 of 18 Attachment C DEPARTMENT: Insurance and Risk Management (0150) EFFECTIVE: July 1, 2025 ADD POSITIONS Position #Class Class Code Org # From FT/PT To FT/PT Vacant & Unfunded Notes DELETE POSITIONS Notes ADDED/DELETED Attachment C DEPARTMENT: Sheriff (0255) EFFECTIVE: July 1, 2025 ADD POSITIONS Position #Class Class Code Org # From FT/PT To FT/PT Vacant / Filled Notes DELETE POSITIONS Notes 2927 Clerk-Specialist Level JWXD 2500 FT Vacant 1 20034 Sheriff's Specialist 64VE 2578 FT Vacant 2 Explanation: ADDED/DELETED within the Personnel and Finance Division. (100% General Fund) Specialist position, to staff the Business Intelligence Unit to collect, analyze, and share data and implement and maintain a public facing data dashboard. (100% General Fund , salary and benefit cost savings) Page 15 of 18 Attachment C DEPARTMENT: Treasurer/Tax Collector (0015) EFFECTIVE: July 1, 2025 ADD POSITIONS Position #Class Class Code Org # From FT/PT To FT/PT Vacant/ Filled Notes ADDED Attachment C DEPARTMENT: Veterans Service (0579) EFFECTIVE: July 1, 2025 ADD POSITION Position #Class Class Code Org # From FT/PT To FT/PT Vacant/ Filled Notes New Veterans' Service Manager 96TA 0579 FT 1 TRANSFERRED, ADDED and DELETED Attachment C DEPARTMENT: Contra Costa County Fire Protection District (7300) EFFECTIVE: July 1, 2025 ADD POSITIONS Position #Class Class Code Org # From FT/PT To FT/PT Vacant/ Filled Notes NEW Fire Inspector I RJWJ NEW Fire Inspector I RJWJ NEW NEW NEW NEW NEW NEW NEW NEW NEW NEW NEW NEW NEW NEW NEW NEW NEW NEW NEW NEW NEW NEW NEW NEW NEW NEW DEPARTMENT: CCCFPD Emergency Medical Services Transport Fund (7040) ADD POSITIONS Notes NEW NEW NEW NEW Technician, and one (1) Program/Projects Coordinator positions to the General Operating Fund to support the increasing demand for services, including some administrative expansion needs. (100% General Operating Fund) Administrative Services Assistant III positions to the General Operating Fund due to the Rodeo-Hercules Fire District annexation. (100% Rodeo-Hercules Fire funding) Transportation Fund to assist with the Emergency Medical Services transport dispatch and communications center operations. (100% EMS Transport Fund) ADDED/DELETED Page 18 of 18 Attachment D Budget Unit Name & Number: Measure X and ARPA/FEMA Allocations (Various) Proposed Final Org Object/Budget Budget No.Account Description Amount Change Amount Notes 2353 1011 Permanent Salaries 153,600 8,069 417,669 1 1504 5011 Reimbursements - Gov/Gov 537,600 10,591 548,191 3 1503 2310 Non Cnty Prof/Spclzd Svcs 645,120 12,709 657,829 4 1501 2310 Non Cnty Prof/Spclzd Svcs 12,902,400 254,177 13,156,577 5 2919 1011 Permanent Salaries 848,896 16,723 865,619 6 4500 2479 Other Special Dpmtal Exp 3,712,000 73,126 3,785,126 7 1151 2310 Non Cnty Prof/Spclzd Svcs 268,800 5,295 274,095 8 1200 2310 Non Cnty Prof/Spclzd Svcs 226,880 4,470 231,350 9 1200 1011 Permanent Salaries 281,600 5,548 287,148 10 5610 2310 Non Cnty Prof/Spclzd Svcs 10,021,338 -58 10,021,280 11 5497 1011 Permanent Salaries 807,117 15,900 823,017 12 5140 2310 Non Cnty Prof/Spclzd Svcs 819,200 16,138 835,338 13 5285 2479 Other Special Dpmtal Exp 2,150,400 42,363 2,192,763 14 5140 2479 Other Special Dpmtal Exp 0 200,000 200,000 15 5140 2479 Other Special Dpmtal Exp 0 3,500,000 3,500,000 16 5422 2310 Non Cnty Prof/Spclzd Svcs 0 400,000 400,000 17 5912 1011 Permanent Salaries 22,937,600 451,871 23,389,471 18 2505 2310 Non Cnty Prof/Spclzd Svcs 581,683 11,459 593,142 19 2500 1011 Permanent Salaries 1,397,760 27,536 1,425,296 20 0136 2479 Other Special Dpmtal Exp 1,290,240 25,418 1,315,658 21 1100 2310 Non Cnty Prof/Spclzd Svcs 0 100,000 100,000 22 0990 6301 Contingency Approp-General 21,500,000 14,419,248 35,919,248 23 0013 5016 Interfund-Trans-Gov/Gov 14,730,240 290,185 15,020,425 25 0013 3570 Contribute to Enterprise Fund 43,008,000 847,258 43,855,258 26 Page 1 of 3 7300 9956 Interfund Transfers Gov/Gov 14,515,200 285,949 14,801,149 29 7300 1014 Permanent Overtime 14,515,200 285,949 14,801,149 30 3737 9956 Interfund Transfers Gov/Gov 215,040 4,236 219,276 31 3737 1011 Permanent Salaries 215,040 4,236 219,276 32 6200 8381 Hospital Subsidy 43,008,000 847,258 43,855,258 33 6200 1011 Permanent Salaries 43,008,000 847,258 43,855,258 34 NET COST CHANGE:0 2) Measure X allocation designated for COLA for the Accessible Transportation Strategic Plan. 3) Measure X allocation designated for COLA for the Climate Equity and Resilience Investment. 4) Measure X allocation designated for COLA for the Illegal Dumping Initiative. 5) Measure X allocation designated for COLA for the Local Housing Trust Fund. 6) Measure X allocation designated for COLA for Stand Together Contra Costa. 7) Measure X allocation designated for COLA for the County Office of Climate Sustainability and County Parks Maintenance and Operations and Recreation. 8) Measure X allocation designated for COLA for the Arts and Culture Programs. 9) Measure X allocation designated for COLA for the Measure X Community Advisory Board Language Access and Sales Tax Consulting allocations. 10) Measure X allocation designated for COLA for the Measure X Staff Support 11) Measure X allocation designated for COLA for the Additional Childcare Providers, Children w/Disabilities/Childcare Support, County Youth Centers, and Early Childhood Education/Childcare Programs, and one-time Measure X budget reduction for County Youth Centers. 12) Measure X allocation designated for COLA for the Family Navigators Program. 13) Measure X allocation designated for COLA for the Food Security program. 14) Measure X allocation designated for COLA for the Master Plan on Aging/Community Based Aging Services. 15) One-time Measure X allocation for the SAFE Center program. 16) One-time ARPA allocation for the SAFE Center program. 17) One-time ARPA allocation for the Refugee Resettlement program. 18) Measure X allocation designated for COLA for the A3 and Mental Health Services for the under 26 and under and LGBTQ+ Programs. 19) Measure X allocation designated for COLA for the body and car cameras equipment and licensing. 20) Measure X allocation designated for COLA for the body and car cameras staffing. 21) Measure X allocation designated for COLA for the ORESJ operating allocation. 22) One-time Measure X allocation for the Health Care Literacy Project. 23) One-time ARPA/FEMA allocation for contingencies. 24) One-time unallocated Measure X funds available for allocation. 25) Fire Interfund Transfer in for Measure X COLA. 26) Contra Costa Regional Medical Center revenue transfer out. 27) Appropriate the balance of Measure X one-time surplus revenues to Measure X unallocated. 28) Appropriate the balance of one-time ARPA/FEMA reserve funds. 29) Fire Interfund Transfer in for Measure X COLA. 30) Measure X allocation Page 2 of 3 Attachment D Fiscal Year 2025-2026 GENERAL FUND LINE ITEM CHANGES APPROPRIATIONS / REVENUES Proposed Final Org Object/Budget Budget No.Account Description Amount Change Amount Notes 2909 1011 Permanent Salary 21,088,130 211,878 21,300,008 1 2909 1015 Deferred Compensation 232,218 2,315 234,533 2909 1042 FICA/Medicare 1,401,728 16,209 1,417,937 2909 1044 Retirement Expense 4,181,260 39,154 4,220,414 2909 1060 Employee Group Insurance 2,568,069 39,227 2,607,296 2909 1063 Unemployment Insurance 42,648 422 43,070 2909 1070 Workers Comp Insurance 145,364 1,415 146,779 2919 1011 Permanent Salary 1,198,541 524,263 1,722,804 2 2919 1015 Deferred Compensation 20,527 9,481 30,008 2919 1042 FICA/Medicare 87,637 40,888 128,525 2919 1044 Retirement Expense 227,787 104,147 331,934 2919 1060 Employee Group Insurance 199,161 92,695 291,856 2919 1063 Unemployment Insurance 2,397 1,070 3,467 2919 1070 Workers Comp Insurance 8,006 7,843 15,849 2919 2479 Other Special Departmental Exp 0 1,560,774 1,560,774 0005 9990 Fund 2,651,781 3 NET FUND CHANGE:0 1) Add budget for 2 Forensic Social Worker-Project positions. At the April 29, 2025 Budget Hearing, the Board repurposed appropriations for contingencies totaling $310,620 to fund and restore 2.0 FTE Forensic Social Worker-Project positions ongoing. 2) Added 2 Legal Assistant-project positions, 1 Intermediate Clerk-Project position, 1 Deputy Public Defender II-Project positions, and 1 Community and Media Relations Spec-Project position for additional support in the Stand Together Contra Costa program. At the April 29, 2025 Budget Hearing, the Board approved a one-time general fund balance appropriation totaling $2,341,161 to fund 5.0 FTE project positions for up to a three year period, for the Stand Together Contra Costa program. A total of $780,387 is appropriated for year one and reflected above in the various salaries and benefits object accounts. The remaining $1,560,774 for the second and third year of funding will be appropriated in object account 2479 for carryforward tracking. 3) Use of a portion of the ARPA/FEMA one-time fund balance. Page 3 of 3 May 21, 2025 Contra Costa County Board of Supervisors 1025 Escobar Street Martinez, CA 94553 RE: Contra Costa County Budget Proposal – Health Dear Contra Costa County Board of Supervisors: On behalf of the East Bay Leadership Council, we would like to comment on the county’s budget proposal, relating to issues impacting healthcare services and access in Contra Costa County. As a prominent public policy advocacy organization representing hundreds of employers across Contra Costa and Alameda Counties, we know full well the profound impact that investing in healthcare services and access will have on the overall economic vitality and quality of life in our region. For this reason, we urge the Board of Supervisors to withhold any cuts to and fully fund all the different health programs to their current levels. We request that the Board of Supervisors maintain funding for the various health programs and services in the county for several reasons. First, access to robust health services not only supports individuals and families but also ensures a stronger, more resilient workforce, something our member businesses rely on every day. Public health infrastructure, behavioral health services, preventative care, and community health initiatives are all critical to reducing long-term costs, improving public outcomes, and driving economic stability. The ripple effects of cutting funding in these areas would be felt far beyond the health sector and would ultimately burden other county services. Second, the uncertainty and potential reductions in federal funding for public health programs only heighten the need for strong, stable local investment. As Congress debates future appropriations that may leave counties with fewer resources, Contra Costa must be proactive in safeguarding critical services from disruption. Without local reinforcement, the compounded effect of federal cuts could severely strain our county’s capacity to meet basic health needs, especially for our most vulnerable populations. For example, in the East Bay, nearly half of all youth under the age of 21 are enrolled in Medi-Cal. Any reduction in federal support would disproportionately impact these vulnerable groups, leading to increased uninsured rates and poorer health outcomes. Cuts to medical services, particularly in primary care, often result in individuals turning to emergency rooms for non-emergency care, as they are the only option for those without other access points to healthcare. This shift to emergency care not only drives up costs, but also strains the resources of hospitals, which are required to treat all patients regardless of their ability to pay. Ultimately, this creates a cycle of increased healthcare expenses for both individuals and the broader system. We appreciate your leadership and commitment to ensuring the well-being of Contra Costa residents. We welcome the opportunity to discuss these issues further and look forward to working together to protect the programs that sustain the health of our communities. Sincerely, Mark Orcutt President & CEO East Bay Leadership Council Position Modifications (Attachment C) The attached Position Adjustment Resolution No. 2025-172 incorporates the changes directed by the Board as part of the Fiscal Year 2025-2026 Recommended Budget. The Resolution adds and/or eliminates positions and classifications in the following departments: Animal Services, Assessor, Auditor- Controller, Clerk Recorder / Elections, Conservation and Development, Department of Information Technology, District Attorney, Health Services, Human Resources, Public Defender, Library, Probation, Public Works, Risk Management, Sheriff-Coroner, Treasurer-Tax Collector, Veterans Services, and Contra Costa County Fire Protection District. 1. Animal Services Net increase of one 1.0 FTE: Add two (2) Animal Services Clerks in the Finance division to extend shelter operations hours to seven days per week. Add one (1) Animal Shelter Veterinarian-Exempt in the Medical Services division to further ensure medical care and relieve reliance on contracted services. Delete one (1) Officer Manager in the Finance division and delete one (1) Animal Services Officer in the Field Operations division. 2. Assessor Net increase of 5.0 FTE: The Office will add one (1) Supervising Auditor-Appraiser, three (3) Junior Appraisers, and two (2) Computer Aided Drafting (CAD) Operator positions. The appraiser positions are considered critical to the operation and cyclical increase of the Assessor’s Office workload. The Office attempts to group hirings to maximize in-house trainings. The CAD Operator positions will help maintain maps needed to reflect the boundaries and dimensions of properties in the County. One (1) Assessor’s Clerical Staff Manager position is being eliminated to streamline the reporting structure and operation of the Office for efficiency purposes. 3. Auditor-Controller Net increase of one 1.0 FTE: Add one (1) Supervising Accountant - Auditor to support property tax functions and provide staff supervision. 4. Clerk-Recorder Net decrease of 1.0 FTE: Adds 1 Account Clerk Experienced Level, 1 Clerk-Recorder Services Technician, and 1 Clerk-Recorder Services Specialist positions to anticipate increased recording activity; cancels 4 Clerk Experienced Level positions no longer required; adds 2 Elections Specialists and cancels 2 Elections Services Technicians to increase capacity of staff to serve in lead capacity for temporary staff around peak election processing periods. 5. Conservation and Development Net increase of 11.0 FTE: Adds 2 Structural Engineers and 1 Principal Structural Engineer to meet increased demand for building permit applications and for succession planning; adds 1 Sr. Planning Technician and 2 Planner Is to address housing development on publicly owned land and to address large-scale grant programs; adds 1 Principal Building Inspector and 1 Grading Inspector to manage a more complex caseload and duties in Building Inspection; and adds 1 Accountant III, 1 Secretary Adv Level, and 1 Clerk Senior Level to increase fiscal and administrative support across the varied department programs. 6. Department of Information Technology Net increase of 6.0 FTE: Add one (1) Departmental Fiscal Officer in the Administration Division for increased financial and operational capacity. Add one (1) Info Systems Manager II in the Information Systems division to provide increased IT security (80% allocation to Health Services). Add one (1) Info Systems Programmer / Analyst IV and add one (1) Business Systems Analyst in the Enterprise Systems division (1065) to focus on new strategic initiatives. Add one (1) Network Technician II in the Information Technology division which will be dedicated to audio visual (AV) technology needs for the Board of Supervisors. Add one (1) Network Analyst Technician II and add one (1) Network Analyst Technician I in the Communications division to reduce reliance on external contracts and ensure internal expertise for ongoing network maintenance. Add one (1) Network Technician I in the Information Technology division as a dedicated resource for the Public Defender's Office. Delete one (1) vacant Network Administrator I and one (1) vacant Info Systems Project Manager as both positions are no longer being funded by the County Library. 7. District Attorney Net increase of 8.0 FTE: Adds one (1) Administrative Services Assistant III position to support the administrative functions within the Human Trafficking Task Force; one (1) Deputy District Attorney II position to the Child Abduction Prosecution Unit, and one (1) Deputy District Attorney II position to the Organized Retail Theft Prosecution Unit to support additional caseloads; one (1) Deputy District Attorney III position to the Sexually Violent Predator (SVP) Unit, one (1) Deputy District Attorney III position to the Mental Health Unit, one (1) Deputy District Attorney III position to the Filing Unit, and one (1) Deputy District Attorney III position to the Law & Motion Unit to support additional caseloads; and one (1) Network Administrator I position to the IT Unit for overall technology support throughout the Department. 8. Health Services Net zero FTE change: Transfers 37.6 FTE of various classifications and incumbents from the Public Health Division to the Hospital Enterprise Fund I Division, which supports the operations of Contra Costa Regional Medical Center (CCRMC) and the Health Centers, plus a transfer of four (4) existing positions from the Emergency Medical Services department within CCRMC to the Emergency Medical Services Special District. 9. Human Resources Net increase of 2.0 FTE: Add two (2) HR Analysts to support recruitment and classification and compensation study functions within the Talent & Development Unit (formerly the Personnel division). 10. Library Net increase of 1.6 FTE: Adds 1 Library Services Manager and 1 Information Systems Programmer Analyst II to oversee and support the Virtual Library and Circulation teams and ensure website compliance with applicable laws and regulations; increases one part time Sr. Library Literacy Asst to full time at the San Pablo branch; adds 1 Librarian II position at the Pittsburg branch; adds one Librarian II and 1 Library Assistant Journey Level to the San Ramon Library to reinstate extra hours above the base; cancels 2 permanent intermittent Library Assistant-Journey Level positions no longer required; cancels 1 Librarian II and one Clerk Senior Level positions that were replaced in FY 24/25 by full time positions. 11. Probation Net zero FTE change: Adds one (1) Community & Media Relations Specialist position and one (1) Personnel Technician position to provide critical administrative staffing support throughout the program areas within the Department; and deletes one (1) Clerk-Specialist Level and one (1) Planner/Evaluator-Level A position. 12. Public Defender Net increase of 8.0 FTE: Adds one (1) Manager of Law Offices position to support the Department with managerial capacity and necessary oversight, and deletes one (1) Clerk-Senior Level position; adds one (1) Deputy Public Defender II position to the LPS/Conservatorship for additional counsel and support in conservatorship proceedings; adds one (1) Case Preparation Assistant position to provide additional administrative and legal preparation support to the Department's Mental Health Diversion (MHD) Program; adds one (1) Administrative Services Assistant II-Project position to provide data analysis, review, and filing support with Racial Justic Act (RJA) cases, for the duration of the funding period; Adds two (2) Legal Assistant positions, one (1) Clerk-Experienced Level position, one (1) Deputy Public Defender II position and one (1) Community & Media Relations Specialist position for additional support within Stand Together Contra Costa, with one-time funding allocation for up to three years. At the FY25-26 Recommended Budget Hearing on April 29, 2025 the Board restored the 2.0 FTE Forensic Social Worker positions and repurposed appropriations for contingencies totaling $310,620 to fund the positions ongoing. At the FY25-26 Budget Adoption Hearing, on May 20, 2025, the Board directed for the 5.0 FTE positions recommended for Stand Together Contra Costa, summarized above, to be classified as permanent positions instead of project positions, with one-time funding for up to three years. 13. Public Works Net increase of 5.0 FTE: The Purchasing Division will add one (1) Buyer II position and one (1) Senior Buyer position to support the increasing volume of purchase orders and bid requests from County departments. The Facilities Maintenance Division will add one (1) Administrative Analyst position to support the County’s Energy Manager with implementing projects and initiatives aligned with the County’s Climate Action Plan. The Public Works-Administration Division will add one (1) Administrative Analyst to support contract administration activities and one (1) Information Systems Project Manager position to provide leadership within the Information Technology Programming Team with a focus on transitioning and upgrading technologies. 14. Risk Management Net increase of 2.0 FTE: Add one (1) Deputy Director of Risk Management to replace and delete one (1) Assistant Risk Manager, improving departmental leadership and succession planning. Add one (1) Administrative Aide and delete one (1) Secretary Journey Level for better suited administrative support. Add one (1) Senior Liability Claims Adjuster for elevated claims management. Add one (1) Administrative Services Assistant for improved operations efficiencies. 15. Sheriff-Coroner’s Office Net increase of 2.0 FTE: Adds one (1) Administrative Analyst position to provide technical and administrative support within the Personnel and Finance Division; and deletes one (1) Clerk- Specialist position from in the Administration Unit. At the April 28-29 hearing on the FY25-26 Recommended Budget, the Board of Supervisors added two (2) Information Systems Programmer and Analyst I and one (1) Lieutenant positions to staff the Business Intelligence Unit to collect, analyze, and share data and implement and maintain a public facing data dashboard, and deleted one (1) Sheriff's Specialist position as a partial cost offset. 16. Treasurer-Tax Collector Net increase of 1.0 FTE: Adds one (1) Chief of Admin Services I – Exempt position to oversee the administration and coordination of various office functions and programs, including the upcoming property tax system replacement project. 17. Contra Costa County Fire Protection District Net increase of 32.0 FTE: The General Operating Fund will add two (2) Fire Inspector I, two (2) Fire Investigator, one (1) Equipment Mechanic, one (1) Accounting Technician, one (1) Materials Technician, and one (1) Program/Projects Coordinator positions to support the increasing demand for services, including some administrative expansion needs. The Rodeo-Hercules Fire District Annexation staffing includes four (4) Fire Captain-Paramedic/56 Hour, two (2) Fire Captain-56 Hour, three (3) Fire Engineer Paramedic/56 Hour, three (3) Fire Engineer/56 Hour, two (2) Firefighter- Paramedic/56 Hour, four (4) Firefighter/56 Hour, one (1) Battalion Chief-56 Hour, and one (1) Administrative Services Assistant III positions. The Emergency Medical Services (EMS) Transport Fund Division will add one (1) Supervising Fire District Dispatcher-40 Hour, and three (3) Supervising Fire District Dispatcher-56 Hour positions to the EMS Transportation Fund to assist with the Emergency Medical Services transport dispatch and communications center operations. 18. Veterans Service Department Net increase of 1.0 FTE: Adds one (1) Veterans’ Service Manager to support ongoing countywide operations, address increased complexity of caseloads, and expand span of control within the department. Attachment C DEPARTMENT: Animal Services (0366) EFFECTIVE: July 1, 2025 ADD POSITIONS Position # Class Class Code Org # From FT/PT To FT/PT Vacant / Filled Notes NEW Animal Services Clerk BJXB 3340 FT FT NEW 1 NEW Animal Services Clerk BJXB 3340 FT FT NEW 1 NEW Animal Shelter Veterinarian-Exempt BKS1 3336 FT FT NEW 2 EFFECTIVE: JULY 1, 2025 DELETE POSITIONS Position # Class Class Code Org # From FT/PT To FT/PT Vacant & Unfunded Notes 00020084 Office Manager JJHC 3340 FT FT Vacant 3 00019861 Animal Services Officer BJWD 3331 FT FT Vacant 3 4) Delete one (1) Animal Services Officer in the Field Operations division (3331). CONTRA COSTA COUNTY POSITIONS TO BE ADDED / DELETED Explanation: 3) Delete one (1) Officer Manager in the Finance division (3340). 2) Add one (1) Animal Shelter Veterinarian-Exempt in the Medical Services division (3336) to ensure medical care. 1) Add two (2) Animal Services Clerks in the Finance division (3340) to extend shelter operations hours. Page 1 of 18 Attachment C DEPARTMENT: Assessor (0016) EFFECTIVE: July 1, 2025 ADD POSITIONS Position # Class Class Code Org # From FT/PT To FT/PT Vacant/ Filled Notes NEW Supervising Auditor-Appraiser DRNA 1620 FT FT NEW 1 NEW Junior Appraiser DAWA 1610 FT FT NEW 1 NEW Junior Appraiser DAWA 1610 FT FT NEW 1 NEW Junior Appraiser DAWA 1610 FT FT NEW 1 NEW Computer Aided Drafting Operator NPWB 1605 FT FT NEW 2 NEW Computer Aided Drafting Operator NPWB 1605 FT FT NEW 2 EFFECTIVE: June 30, 2025, delete positions: Position # Class Class Code Org # From FT/PT To FT/PT Vacant & Unfunded Notes 451 Assessor's Clerical Staff Manager JJNG 1600 40/40 0/40 Vacant 3 1) Add one (1) Supervising Auditor-Appraiser and three (3) Junior Appraisers to support the Office's operation and increased workload. CONTRA COSTA COUNTY POSITIONS TO BE ADDED/DELETED Explanation: 2) Add two (2) CAD Operators to support base mapping data. 3) Delete one (1) Assessor's Clerical Staff Manager position to streamline the reporting structure and operation of the Office for efficiency purposes. Page 2 of 18 Attachment C DEPARTMENT: Auditor-Controller (0010) EFFECTIVE: July 1, 2025 ADD POSITIONS Position # Class Class Code Org # From FT/PT To FT/PT Vacant/ Filled Notes NEW Supervising Accountant-Auditor 1BHN 1004 FT FT NEW 1 1) Add one (1) Supervising Accountant - Auditor to support property tax functions and provide staff supervision. CONTRA COSTA COUNTY POSITIONS TO BE ADDED Explanation: Page 3 of 18 Attachment C DEPARTMENT: Clerk-Recorder (0043, 0355) EFFECTIVE: July 1, 2025, add positions: Position # Class Class Code Org # From FT/PT To FT/PT Vacant & Unfunded Notes NEW ACCOUNT CLERK - EXPERIENCED LEVEL JDVC 0355 0/40 40/40 NEW 1 NEW CLERK-RECORDER SVCS TECHNICIAN EAVA 0355 0/40 40/40 NEW 1 NEW CLERK-RECORDER SVCS SPECIALIST EATA 0355 0/40 40/40 NEW 1 NEW ELECTIONS SVCS SPECIALIST EBVA 2353 0/40 40/40 NEW 2 NEW ELECTIONS SVCS SPECIALIST EBVA 2353 0/40 40/40 NEW 2 EFFECTIVE: JULY 1, 2025, delete positions: Position # Class Class Code Org # From FT/PT To FT/PT Vacant & Unfunded Notes 11763 CLERK - EXPERIENCED LEVEL JWXB 0355 40/40 0/40 Vacant 3 5820 CLERK - EXPERIENCED LEVEL JWXB 0355 40/40 0/40 Vacant 3 5852 CLERK - EXPERIENCED LEVEL JWXB 0355 40/40 0/40 Vacant 3 5841 CLERK - EXPERIENCED LEVEL JWXB 0355 40/40 0/40 Vacant 3 13543 ELECTIONS SVCS TECHNICIAN EBTA 2353 40/40 0/40 Vacant 2 13778 ELECTIONS SVCS TECHNICIAN EBTA 2353 40/40 0/40 Vacant 2 2) to increase capacity of staff to serve in lead capacity for temporary staff around peak election processing periods 3) positions no longer required CONTRA COSTA COUNTY POSITIONS TO BE ADDED/DELETED Explanation: 1) to anticipate increased recording activity Attachment C DEPARTMENT: Conservation & Development Agency 38 (Dept 0280) EFFECTIVE July 1, 2025, ADD positions: Position # Class Class Code Org # From FT/PT To FT/PT Vacant / Filled Notes NEW Clerk - Senior Level JWXC 2606 0/40 40/40 NEW 1 NEW Secretary - Advanced Level J3TG 2636 0/40 40/40 NEW 1 NEW Accountant III SATA 2652 0/40 40/40 NEW 1 NEW Planner I 5AWA 2657 0/40 40/40 NEW 2 NEW Planner I 5AWA 2657 0/40 40/40 NEW 2 NEW Grading Inspector I NXWB 2661 0/40 40/40 NEW 3 NEW Principal Building Inspector FAHE 2661 0/40 40/40 NEW 3 NEW Sr Planning Technician 51SC 2681 0/40 40/40 NEW 2 NEW Principal Structural Engineer NCHA 2682 0/40 40/40 NEW 4 NEW Structural Engineer NCSA 2682 0/40 40/40 NEW 4 NEW Structural Engineer NCSA 2682 0/40 40/40 NEW 4 3) to manage a more complex caseload and duties in Building Inspection 4) to meet increased demand for building permit applications and for succession planning CONTRA COSTA COUNTY POSITIONS TO BE ADDED & CANCELED Explanation: 1) to increase fiscal and administrative support across the varied department programs 2) to address housing development on publicly owned land and to address large-scale grant programs Page 5 of 18 Attachment DEPARTMENT: District Attorney (0242 EFFECTIVE: July 1, 2025 ADD POSITIONS Position # Class Class Code Org # From FT/PT To FT/PT Vacant / Filled Notes NEW Administrative Services Assistant III APTA 2800 FT FT NEW 1 NEW Deputy District Attorney II 2KVA 2800 FT FT NEW 2 NEW Deputy District Attorney III 2KVA 2800 FT FT NEW 2 NEW Deputy District Attorney II 2KTA 2800 FT FT NEW 3 NEW Deputy District Attorney III 2KTA 2800 FT FT NEW 3 NEW Deputy District Attorney III 2KTA 2800 FT FT NEW 3 NEW Deputy District Attorney III 2KTA 2800 FT FT NEW 3 NEW Network Administrator I LNSA 2800 FT FT NEW 4 Explanation: CONTRA COSTA COUNTY POSITIONS TO BE ADDED/DELETED 1) Add one (1) Administrative Services Assistant III position to support the administrative functions within the Human Trafficking Task Force. (100% Various department grants) 2) Add one (1) Deputy District Attorney II position to the Child Abduction Prosecution Unit and add one (1) Deputy District Attorney III position to the Sexually Violent Predator (SVP) Unit to support additional caseloads. (100% state reimbursable) 4) Add one (1) Network Administrator I position to the IT Unit for overall technology support throughout the Department. (100% Services and Supplies reductions) 3) Add one (1) Deputy District Attorney II position to the Organized Retail Theft Prosecution Unit, add one (1) Deputy District Attorney III position to the Mental Health Unit, add one (1) Deputy District Attorney III position to the Filing Unit, and add one (1) Deputy District Attorney III position to the Law & Motion Unit support additional caseloads. (100% General Fund) Page 6 of 18 Attachment C DEPARTMENT: Department of Information Technology (0060, 0147) EFFECTIVE: July 1, 2025 ADD POSITIONS Position # Class Class Code Org # From FT/PT To FT/PT Vacant & Unfunded Notes NEW Departmental Fiscal Officer APSA 1050 FT FT NEW 1 NEW Info Sys Manager II LTNB 1055 FT FT NEW 2 NEW Info Sys Programmer/Analyst IV LPNB 1065 FT FT NEW 3 NEW Business Systems Analyst LTWK 1065 FT FT NEW 3 NEW Network Technician II LNVA 1070 FT FT NEW 4 NEW Network Analyst II LBTA 1075 FT FT NEW 5 NEW Network Analyst I LBVA 1075 FT FT NEW 5 NEW Network Technician I LNWA 1070 FT FT NEW 6 EFFECTIVE: JULY 1, 2025 DELETE POSITIONS Position # Class Class Code Org # From FT/PT To FT/PT Vacant & Unfunded Notes 19879 Network Administrator I LNSA 1070 FT FT Vacant 7 6065 Info Sys Project Manager LPNA 1070 FT FT Vacant 7 CONTRA COSTA COUNTY POSITIONS TO BE ADDED/DELETED Explanation: 6) Add one (1) Network Technician I in the Information Technology division as a dedicated resource for the Public Defender's Office. 7) Delete one (1) Network Administrator I (vacant) and delete one (1) Info Systems Project Manager (vacant) as both positions are no longer being funded by the County Library. 1) Add one (1) Departmental Fiscal Officer in the Administration Division (1050) for increased financial and operational capacity. 2) Add one (1) Info Systems Manager II in the Information Systems division (1055) to provide increased IT security (80% allocation to Health Services). 3) Add one (1) Info Systems Programmer / Analyst IV and add one (1) Business Systems Analyst in the Enterprise Systems division (1065) to focus on new strategic initiatives. 4) Add one (1) Network Technician II in the Information Technology division (1070) which will be dedicated to audio visual (AV) technology needs for the Board of Supervisors. 5) Add one (1) Network Analyst Technician II and add one (1) Network Analyst Technician I in the Communications division (1075) to reduce reliance on external contracts and ensure internal expertise for ongoing network maintenance. Page 7 of 18 Attachment C DEPARTMENT: Health Services Department (0450) to (0540); Health Services Department (Intradepartmental- 0540) EFFECTIVE: July 1, 2025 TRANSFER POSITION Position # Class Class Code From Org # To Org # FT/PT Vacant / Filled Notes 18503 Accountant III SATA 6567 5761 FT Filled 1 15429 Account Clerk Advanced JDVC 5761 5890 FT Vacant 1 20008 Public Health Nurse VVXA 5754 5890 FT Filled 1 16409 Medical Social Worker II X4VH 6109 5754 FT Filled 1 20025 Medical Social Worker II X4VH 5754 6518 FT Filled 1 20024 Medical Social Worker II X4VH 5754 6518 FT Vacant 1 16823 Community Health Worker II VKVB 5754 6518 FT Filled 1 16827 Health Services Administrator - C VANH 5754 6555 FT Vacant 1 8281 Nurse Practitioner VWSB 5797 6418 FT Filled 1 11586 Registered Nurse VWXG 5797 6418 FT Filled 1 8484 Registered Nurse VWXG 5797 6418 FT Filled 1 9923 Registered Nurse VWXG 5797 6418 FT Filled 1 9966 Registered Nurse VWXG 5797 6418 FT Filled 1 16837 Public Health Nurse Program Manager VWHL 5797 6418 FT Filled 1 20026 Clerk Specialist JWXD 5754 6547 FT Filled 1 19614 Clerk Experienced JWXB 5898 6555 FT Filled 1 19132 Clerk Senior JWXC 5898 6547 FT Filled 1 19127 Departmental HR Analyst II ARTA 5898 6547 FT Filled 1 19615 Personnel Technician AP7B 5761 6547 FT Vacant 1 16989 Community Health Worker II VKVB 5754 6518 FT Filled 1 20030 Dept HR Supervisor APFB 5754 6547 FT Filled 1 19039 Health Education Specialist VMWD 5822 6549 FT Filled 1 18210 Materiel Mgmt Spvr-Project VCH1 5752 6551 FT Filled 1 18211 Buyer I - Project STW1 5752 6551 FT Filled 1 18212 Buyer I - Project STW1 5752 6551 FT Filled 1 18217 Driver Clerk Project 9QW1 5752 6551 FT Filled 1 18218 Storeroom Clerk - Project 91W1 5822 6551 FT Filled 1 19032 Volunteer Program Coordinator X4HD 6418 5792 FT Filled 1 16852 HS Systems Analyst II LBVC 5754 6555 FT Filled 1 8484 Registered Nurse VWXG 5797 6388 PT Filled 1 16832 Mental Health Program Supervisor VQHP 6377 5804 FT Filled 1 10076 Public Health Program Specialist II VBND 5822 0480 FT Filled 1 18609 Health Services Information System Specialist LBTB 5822 6555 FT Filled 1 20272 Licensed Vocational Nurse VT7G 5898 6418 FT Vacant 1 20273 Licensed Vocational Nurse VT7G 5898 6418 FT Vacant 1 20274 Licensed Vocational Nurse VT7G 5898 6418 FT Vacant 1 20029 Quality Management Program Coordinator VRHA 5754 6547 FT Vacant 1 16703 Health Services Administrator - B VANG 6418 5890 FT Vacant 1 1. Transfer positions from Public Health (0450) to Contra Costa Regional Medical Center and Health Centers (0540) CONTRA COSTA COUNTY POSITIONS TO BE TRANSFERRED, ADDED and DELETED Explanation: Page 8 of 18 Attachment C DEPARTMENT: Human Resources (0035) EFFECTIVE: July 1, 2025 ADD POSITIONS Position # Class Class Code Org # From FT/PT To FT/PT Vacant/ Filled Notes NEW Human Resources Analyst AGTF 1351 FT FT NEW 1 NEW Human Resources Analyst AGTF 1351 FT FT NEW 1 1) Add two (2) HR Analysts (AGTF) to support recruitment and class/comp functions within the Talent & Development Unit (1351). CONTRA COSTA COUNTY POSITIONS TO BE ADDED Explanation: Page 9 of 18 Attachment C DEPARTMENT: Library Agency 85 (Depts 0620 and 0621) EFFECTIVE July 1, 2025, ADD POSITIONS: Position # Class Class Code Org # From FT/PT To FT/PT Vacant/ Filled Notes NEW Library Services Manager 3KGA 3732 0/40 40/40 NEW 1 NEW Information Systems Programmer Analyst II LPVA 3702 0/40 40/40 NEW 2 16682 Senior Library Literacy Assistant 3KTC 3744 32/40 40/40 NEW 3 NEW Librarian II 3AVD 3765 0/40 40/40 NEW 4 NEW Librarian II 3AVD 3753 0/40 40/40 NEW 5 NEW Library Assistant - Journey Level 3KVB 3761 0/40 40/40 NEW 5 EFFECTIVE: JULY 1, 2025, delete positions: Position # Class Class Code Org # From FT/PT To FT/PT Vacant & Unfunded Notes 6106 Library Assistant - Journey Level 3KVB 3732 40/40 0/40 Vacant 6 6112 Library Assistant - Journey Level 3KVB 3732 40/40 0/40 Vacant 6 6059 Clerk - Senior Level JWXC 3761 32/40 0/40 Vacant 7 17008 Librarian II 3AVD 3765 32/40 0/40 Vacant 7 CONTRA COSTA COUNTY POSITIONS TO BE ADDED Explanation: 1) to oversee the Virtual Library and Circulation teams and provide staff training coordination on new online library products and resources for the public 2) to ensure library's website is brought into and maintained in compliance with new ADA laws for government websites, new Library intranet maintenance 3) to meet increasing demand for services at the San Pablo branch 4) to address service needs at the Pittsburg branch 5) augment San Ramon Library due to increase of open hours paid for by the City of San Ramon 6) permanent intermittant position no longer needed 7) replaced by full time positions in FY25/26 Attachment C DEPARTMENT: Probation (0308) EFFECTIVE: July 1, 2025 ADD POSITIONS Position # Class Class Code Org # From FT/PT To FT/PT Vacant & Filled Notes NEW Community & Media Relations Sp APTC 3000 FT FT NEW 1 NEW Personnel Technician AP7B 3000 FT FT NEW 1 EFFECTIVE: July 1, 2025 DELETE POSITIONS Position # Class Class Code Org # From FT/PT To FT/PT Vacant & Filled Notes 569 Clerk-Specialist Level JWXD 3050 FT FT vacant 1 18845 Plnr/Eval-Level A VCXC 3000 FT FT vacant 1 Explanation: 1) Add one (1) Community & Media Relations Sp and one (1) Personnel Technician, and delete one (1) Clerk-Specialist Level position and one (1) Plnr/Eval-Level A position, to provide critical administrative staffing support throughout the program areas within the Department. CONTRA COSTA COUNTY POSITIONS TO BE ADDED/DELETED/MODIFIED Page 11 of 18 Attachment C DEPARTMENT: Public Defender (0243) EFFECTIVE: July 1, 2025 ADD POSITIONS Position # Class Class Code Org # From FT/PT To FT/PT Vacant / Filled Notes NEW Manager of Law Offices JJGE 2909 FT FT NEW 1 NEW Deputy Public Defender II 25VA 2909 FT FT NEW 2 NEW Case Preparation Assistant 6K7C 2909 FT FT NEW 3 NEW Administrative Svcs Asst II-Prj APV2 2921 FT FT NEW 4 NEW Legal Assistant 2Y7B 2919 FT FT NEW 5 NEW Legal Assistant 2Y7B 2919 FT FT NEW 5 NEW Clerk-Experienced Level JWXB 2919 FT FT NEW 5 NEW Deputy Public Defender II 25VA 2919 FT FT NEW 5 NEW Community & Media Relations Specialist APTC 2919 FT FT NEW 5 EFFECTIVE: July 1, 2025 DELETE POSITIONS Position # Class Class Code Org # From FT/PT To FT/PT Vacant / Filled Notes 15745 Clerk-Senior Level JWXC 2909 FT FT VACANT 1 Explanation: 5) Add two (2) Legal Assistant positions, add one (1) Clerk-Experienced Level position, add one (1) Deputy Public Defender II position, and add one (1) Community & Media Relations Specialist position, for additional support in the Stand Together Contra Costa program. These positions are being added per the Board's direction during the April 29, 2025 Budget Hearing and finalized on the May 20, 2025 Budget Adoption with one-time funding, for up to a three-year period. (100% General Fund fund balance, one-time) CONTRA COSTA COUNTY POSITIONS TO BE ADDED/DELETED 1) Add one (1) Manager of Law Offices position, and delete one (1) Clerk-Senior Level position. The Manager of Law Offices position will support the Department with managerial capacity. (100% General Fund) 2) Add one (1) Deputy Public Defender II position to the LPS/Conservatorship for additional counsel and support in conservatorship proceedings. (100% General Fund) 3) Add one (1) Case Preparation Assistant position to provide additional administrative and legal preparation support to the Department's Mental Health Diversion (MHD) Program. (100% General Fund) 4) Add one (1) Administrative Svcs Asst II-Prj position to provide data analysis, review, and filing support with Racial Justic act (RJA) cases, for the duration of the funding period. (100% Post Conviction Grant) Page 12 of 18 Attachment C DEPARTMENT: Purchasing (0020) EFFECTIVE: July 1, 2025 ADD POSITIONS Position # Class Class Code Org # From FT/PT To FT/PT Vacant & Filled Notes NEW Buyer II STTA 0020 FT FT Vacant 1 NEW Sr Buyer STTB 0020 FT FT Vacant 1 DEPARTMENT: Facilities Maintenance (0079) EFFECTIVE: July 1, 2025 ADD POSITIONS Position # Class Class Code Org # From FT/PT To FT/PT Vacant/ Filled Notes NEW Administrative Analyst APWA 4026 FT FT Vacant 2 DEPARTMENT: Public Works (0650) EFFECTIVE: July 1, 2025 ADD POSITIONS Position # Class Class Code Org # From FT/PT To FT/PT Vacant/ Filled Notes NEW Administrative Analyst APWA 4504 FT FT Vacant 3 NEW Info Sys Project Manager LPNA 4528 FT FT Vacant 4 3. Additional position needed to support contract administration activities. 4. Additional position needed to provide leadership within the Department's Information Technology Programming Team with a focus on transitioning old technologies to new, functional, and supportable applications. Explanation: 1. Additional positions to assist with the increased volume of purchase orders and bid requests from County departments. 2. Additional position to support the County Energy Manager with implementing projects and initiatives aligned with the County's Climate Action Plan. CONTRA COSTA COUNTY POSITIONS TO BE ADDED Page 13 of 18 Attachment C DEPARTMENT: Insurance and Risk Management (0150) EFFECTIVE: July 1, 2025 ADD POSITIONS Position # Class Class Code Org # From FT/PT To FT/PT Vacant & Unfunded Notes NEW Deputy Director of Risk Management NEW 1505 FT FT NEW 1 NEW Administrative Aide AP7A 1505 FT FT NEW 2 NEW Senior Liability Claims Adjuster NEW 1505 FT FT NEW 3 NEW Administrative Service Assistant III APTA 1505 FT FT NEW 4 EFFECTIVE: JULY 1, 2025 DELETE POSITIONS Position # Class Class Code Org # From FT/PT To FT/PT Vacant & Unfunded Notes 17137 Assistant Risk Manager AJDP 1505 FT FT Vacant 1 20099 Secretary Journey Level J3TF 1505 FT FT Vacant 2 CONTRA COSTA COUNTY POSITIONS TO BE ADDED/DELETED 4) Add one (1) Administrative Services Assistant. Explanation: 1) Add one (1) Deputy Director of Risk Management and delete one (1) Assistant Risk Manager. 2) Add one (1) Administrative Aide and delete one (1) Secretary Journey Level. 3) Add one (1) Senior Liability Claims Adjuster. Attachment C DEPARTMENT: Sheriff (0255) EFFECTIVE: July 1, 2025 ADD POSITIONS Position # Class Class Code Org # From FT/PT To FT/PT Vacant / Filled Notes NEW Administrative Analyst APWA 2500 FT NEW 1 NEW Information Systems Programmer and Analyst I LPWA 2502 FT NEW 2 NEW Information Systems Programmer and Analyst I LPWA 2502 FT NEW 2 NEW Lieutenant 6XHA 2502 FT NEW 2 EFFECTIVE: July 1, 2025 DELETE POSITIONS Position # Class Class Code Org # From FT/PT To FT/PT Vacant / Filled Notes 2927 Clerk-Specialist Level JWXD 2500 FT Vacant 1 20034 Sheriff's Specialist 64VE 2578 FT Vacant 2 Explanation: CONTRA COSTA COUNTY POSITIONS TO BE ADDED/DELETED 1) Add one (1) Administrative Analyst position and delete one (1) Clerk-Specialist position, to provide technical and administrative support within the Personnel and Finance Division. (100% General Fund) 2) Add two (2) Information Systems Programmer and Analyst I positions and one (1) Lieutenant position and delete one (1) Sheriff's Specialist position, to staff the Business Intelligence Unit to collect, analyze, and share data and implement and maintain a public facing data dashboard. (100% General Fund , salary and benefit cost savings) Page 15 of 18 Attachment C DEPARTMENT: Treasurer/Tax Collector (0015) EFFECTIVE: July 1, 2025 ADD POSITIONS Position # Class Class Code Org # From FT/PT To FT/PT Vacant/ Filled Notes NEW Chief of Admin Services I - Exempt APD6 0015 FT FT Vacant 1 CONTRA COSTA COUNTY POSITIONS TO BE ADDED Explanation: 1. One (1) Chief of Admin Services I position to oversee the administration and coordination of various office functions and programs, including the upcoming property tax system replacement project. Attachment C DEPARTMENT: Veterans Service (0579) EFFECTIVE: July 1, 2025 ADD POSITION Position # Class Class Code Org # From FT/PT To FT/PT Vacant/ Filled Notes New Veterans' Service Manager 96TA 0579 FT 1 1 CONTRA COSTA COUNTY POSITIONS TO BE TRANSFERRED, ADDED and DELETED Explanation: Addition of one (1) Veterans' Service Manager to support increased county-wide operations Attachment C DEPARTMENT: Contra Costa County Fire Protection District (7300) EFFECTIVE: July 1, 2025 ADD POSITIONS Position # Class Class Code Org # From FT/PT To FT/PT Vacant/ Filled Notes NEW Fire Inspector I RJWJ 7300 FT FT NEW 1 NEW Fire Inspector I RJWJ 7300 FT FT NEW 1 NEW Fire Investigator RJWG 7300 FT FT NEW 1 NEW Fire Investigator RJWG 7300 FT FT NEW 1 NEW Equipment Mechanic PMWB 7300 FT FT NEW 1 NEW Accounting Technician JD7A 7300 FT FT NEW 1 NEW Materials Technician 91VC 7300 FT FT NEW 1 NEW Program/Projects Coordinator APHA 7300 FT FT NEW 1 NEW Fire Captain-Paramedic/56 Hour RPTH 7300 FT FT NEW 2 NEW Fire Captain-Paramedic/56 Hour RPTH 7300 FT FT NEW 2 NEW Fire Captain-Paramedic/56 Hour RPTH 7300 FT FT NEW 2 NEW Fire Captain-Paramedic/56 Hour RPTH 7300 FT FT NEW 2 NEW Fire Captain-56 Hour RPTA 7300 FT FT NEW 2 NEW Fire Captain-56 Hour RPTA 7300 FT FT NEW 2 NEW Fire Engineer Paramedic/56 Hour RPVF 7300 FT FT NEW 2 NEW Fire Engineer Paramedic/56 Hour RPVF 7300 FT FT NEW 2 NEW Fire Engineer Paramedic/56 Hour RPVF 7300 FT FT NEW 2 NEW Fire Engineer/56 Hour RPVC 7300 FT FT NEW 2 NEW Fire Engineer/56 Hour RPVC 7300 FT FT NEW 2 NEW Fire Engineer/56 Hour RPVC 7300 FT FT NEW 2 NEW Firefighter-Paramedic/56 Hour RPWB 7300 FT FT NEW 2 NEW Firefighter-Paramedic/56 Hour RPWB 7300 FT FT NEW 2 NEW Firefighter/56 Hour RPWA 7300 FT FT NEW 2 NEW Firefighter/56 Hour RPWA 7300 FT FT NEW 2 NEW Firefighter/56 Hour RPWA 7300 FT FT NEW 2 NEW Firefighter/56 Hour RPWA 7300 FT FT NEW 2 NEW Battalion Chief-56 Hour RPHA 7300 FT FT NEW 2 NEW Administrative Services Assistant III APTA 7300 FT FT NEW 2 DEPARTMENT: CCCFPD Emergency Medical Services Transport Fund (7040) EFFECTIVE: July 1, 2025 ADD POSITIONS Position # Class Class Code Org # From FT/PT To FT/PT Vacant/ Filled Notes NEW Supervising Fire District Dispatcher-40 Hour REHA 7040 FT FT NEW 3 NEW Supervising Fire District Dispatcher-56 Hour REHB 7040 FT FT NEW 3 NEW Supervising Fire District Dispatcher-56 Hour REHB 7040 FT FT NEW 3 NEW Supervising Fire District Dispatcher-56 Hour REHB 7040 FT FT NEW 3 Explanation: 1) Add two (2) Fire Inspector I, two (2) Fire Investigator, one (1) Equipment Mechanic, one (1) Accounting Technician, one (1) Materials Technician, and one (1) Program/Projects Coordinator positions to the General Operating Fund to support the increasing demand for services, including some administrative expansion needs. (100% General Operating Fund) 2) Add four (4) Fire Captain-Paramedic/56 Hour, two (2) Fire Captain-56 Hour, three (3) Fire Engineer Paramedic/56 Hour, three (3) Fire Engineer/56 Hour, two (2) Firefighter-Paramedic/56 Hour, four (4) Firefighter/56 Hour, one (1) Battalion Chief-56 Hour, and one (1) Administrative Services Assistant III positions to the General Operating Fund due to the Rodeo-Hercules Fire District annexation. (100% Rodeo-Hercules Fire funding) 3) Add one (1) Supervising Fire Dispatcher-40 Hour position, and three (3) Supervising Fire Dispatcher-56 Hour positions to the EMS Transportation Fund to assist with the Emergency Medical Services transport dispatch and communications center operations. (100% EMS Transport Fund) CONTRA COSTA COUNTY POSITIONS TO BE ADDED/DELETED Page 18 of 18 From: Lisa Kirk <kirklisa07@gmail.com> Date: Mon, May 19, 2025, 1:17 PM Subject: Public comments for the public protection commission meeting May 19th To: Enid Mendoza <Enid.Mendoza@cao.cccounty.us> Good afternoon Board of Supervisors I am bringing to you attention regarding statewide lawsuits that have been brought against Municipal Animal Services in California. These lawsuits have been ﬁled by nonproﬁt animal rescues and individuals regarding the turning away of healthy animals from Municipal shelters , resulting in violation of the state law known as the Hayden Act. This particular state law mandates that Municipal shelters taken stray and abandon animals. In both lawsuits the plaintiffs have prevailed In November of 2021 a animal sheltering consultant, known as Korets Shelters Medicine stated on a zoom meeting hosted by Contra Costa Animal Services then director Beth Ward, that are shelter would never take in healthy cats and kittens again. This statement was made by Kate Hurley the president of this consulting ﬁrm. This statement resulted in a policy that was adopted by Contra Costa Animal Services without a hearing or a resolution before the Board of Supervisors in this County Also at this meeting Animal Services veterinarian Catherine Mills stated that they were cutting all spay and neuters speciﬁcally for outdoor Community cats known as TNR clinics. The measure X funding request from Animal Services in 2022 stated that there were 450,000 indoor outdoor cats in Contra Costa County alone. The grand jury report on Contra Costa Animal Services in 2021 stated that all non-mandated Services been turned over to local non-proﬁts, with no funding attached or recommended. The Hayden Act is a state mandate. Since 2021 this is the scenario that has followed due to these above actions by Contra Costa Animal Services. Citizens have called the shelter to have them intake stray or abandoned cats and kittens and have been turned away and been told to just leave them outside without recommending that they reach out and get them spayed and neutered through some unfunded non-proﬁt program. Small nonproﬁts have been buried in the overwhelming request for assistance not only in spay and neuters and vaccine but to take these animals into their systems to ﬁnd fostering and adoptions. At that time there was an estimated 450,000 indoor outdoor cats. Contra Costa Animal Services failed to track the number of calls that were received where they turned away healthy cats and kittens. 4 years later no one has an estimate of how it increased the population. These animals have become known as ghost animals and or invisible to the municipal shelter but not invisible to those of us in rescue or your citizens of the community on which they are left on the street. The policy of turning away animals from shelters was to reduce their euthanasia rates that resulted in a overwhelming domestic animal overpopulation in this County. Under the new leadership of Ben Winkle black the new animal service director, Trap neter and return clinics have been reenacted. But the last 4 years of the violation of the Hayden Act, by not taking in stray and abandoned animals and cutting spay and neuter services has created a ﬁnancial hardships on your local small non-proﬁt rescues. My goal is to focus the Public Protection Commission, to ﬁnd a solution and funding possibilities for small non-proﬁt rescues that are now absorbing the animals that are being turned away from our Municipal shelter. Although animal advocate groups are now suing counties individually, I do not think that is the solution and would only increase the euthanasia of cats and kittens if brought into the shelter My other concern is there was a $900,000 estate given to Contra Costa Animal Services. Those of us in animal rescues would like a chance to comment on how this money is going to be used and is it going to be put into the animal beneﬁt fund. Please contact the animal service director and address these concerns for a future agenda item for the Public Protection Commission. Lisa Kirk Fix our Shelters 1-925-382-5249 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:125-1948 Name: Status:Type:Consent Item Passed File created:In control:5/8/2025 BOARD OF SUPERVISORS On agenda:Final action:5/20/2025 5/20/2025 Title:ACCEPT Board members meeting report for April 2025. Attachments:1. District III Revised April 2025 AB 1234_.pdf, 2. District IV April 2025 report.pdf Action ByDate Action ResultVer.Tally approvedBOARD OF SUPERVISORS5/20/2025 1 Pass To:Board of Supervisors From:Monica Nino, County Administrator Report Title:Accept Board members meeting report for April 2025 ☒Recommendation of the County Administrator ☐ Recommendation of Board Committee RECOMMENDATIONS: ACCEPT Board members meeting report for April 2025. FISCAL IMPACT: No fiscal impact. BACKGROUND: Government Code section 53232.3(d) requires that members of legislative bodies report on meetings attended for which there has been expense reimbursement (mileage, meals, lodging, etcetera). The attached reports were submitted by the Board of Supervisors members in satisfaction of this requirement. District I, II, and V have nothing to report. CONSEQUENCE OF NEGATIVE ACTION: The Board of Supervisors will not be in compliance with Government Code 53232.3(d). CONTRA COSTA COUNTY Printed on 8/8/2025Page 1 of 2 powered by Legistar™ File #:25-1948,Version:1 CONTRA COSTA COUNTY Printed on 8/8/2025Page 2 of 2 powered by Legistar™ Date Meeting Name Location 1-Apr Board of Supervisors Martinez 3-Apr DPIIC Clarksburg 4-Apr CCHP JCC Martinez 9-Apr LAFCO Martinez 15-Apr Board of Supervisors Martinez 16-Apr CCTA Walnut Creek 17-Apr Ad Hoc Antioch Station Working Group Antioch 21-Apr Redefining Mobility Reception San Ramon 22-Apr CSAC Sacramento 23-Apr CSAC- Tri Delta Transit- CSAC Antioch 25-Apr CSAC- Delta Leadership Sacramento/ Clarksburg 28-Apr Board of Supervisors Martinez 29-Apr Board of Supervisors Martinez Supervisor Diane Burgis - April 2025 AB1234 Report (Government Code Section 53232.3(d) requires that members legislative bodies report on meetings attended for which there has been expense reimbursement (mileage, meals, lodging, etc). * Reimbursement may come from an agency other than Contra Costa County Purpose Meeting Meeting Meeting Meeting Meeting Meeting Meeting Event Event Meeting Event Meeting Meeting Supervisor Diane Burgis - April 2025 AB1234 Report (Government Code Section 53232.3(d) requires that members legislative bodies report on meetings attended for which there has been expense reimbursement (mileage, meals, lodging, etc). * Reimbursement may come from an agency other than Contra Costa County Date Meeting Name Location 1-Apr Board of Supervisors Meeting Martinez 3-Apr Meeting with Sheriff, David Livingston Martinez 9-Apr Immigrant Services Center Meeting Martinez 14-Apr Meeting with County Administrator, Monica Nino Martinez 15-Apr Board of Supervisors Meeting Martinez 28-Apr Board of Supervisors Meeting Martinez 29-Apr Board of Supervisors Meeting Martinez Supervisor Ken Carlson - April 2025 AB1234 Report (Government Code Section 53232.3(d) requires that members legislative bodies report on meetings attended for which there has been expense reimbursement (mileage, meals, lodging, etc). * Reimbursement may come from an agency other than Contra Costa County Purpose Decision on Agenda Items Meeting Meeting Monthly Briefing Decision on Agenda Items Decision on Agenda Items Decision on Agenda Items Supervisor Ken Carlson - April 2025 AB1234 Report (Government Code Section 53232.3(d) requires that members legislative bodies report on meetings attended for which there has been expense reimbursement (mileage, meals, lodging, etc). * Reimbursement may come from an agency other than Contra Costa County 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:1RES 2025- 159 Name: Status:Type:Consent Resolution Passed File created:In control:4/4/2025 BOARD OF SUPERVISORS On agenda:Final action:5/20/2025 5/20/2025 Title:ADOPT Resolution No. 2025-159 proclaiming May 2025 as Affordable Housing Month, as recommended by Supervisor Gioia. Attachments:1. Resolution 2025-159 Action ByDate Action ResultVer.Tally adoptedBOARD OF SUPERVISORS5/20/2025 1 Pass To:Board of Supervisors From:John Gioia, District I Supervisor Report Title:Resolution Proclaiming May 2025 as Affordable Housing Month. ☒Recommendation of the County Administrator ☐ Recommendation of Board Committee RECOMMENDATIONS: ADOPT Resolution proclaiming May 2025 as Affordable Housing Month. FISCAL IMPACT: None BACKGROUND: Local housing organizations are continuing to recognize May as Bay Area Affordable Housing Month because regional action to a growing regional housing crisis is an essential part of recovery from the pandemic and the work to ensure that everyone has an affordable and stable home. Contra Costa County Board of Supervisors proclaimed May Affordable Housing Month in 2024. CONSEQUENCE OF NEGATIVE ACTION: None CONTRA COSTA COUNTY Printed on 8/8/2025Page 1 of 3 powered by Legistar™ File #:RES 2025-159,Version:1 The Board of Supervisors of Contra Costa County, California IN THE MATTER OF Proclaiming May2025 as Affordable Housing Month. WHEREAS,quality affordable homes are vital to healthy, safe, and racially just communities; and WHEREAS, affordable housing in the East Bay strengthens a racially and economically just community for all; and WHEREAS, even before current high inflation rates, increasing housing costs led longtime residents to be displaced, live in overcrowded homes, or experience homelessness, threatening our region’s racial diversity and economic opportunity; and WHEREAS, stable affordable homes are the solution to homelessness, and support seniors, families, youth, veterans, people with disabilities or special needs, and our whole community; and WHEREAS, there are concerted efforts underway to drastically reduce or altogether eliminate federal funding support for affordable housing; and WHEREAS, these efforts have already led to the cancellation of more than half of the grants funding Fair Housing Initiative Programs and the cancellation of at least $62 million in Section 4 funding administering technical assistance and small grants across the country; and WHEREAS, proposed budgets for our national Department of Housing and Urban Development threaten to send shockwaves through existing housing voucher, public housing, and homelessness assistance programs, leaving communities without critical support; and WHEREAS, the role of local governments and regional bodies has never been so critical in maintaining CONTRA COSTA COUNTY Printed on 8/8/2025Page 2 of 3 powered by Legistar™ File #:RES 2025-159,Version:1 support for producing, preserving, and protecting affordable housing opportunities for low-income communities; and WHEREAS, local housing organizations are continuing to recognize May as Bay Area Affordable Housing Month because regional action to a growing regional housing crisis is an essential part of recovery from the pandemic and the work to ensure that everyone has an affordable and stable home; and WHEREAS, the Board of Supervisors of Contra Costa County proclaimed Affordable Housing Week in previous years, acknowledging the need for and benefits of affordable homes. NOW, THEREFORE, BE IT RESOLVED:that the Board of Supervisors of Contra Costa County hereby proclaims May 2025 as Affordable Housing Month in Contra Costa County and will work to support affordable and stable housing at the local, regional, state, and federal levels. CONTRA COSTA COUNTY Printed on 8/8/2025Page 3 of 3 powered by Legistar™ 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:1RES 2025- 160 Name: Status:Type:Consent Resolution Passed File created:In control:4/22/2025 BOARD OF SUPERVISORS On agenda:Final action:5/20/2025 5/20/2025 Title:ADOPT Resolution No. 2025-160 recognizing Youth Homes on their 60th Anniversary, as recommended by Supervisor Carlson. Attachments:1. Resolution 2025-160 Action ByDate Action ResultVer.Tally adoptedBOARD OF SUPERVISORS5/20/2025 1 Pass To:Board of Supervisors From:Ken Carlson, District IV Supervisor Report Title:ADOPT Resolution recognizing Youth Homes on their 60th Anniversary, as recommended by Supervisor Carlson. ☒Recommendation of the County Administrator ☐ Recommendation of Board Committee RECOMMENDATIONS: ADOPT Resolution recognizing Youth Homes on their 60th Anniversary, as recommended by Supervisor Carlson. FISCAL IMPACT: N/A BACKGROUND: See resolution. CONSEQUENCE OF NEGATIVE ACTION: N/A CONTRA COSTA COUNTY Printed on 8/8/2025Page 1 of 3 powered by Legistar™ File #:RES 2025-160,Version:1 The Board of Supervisors of Contra Costa County, California IN THE MATTER OF recognizing Youth Homes on their 60th Anniversary. WHEREAS,since 1965, Youth Homes has seen many changes, but one thing has remained constant: their commitment to providing trauma-informed care for Bay Area foster youth and young adults; and WHEREAS, Youth Homes has supported underserved youth and young adults facing complex mental health and behavioral challenges; and WHEREAS, Youth Homes offers a broad scope of services designed to empower young people and their families to create positive, sustainable change; and WHEREAS,Youth Homes currently serves over 200 youth and families each year through their programs: Community-Based Mental Health Services, Enrichment Program, Employment Development Program, and Short-Term Residential Therapeutic Program; and WHEREAS,the Community-Based Mental Health Services provide vital support to youth and young adults ages 3 to 26, including individual, family, and group therapy, intensive care coordination, therapeutic behavioral support, and life skills coaching; and WHEREAS, the Short-Term Residential Therapeutic Program delivers specialized care to youth ages 12 to 17 who have experienced trauma and require a stable, supportive environment to address challenging behaviors and rebuild family connections; and WHEREAS, the Employment Development Program, in partnership with the California Department of Rehabilitation, offers former foster youth opportunities to build employment skills through the Youth Homes CONTRA COSTA COUNTY Printed on 8/8/2025Page 2 of 3 powered by Legistar™ File #:RES 2025-160,Version:1 Thrift Shop-an inclusive, collaborative environment where mistakes are viewed as opportunities for growth; and WHEREAS,through individualized, high-quality care, Youth Homes helps clients build a sustainable future where they embrace hope, discover their purpose, and develop the tools to lead fulfilling lives; and WHEREAS, in 2025, Youth Homes celebrates 60 years of transforming lives and strengthening the community. NOW, THEREFORE, BE IT RESOLVED that the Board of Supervisors does hereby honor Youth Homes for your dedication and hard work in supporting foster youth and young adults in our community. CONTRA COSTA COUNTY Printed on 8/8/2025Page 3 of 3 powered by Legistar™ 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:1RES 2025- 161 Name: Status:Type:Consent Resolution Passed File created:In control:4/29/2025 BOARD OF SUPERVISORS On agenda:Final action:5/20/2025 5/20/2025 Title:ADOPT Resolution No.2025-161 proclaiming May 18-24, 2025 as National Public Works Week in Contra Costa County, as recommended by the Public Works Director. Attachments:1. Resolution 2025-161 Action ByDate Action ResultVer.Tally adoptedBOARD OF SUPERVISORS5/20/2025 1 Pass To:Board of Supervisors From:Warren Lai, Public Works Director/Chief Engineer Report Title:PROCALAIM the Week of May 18-24, 2025, as “National Public Works Week” in Contra Costa County ☒Recommendation of the County Administrator ☐ Recommendation of Board Committee RECOMMENDATIONS: ADOPT Resolution proclaiming the week of May 18-24,2025,as "National Public Works Week"in Contra Costa County, as recommended by the Public Works Director, Countywide. FISCAL IMPACT: No fiscal impact. BACKGROUND: National Public Works Week (NPWW)is observed each year during the third full week of May.NPWW is a celebration of the public works employees who provide and maintain the infrastructure and services collectively known as public works. This year’s theme is “People, Presence, Purpose.” Instituted as a public education campaign by the American Public Works Association (APWA)in 1960,NPWW calls attention to the importance of public works in community life.Public Works agencies across the nation seek to enhance the prestige of the often-unsung heroes of our society-the professionals who serve the public every day with quiet dedication.That quiet dedication includes emergency response at all hours of the day and night.The Public Works Maintenance and Facilities Divisions receive emergency callouts every week,not including calls during normal work hours.During wet winter months,they respond to numerous calls daily. County Public Works crews are well-trained to perform a necessary duty to protect life and property in our communities.They respond to everything from flooding in our roadways and County buildings to large landslides. CONSEQUENCE OF NEGATIVE ACTION: CONTRA COSTA COUNTY Printed on 8/8/2025Page 1 of 2 powered by Legistar™ File #:RES 2025-161,Version:1 Contra Costa County will not be able to participate in the nationwide Public Works Week. The Board of Supervisors of Contra Costa County, California IN THE MATTER OF recognizing National Public Works Week May 18-24, 2025 WHEREAS,public works professionals focus on infrastructure,facilities and services that are of vital importance to sustainable and resilient communities and the public health,high quality of life and well-being of the people of Contra Costa County; and, WHEREAS,the infrastructure,facilities and services could not be provided without the dedicated efforts of public works professionals.,who are engineers,maintenance workers,technicians,tradespeople,and many other managers and employees at all levels of government and the private sector,who are responsible for rebuilding,improving and protecting our nation’s transportation,flood control,public buildings,parks,and other structures and facilities essential for our citizens; and, WHEREAS,it is in the public interest for the citizens and civic leaders in Contra Costa County to gain knowledge of and to maintain an ongoing interest and understanding of the importance of public works and public works programs in their respective communities; and, WHEREAS,the year 2025 marks the 65th annual National Public Works Week sponsored by the American Public Works Association/Canadian Public Works Association, NOW,THEREFORE,BE IT RESOLVED:that the Board of Supervisors of Contra Costa County does hereby recognize the week May 18-24,2025,as National Public Works Week in Contra Costa County We urge all citizens to join with representatives of the American Public Works Association and government agencies to recognize our public works employees and to recognize the substantial contributions they make to protecting our national health, safety, and advancing quality of life for all..end CONTRA COSTA COUNTY Printed on 8/8/2025Page 2 of 2 powered by Legistar™ 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:1RES 2025- 162 Name: Status:Type:Consent Resolution Passed File created:In control:5/7/2025 BOARD OF SUPERVISORS On agenda:Final action:5/20/2025 5/20/2025 Title:ADOPT Resolution No. 2025-162 designating the week of May 18-24, 2025 as National Emergency Medical Services Week, with the theme of “We Care. For Everyone.”, as recommended by the Interim Health Services Director. Attachments:1. Resolution 2025-162 Action ByDate Action ResultVer.Tally adoptedBOARD OF SUPERVISORS5/20/2025 1 Pass To:Board of Supervisors From:Dr. Ori Tzvieli, Interim Health Services Director Report Title:Designating the Week of May 18-24, 2025, as National Emergency Medical Services (EMS) Week ☒Recommendation of the County Administrator ☐ Recommendation of Board Committee RECOMMENDATIONS: ADOPT resolution designating the week of May 18-24, 2025 as National Emergency Medical Services (EMS) Week, with the theme of “We Care. For Everyone.” FISCAL IMPACT: There is no fiscal impact for this action. BACKGROUND: May 18-24, 2025 is National Emergency Medical Services (EMS) Week. This year marks the 51st anniversary of National EMS Week. This resolution honors local EMS responders (emergency medical technicians, paramedics, police, firefighters, emergency nurses, emergency physicians, emergency medical dispatchers, EMS educators, EMS administrators, and others) for the critical role they play in our EMS system. CONSEQUENCE OF NEGATIVE ACTION: N/A CONTRA COSTA COUNTY Printed on 8/8/2025Page 1 of 3 powered by Legistar™ File #:RES 2025-162,Version:1 The Board of Supervisors of Contra Costa County, California IN THE MATTER OF recognizing May 18-24, 2025 as EMERGENCY MEDICAL SERVICES (EMS) WEEK WHEREAS, emergency medical services (EMS) is a vital public service; and WHEREAS, access to quality emergency care dramatically improves the survival and recovery rate of those who experience sudden illness or injury; and WHEREAS, the members of emergency medical services teams are ready to provide compassionate, lifesaving care to those in need twenty-four (24) hours a day, seven (7) days a week; and WHEREAS, the emergency medical services system consists of emergency medical dispatchers, law enforcement officers, emergency medical technicians, paramedics, firefighters, emergency nurses, emergency physicians, first responders, educators, and administrators; and WHEREAS, the members of emergency medical services teams, whether career or volunteer, engage in thousands of hours of specialized training and continuing education to enhance their lifesaving skills; and WHEREAS, EMS plays a critical role in public outreach and injury prevention, and is evolving in its role as an important member of the healthcare community; and WHEREAS, the year 2025 marks the 48th anniversary of the implementation of a paramedic program enhanced EMS System within Contra Costa County; and WHEREAS, Contra Costa EMS System is recognized in the state as a leader in exceptional EMS system performance improvement practices focused on improving patient care outcomes; and WHEREAS, in the last 18 years the EMS System within Contra Costa County has sustained an exceptional Trauma System and implemented a High Risk Heart Attack (STEMI) System, Stroke System and a Cardiac Arrest System of Care; and WHEREAS, it is appropriate to recognize the value and the accomplishments of emergency medical services CONTRA COSTA COUNTY Printed on 8/8/2025Page 2 of 3 powered by Legistar™ File #:RES 2025-162,Version:1 providers by designating Emergency Medical Services Week. NOW, THEREFORE, BE IT RESOLVED that Contra Costa County in recognition of this event does hereby proclaim the week of May 18-24, 2025, as EMERGENCY MEDICAL SERVICES WEEK, with the theme “We Care. For Everyone” we encourage the community to observe this week with appropriate programs, ceremonies, and activities. CONTRA COSTA COUNTY Printed on 8/8/2025Page 3 of 3 powered by Legistar™ 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:1RES 2025- 163 Name: Status:Type:Consent Resolution Passed File created:In control:5/7/2025 BOARD OF SUPERVISORS On agenda:Final action:5/20/2025 5/20/2025 Title:ADOPT Resolution No. 2025-163 designating May 21, 2025 as Emergency Medical Services for Children Day, as recommended by the Interim Health Services Director. Attachments:1. Resolution 2025-163 Action ByDate Action ResultVer.Tally adoptedBOARD OF SUPERVISORS5/20/2025 1 Pass To:Board of Supervisors From:Dr. Ori Tzvieli, Interim Health Services Director Report Title:Recognizing May 21, 2025 as Emergency Medical Services (EMS) for Children (EMSC) Day ☒Recommendation of the County Administrator ☐ Recommendation of Board Committee RECOMMENDATIONS: ADOPT resolution designating May 21, 2025 as Emergency Medical Services (EMS) for Children Day. FISCAL IMPACT: There is no fiscal impact for this action. BACKGROUND: May 21, 2025 is EMS for Children Day. This resolution recognizes the value and accomplishments of our emergency care providers caring for the children in need using our EMS system. CONSEQUENCE OF NEGATIVE ACTION: The important work of those providing emergency medical services to the children of Contra Costa County would not be recognized. CONTRA COSTA COUNTY Printed on 8/8/2025Page 1 of 3 powered by Legistar™ File #:RES 2025-163,Version:1 The Board of Supervisors of Contra Costa County, California IN THE MATTER OF recognizing May 21, 2025 as EMS FOR CHILDREN (EMSC) DAY WHEREAS, Emergency Medical Services (EMS) for Children supports EMS, the community-based public service whose presence is vital to children in need; and WHEREAS, the needs of children are different than the needs of adults in medical emergencies; and WHEREAS, EMS for Children promotes the high-level emergency care given by EMS providers with pediatric emergency skills; and WHEREAS, EMS for Children assists in the implementation of training for use of advanced technical equipment and services in preparation to save the life of a child; and WHEREAS, EMS providers are prepared to respond to children who access the EMS system; and WHEREAS, EMS for Children works with physicians, nurses, social workers, psychologists, emergency medical technicians, paramedics, firefighters, educators, administrators and others to identify and address the issues surrounding the provision of optimal pediatric care; and WHEREAS, EMS for Children assists in the development of training programs and guidelines for emergency care providers so that children with special health care needs receive timely, appropriate care; and WHEREAS, it is proper and timely to bring recognition to the value and accomplishments of such dedicated men and women by designating EMS for Children Day; NOW, THEREFORE, BE IT RESOLVED that Contra Costa County, in recognition of this event does hereby proclaim the date of May 21, 2025, as EMS FOR CHILDREN (EMSC) DAY and encourage the community to observe this day with appropriate programs, ceremonies and activities. CONTRA COSTA COUNTY Printed on 8/8/2025Page 2 of 3 powered by Legistar™ File #:RES 2025-163,Version:1 CONTRA COSTA COUNTY Printed on 8/8/2025Page 3 of 3 powered by Legistar™ 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:1RES 2025- 164 Name: Status:Type:Consent Resolution Passed File created:In control:5/8/2025 BOARD OF SUPERVISORS On agenda:Final action:5/20/2025 5/20/2025 Title:ADOPT Resolution No. 2025-164 honoring and recognizing Lorna Padia Markus for 30 years of service to the Boys and Girls Clubs of Contra Costa County, as recommended by Supervisor Gioia. Attachments:1. Resolution 2025-164 Action ByDate Action ResultVer.Tally adoptedBOARD OF SUPERVISORS5/20/2025 1 Pass To:Board of Supervisors From:John Gioia, District I Supervisor Report Title:ADOPT RESOLUTION HONORING AND RECOGNIZING LORNA PADIA MARKUS FOR 30 YEARS OF SERVICE TO THE BOYS & GIRLS CLUBS OF CONTRA COSTA ☒Recommendation of the County Administrator ☐ Recommendation of Board Committee RECOMMENDATIONS: ADOPT RESOLUTION HONORING AND RECOGNIZING LORNA PADIA MARKUS FOR 30 YEARS OF SERVICE TO THE BOYS & GIRLS CLUBS OF CONTRA COSTA FISCAL IMPACT: none BACKGROUND: The Boys & Girls Clubs of Contra Costa is a youth development organization in Contra Costa County, California, dedicated to providing safe and supportive environments where young people can grow and thrive. They offer after-school and summer programs focused on academic success, character development, and healthy lifestyles, serving youth in Martinez and Pinole. The club's mission is to help all young people, especially those in need, reach their full potential as productive, caring, and responsible citizens. CONSEQUENCE OF NEGATIVE ACTION: The resolution would not be made and Lorna Padia Markus would not be recognized for her years of service to Contra Costa County. CONTRA COSTA COUNTY Printed on 8/8/2025Page 1 of 3 powered by Legistar™ File #:RES 2025-164,Version:1 The Board of Supervisors of Contra Costa County, California IN THE MATTER OF WHEREAS,Lorna Padia Markus was the first in her family to graduate from high school and the first to go to college, and is strongly committed to serving our youth because she believes that doing so ensures a better future for all; WHEREAS,Lorna’s father wanted her to be a biochemistry genetics major but instead, after taking her first accounting class in college, her professor said she did very well and hired her, and after being mentored through Junior Achievement, her first full-time job was at IBM at age 16 working in accounts payable; WHEREAS,Lorna worked for the ALS & Neuromuscular Research Center for six years, which gave her a perspective on how to respond to the needs of those facing serious life challenges; WHEREAS,as the mother of a three-year-old and a six month old, Lorna began her career at Mowat Mackie & Anderson Accounts in 1988, and in 1994, she became a single mom and enrolled her oldest son Bobby at the Boys & Girls Club to engage with positive male role models, and later enrolled her younger son Tony in 1997; WHEREAS,Lorna was very active in her children’s activities and in the Boys & Girls Club and, as a mom and while working full-time, she kept baseball score, brought snacks for the team, did fundraising, worked bingo, and later joined the Club’s Board in 1996; WHEREAS,Lorna’s mom instilled the family legacy of volunteering through California State Foster Parents which inspired Lorna to serve on the boards of many non-profits including the ALS & Neuromuscular Center, Stepping Stones Growth Center, Rotary Club of Oakland, Oakland Rotary Endowment, The Boys & Girls Clubs of El Sobrante, and the Boys & Girls Clubs of Contra Costa; WHEREAS,Lorna’s legacy of service has been passed on to her children and grandchildren as they have served as Scoutmasters, Cubmasters, Baseball team managers, cooks and organizers, and her oldest grandson recently received his BSA Eagle status; and CONTRA COSTA COUNTY Printed on 8/8/2025Page 2 of 3 powered by Legistar™ File #:RES 2025-164,Version:1 WHEREAS,over her 30 years of service to The Boys & Girls Club, her driving desire has always been to provide youth the same opportunities she had; NOW, THEREFORE, BE IT RESOLVED that the Contra Costa County Board of Supervisors honors and recognizes Lorna Padia Markus’ 30 years of service to the Boys & Girls Clubs of Contra Costa and the youth of the East Bay. CONTRA COSTA COUNTY Printed on 8/8/2025Page 3 of 3 powered by Legistar™ 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:1RES 2025- 165 Name: Status:Type:Consent Resolution Passed File created:In control:5/13/2025 BOARD OF SUPERVISORS On agenda:Final action:5/20/2025 5/20/2025 Title:ADOPT Resolution No. 2025-165 recognizing Orinda's 40th Anniversary, as recommended by Supervisor Andersen. Attachments:1. Resolution 2025-165 Action ByDate Action ResultVer.Tally adoptedBOARD OF SUPERVISORS5/20/2025 1 Pass To:Board of Supervisors From:Candace Andersen, District II Supervisor Report Title:Resolution recognizing Orinda 40th Anniversary ☒Recommendation of the County Administrator ☐ Recommendation of Board Committee RECOMMENDATIONS: Resolution recognizing Orinda 40th Anniversary FISCAL IMPACT: No fiscal impact BACKGROUND: Resolution recognizing Orinda 40th Anniversary CONSEQUENCE OF NEGATIVE ACTION: No negative action CONTRA COSTA COUNTY Printed on 8/8/2025Page 1 of 3 powered by Legistar™ File #:RES 2025-165,Version:1 The Board of Supervisors of Contra Costa County, California WHEREAS Orinda incorporated as a City on July 1, 1985, after 100 years of gradual growth with many in the Bay Area recognizing the beauty and desirability of living there; and WHEREAS Orinda residents’ desire for full local control over development decisions was a leading issue in the successful 1985 election to incorporate Orinda. This feeling stemmed from a widely accepted desire to preserve the quality of the natural and man-made living environment that has evolved in Orinda; and WHEREAS in the 1920's Orinda was a rural community, as a natural product of its topography and inaccessibility. The fog barrier created by the Berkeley Hills made it an attractive summer destination. With completion of the Broadway Low Level (Caldecott) Tunnel in 1937, Orinda became the most accessible "country" environment in the East Bay; and WHEREAS between 1940 and 1970, more than 60 percent of Orinda's 6,300 homes were built, some in tracts, but many as custom homes on hillside lots with minimal grading and most of residential Orinda has mature trees dominating roads and buildings; and WHEREAS Orinda’s beauty, excellent schools, culture, and its proximity to San Francisco and Bay Area activities make Orinda a delightful place in which to live, visit, and shop; and WHEREAS the City of Orinda scenic hills surround a lovely and quaint downtown, which includes the beautifully restored art deco Orinda Theatre, and a popular Community Center and Public Library; and WHEREAS in 1985 Orinda’s population was approximately 16,700, and today has a population nearing 19,500 with a highly involved citizenry with over 50 volunteers serving on various City Commissions and Committees; and WHEREAS the City of Orinda is committed to creating a high quality of life for its citizens through excellent services and programs; and CONTRA COSTA COUNTY Printed on 8/8/2025Page 2 of 3 powered by Legistar™ File #:RES 2025-165,Version:1 WHEREAS the City of Orinda will officially commemorate its 40 th Anniversary on July 1, 2025, with a Community/Council Reception and an Ice Cream Social. NOW THEREFORE BE IT RESOLVED that the Contra Costa County Board of Supervisors would like to commemorate the City of Orinda on its 40th Anniversary of Incorporation with this proclamation. CONTRA COSTA COUNTY Printed on 8/8/2025Page 3 of 3 powered by Legistar™ 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:1RES 2025- 166 Name: Status:Type:Consent Resolution Passed File created:In control:5/14/2025 BOARD OF SUPERVISORS On agenda:Final action:5/20/2025 5/20/2025 Title:ADOPT Resolution No. 2025-166 recognizing the Grand Opening of the John Muir Health Center of San Ramon, as recommended by Supervisor Andersen. Attachments:1. Resolution 2025-166 Action ByDate Action ResultVer.Tally adoptedBOARD OF SUPERVISORS5/20/2025 1 Pass To:Board of Supervisors From:Candace Andersen, District II Supervisor Report Title:Resolution recognizing the Grand Opening of the John Muir Health Center of San Ramon ☒Recommendation of the County Administrator ☐ Recommendation of Board Committee RECOMMENDATIONS: Resolution recognizing the Grand Opening of the John Muir Health Center of San Ramon FISCAL IMPACT: No fiscal impact BACKGROUND: Resolution recognizing the Grand Opening of the John Muir Health Center of San Ramon CONSEQUENCE OF NEGATIVE ACTION: No negative action CONTRA COSTA COUNTY Printed on 8/8/2025Page 1 of 3 powered by Legistar™ File #:RES 2025-166,Version:1 The Board of Supervisors of Contra Costa County, California Resolution recognizing The grand opening of the John muir health center of san ramon Whereas, John Muir Health <https://www.johnmuirhealth.com/> is a nationally recognized, not-for-profit health care organization east of San Francisco serving patients in Contra Costa, eastern Alameda, and southern Solano Counties. It includes a network of more than 1,000 primary care and specialty physicians, 6,400 employees, medical centers in Concord and Walnut Creek, including Contra Costa County’s only trauma center, and an Acute Psychiatric Hospital; and Whereas, the health system offers a full-range of medical services, including primary care, outpatient, and imaging services, and is widely recognized as a leader in many specialties - neurosciences, orthopedic, cancer, cardiovascular, trauma, emergency, pediatrics, and high-risk obstetrics care ; and Whereas, John Muir Health is expanding its primary and specialty care presence in San Ramon to meet the growing health care needs of the area’s population. The health system is investing $30 million in a new outpatient center in Bishop Ranch 15, across from John Muir Health’s partner hospital, San Ramon Regional Medical Center; and Whereas,John Muir Health will consolidate several of its existing San Ramon area clinics into Bishop Ranch 15. Patients will have access to primary and specialty care providers, imaging, lab services and urgent care all in one convenient location. The new outpatient center will more than double the size of John Muir Health’s previous Bishop Ranch facility with 52,000-square-feet of space; and Now, therefore be it resolved that the Board of Supervisors of Contra Costa County congratulates and thanks the City of San Ramon, and John Muir on the proud achievement with the opening of the John Muir Health Center in San Ramon. PASSED by a unanimous vote of the Board of Supervisors this 4th day of June, 2025. CONTRA COSTA COUNTY Printed on 8/8/2025Page 2 of 3 powered by Legistar™ File #:RES 2025-166,Version:1 CONTRA COSTA COUNTY Printed on 8/8/2025Page 3 of 3 powered by Legistar™ 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:125-1949 Name: Status:Type:Consent Item Passed File created:In control:5/14/2025 BOARD OF SUPERVISORS On agenda:Final action:5/20/2025 5/20/2025 Title:APPROVE Board meeting minutes for April 2025. Attachments: Action ByDate Action ResultVer.Tally approvedBOARD OF SUPERVISORS5/20/2025 1 Pass To:Board of Supervisors From:Monica Nino, County Administrator Report Title:Approve the Board meeting minutes for April 2025 ☒Recommendation of the County Administrator ☐ Recommendation of Board Committee RECOMMENDATIONS: APPROVE Board meeting minutes for April 2025, as on file with the Office of the Clerk of the Board. FISCAL IMPACT: No fiscal impact. BACKGROUND: Government Code Section 25101(b) requires the Clerk of the Board to keep and enter in the minute book of the Board a full and complete record of the proceedings of the Board at all regular and special meetings, including the entry in full of all resolutions and of all decisions on questions concerning the allowance of accounts. The vote of each member on every question shall be recorded. CONSEQUENCE OF NEGATIVE ACTION: The Board of Supervisors will not be in compliance with Government Code Section 25101(b). CONTRA COSTA COUNTY Printed on 8/8/2025Page 1 of 1 powered by Legistar™ 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:125-1950 Name: Status:Type:Consent Item Passed File created:In control:5/1/2025 BOARD OF SUPERVISORS On agenda:Final action:5/20/2025 5/20/2025 Title:APPOINT Kiara Pereira to the Sustainability Commission representative seat on the Integrated Pest Management Advisory Committee with a term ending March 31, 2027, as recommended by the Integrated Pest Management Advisory Committee and the Interim Health Services Director. Attachments: Action ByDate Action ResultVer.Tally approvedBOARD OF SUPERVISORS5/20/2025 1 Pass To:Board of Supervisors From:Dr. Ori Tzvieli, Interim Health Services Director Report Title:Appointment to the Integrated Pest Management Advisory Committee ☒Recommendation of the County Administrator ☐ Recommendation of Board Committee RECOMMENDATIONS: APPOINT Kiara Pereira to the Sustainability Commission Representative seat on the Integrated Pest Management Advisory Committee (IPMAC) with a term expiration of March 31, 2027. FISCAL IMPACT: There is no fiscal impact for this action. BACKGROUND: The IPMAC was established by the Board of Supervisors in November 2009. The Sustainability Commission has had a designated seat since 2017. Dr. Kimberly Hazard was the most recent appointee, serving from December 2019 through March 2025. The seat is currently vacant. The term expiration for the new appointee to IPMAC will match their current term on the Sustainability Commission. On April 28, 2025, the Sustainability Commission unanimously voted to nominate Kiara Pereira to represent them in this seat. Current IPM Advisory Committee Membership: INTEGRATED PEST MANAGEMENT ADVISORY COMMITTEE ROSTER Seat Title Appointee Name Area of Residence or Primary Work Location Appointment Date Term Expiration Public Member 1 - At Large Thomas Fenster Richmond February 27, 2024 December 31, 2027 Public Member 2 - At Large Jutta Burger Martinez February 27, 2024 December 31, 2027 Public Member 3 - At Large Susanna Thompson Chair Brentwood February 28, 2023 December 31, 2026 Environmental Organization - At Large Seat Roxana Lucero Pittsburg February 28, 2023 December 31, 2026 Sustainability Commission Representative Kiara Pereira (Pending BOS Action) North Richmond May 20, 2025 (Anticipated) March 31, 2027 Public Member - Fish and Wildlife Committee Representative Susan Heckly Pleasant Hill February 28, 2023 February 28, 2026 Public Works Director or Designee Chris Lau Martinez March 19, 2024 None County/Unincorpor ated County Stormwater Program Representative Michele Mancuso Martinez February 28, 2023 None Agriculture Commissioner or Designee Gabriel Chan Vice Chair Concord March 19, 2024 None County Pest Management Contractor Carlos Agurto Secretary Antioch February 28, 2023 None University of California Representative Andrew Sutherland Martinez June 4, 2024 None CONTRA COSTA COUNTY Printed on 8/8/2025Page 1 of 2 powered by Legistar™ File #:25-1950,Version:1 Seat Title Appointee Name Area of Residence or Primary Work Location Appointment Date Term Expiration Public Member 1 - At Large Thomas Fenster Richmond February 27, 2024 December 31, 2027 Public Member 2 - At Large Jutta Burger Martinez February 27, 2024 December 31, 2027 Public Member 3 - At Large Susanna Thompson Chair Brentwood February 28, 2023 December 31, 2026 Environmental Organization - At Large Seat Roxana Lucero Pittsburg February 28, 2023 December 31, 2026 Sustainability Commission Representative Kiara Pereira (Pending BOS Action) North Richmond May 20, 2025 (Anticipated) March 31, 2027 Public Member - Fish and Wildlife Committee Representative Susan Heckly Pleasant Hill February 28, 2023 February 28, 2026 Public Works Director or Designee Chris Lau Martinez March 19, 2024 None County/Unincorpor ated County Stormwater Program Representative Michele Mancuso Martinez February 28, 2023 None Agriculture Commissioner or Designee Gabriel Chan Vice Chair Concord March 19, 2024 None County Pest Management Contractor Carlos Agurto Secretary Antioch February 28, 2023 None University of California Representative Andrew Sutherland Martinez June 4, 2024 None CONSEQUENCE OF NEGATIVE ACTION: The appointee will not be formally appointed to the seat and the official roster will be out of date. CONTRA COSTA COUNTY Printed on 8/8/2025Page 2 of 2 powered by Legistar™ 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:125-1951 Name: Status:Type:Consent Item Passed File created:In control:5/6/2025 BOARD OF SUPERVISORS On agenda:Final action:5/20/2025 5/20/2025 Title:ACCEPT the resignation of Dean Hickman-Smith, DECLARE a vacancy in the Byron Neighbor Seat on the Aviation Advisory Committee for a term ending February 28, 2027, and DIRECT the Clerk of the Board to post the vacancy. Attachments:1. Vacancy Notice Action ByDate Action ResultVer.Tally approvedBOARD OF SUPERVISORS5/20/2025 1 Pass To:Board of Supervisors From:Greg Baer, Director of Airports Report Title:Declare a Vacancy on the Aviation Advisory Committee Byron Neighbor Seat ☒Recommendation of the County Administrator ☐ Recommendation of Board Committee RECOMMENDATIONS: ACCEPT the resignation of Dean Hickman-Smith, DECLARE a vacancy in the Byron Neighbor Seat on the Aviation Advisory Committee for a term ending February 28, 2027, and DIRECT the Clerk of the Board to post the vacancy. FISCAL IMPACT: None. BACKGROUND: The function of the Contra Costa County Aviation Advisory Committee is to provide advice and recommendations to the Board of Supervisors on the aviation issues related to the economic viability and security of airports in Contra Costa County. The Committee may initiate discussions, observations, or investigations, in order to make its recommendations to the Board. The Committee may hear comments on airport and aviation matters from the public or other agencies for consideration and possible recommendations to the Board of Supervisors or their designees. The Aviation Advisory Committee shall cooperate with local state, and national aviation interests for the safe and orderly operation of airports. The Aviation Advisory Committee shall advance and promote the interests of aviation and protect the general welfare of the people living and working near the airport and the County in general. In conjunction with all of the above, the Aviation Advisory Committee shall provide a forum for the Director of Airports regarding policy matters at and around the airports. Mr. Hickman-Smith was originally reappointed to a term ending February 29, 2027. On May 5, 2025, Mr. Hickman-Smith submitted his letter of resignation, thus necessitating the recruitment process. CONTRA COSTA COUNTY Printed on 8/8/2025Page 1 of 2 powered by Legistar™ File #:25-1951,Version:1 CONSEQUENCE OF NEGATIVE ACTION: The Byron Airport Neighbor Seat will not be able to replace the current representative and therefore may not have representation at scheduled meetings. CONTRA COSTA COUNTY Printed on 8/8/2025Page 2 of 2 powered by Legistar™ 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:125-1952 Name: Status:Type:Consent Item Passed File created:In control:5/7/2025 BOARD OF SUPERVISORS On agenda:Final action:5/20/2025 5/20/2025 Title:DECLARE a vacancy in the Contra Costa County Alternate seat on the Contra Costa Transportation Authority's Countywide Bicycle and Pedestrian Advisory Committee for a term ending December 31, 2025, and DIRECT the Clerk of the Board to post the vacancy, as recommended by the Conservation and Development and Public Works Directors. Attachments:1. Vacancy Notice Action ByDate Action ResultVer.Tally approvedBOARD OF SUPERVISORS5/20/2025 1 Pass To:Board of Supervisors From:John Kopchik, Director, Conservation and Development Report Title:Staff Appointment to the Contra Costa Transportation Authority's Countywide Bicycle and Pedestrian Advisory Committee ☒Recommendation of the County Administrator ☐ Recommendation of Board Committee RECOMMENDATIONS: DECLARE a vacancy in the Contra Costa County Alternate seat on the Contra Costa Transportation Authority's Countywide Bicycle and Pedestrian Advisory Committee for a term ending December 31, 2025, and DIRECT the Clerk of the Board to post the vacancy, as recommended by the Conservation and Development and Public Works Directors. FISCAL IMPACT: No impact to the General Fund. Staff time for this effort has been incorporated into the Departments' budgets. BACKGROUND: With the formalization of the Countywide Bicycle and Pedestrian Advisory Committee (CBPAC) in 2011, the bylaws (Exhibit A) call for member agencies to reappoint representatives or appoint new staff representatives every other year for a two-year term. The structure of the CBPAC is as follows (from the CBPAC bylaws): 1. One citizen and one staff person plus one alternate appointed by each of the four Regional Transportation Planning Committees; 2. One staff person plus one alternate appointed by the County of Contra Costa; 3. One representative plus one alternate appointed by the East Bay Regional Park District; 4. One citizen representative plus one alternate appointed by Bike East Bay; CONTRA COSTA COUNTY Printed on 8/8/2025Page 1 of 2 powered by Legistar™ File #:25-1952,Version:1 5. Two citizens appointed by the Authority, one of whom is familiar with issues of youth walking and bicycling and one of whom is familiar with issues of seniors and disabled non-motorized transportation. At its January 16, 2024 meeting, the Board of Supervisors re-appointed Robert Sarmiento and Jerry Fahy to the Contra Costa County Primary Seat and Alternate Seat, respectively, on the CBPAC, with terms that will expire on December 31, 2025. Jerry Fahy has retired and is no longer a County employee. A vacancy will need to be declared so that a new County staff member can fill the vacant County Alternate Seat for the remainder of the term. CONSEQUENCE OF NEGATIVE ACTION: If the recommended action is not taken, the County will not be able to make a new appointment and subsequently will have no representation on the Countywide Bicycle and Pedestrian Advisory Committee if the County Primary Seat representative is not available or the seat is vacant. The County's position will not be represented during the development of recommendations on planning and funding issues related to walking and bicycling policies in Contra Costa County. CONTRA COSTA COUNTY Printed on 8/8/2025Page 2 of 2 powered by Legistar™ 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:125-1953 Name: Status:Type:Consent Item Passed File created:In control:5/8/2025 BOARD OF SUPERVISORS On agenda:Final action:5/20/2025 5/20/2025 Title:RECEIVE Civil Grand Jury Report No. 2502, titled “County Boards, Commissions, Councils, and Committees: Improving Transparency for the Public”, and REFER the report to the County Administrator and Clerk of the Board for response. Attachments:1. Grand Jury Report 2502- County Boards, Commissions, Councils and Commitees - Improving Transparency for the Public Action ByDate Action ResultVer.Tally approvedBOARD OF SUPERVISORS5/20/2025 1 Pass To:Board of Supervisors From:Monica Nino, County Administrator Report Title:Civil Grand Jury Report No. 2502 “County Boards, Commissions, Councils, and Committees: Improving Transparency for the Public” ☒Recommendation of the County Administrator ☐ Recommendation of Board Committee RECOMMENDATIONS: RECEIVE Civil Grand Jury Report No. 2502, titled “County Boards, Commissions, Councils, and Committees: Improving Transparency for the Public”, and REFER the attached report to the County Administrator and Clerk of the Board for response. FISCAL IMPACT: No fiscal impact. BACKGROUND: On May 1, 2025, the 2024/25 Contra Costa County Civil Grand Jury filed the above referenced report, which is also attached. Per standard procedures, this action alerts the Board of Supervisors that the report has been received and directs appropriate staff to review the report, provide the Board of Supervisors with an appropriate response, and forward the Board’s approved response to the Superior Court no later than August 5, 2025 (90 days from the May 7, 2025 actual receipt of the report). CONSEQUENCE OF NEGATIVE ACTION: There is no immediate consequence. However, California Penal Code 933 requires the Board of Supervisors to comment on the findings and recommendations of the attached report within 90 days of its receipt. CONTRA COSTA COUNTY Printed on 8/8/2025Page 1 of 2 powered by Legistar™ File #:25-1953,Version:1 CONTRA COSTA COUNTY Printed on 8/8/2025Page 2 of 2 powered by Legistar™ 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:125-1954 Name: Status:Type:Consent Item Passed File created:In control:5/8/2025 BOARD OF SUPERVISORS On agenda:Final action:5/20/2025 5/20/2025 Title:APPROVE and AUTHORIZE the Clerk Recorder, or designee, to execute a contract with Brinks, Incorporated in an amount not to exceed $38,400 to provide armored transit service for the period May 1, 2025, through April 30, 2027. (100% General Fund) Attachments: Action ByDate Action ResultVer.Tally approvedBOARD OF SUPERVISORS5/20/2025 1 Pass To:Board of Supervisors From:Kristin Connelly, Clerk-Recorder Report Title:APPROVE and AUTHORIZE the Clerk Recorder, or designee, to execute a contract with Brinks, Incorporated in an amount not to exceed $38,400 to provide armored transit service for the period May 1, 2025, through April 30, 2027. ☒Recommendation of the County Administrator ☐ Recommendation of Board Committee RECOMMENDATIONS: APPROVE and AUTHORIZE the Clerk Recorder, or designee, to execute a contract with Brinks, Incorporated in an amount not to exceed $38,400 to provide armored transit service for the period May 1, 2025, through April 30, 2027. FISCAL IMPACT: The cost is being funded under the General Fund approved operating budget. BACKGROUND: The Clerk-Recorder Division has been utilizing an armored transit service since 2017 to secure the transportation of cash and checks collected by the Department from the services provided. Brinks, Incorporated, has a long history of demonstrating compliance with all safety, security, and service requirements of the Clerk-Recorder. Brinks, Incorporated supplies the Clerk-Recorder Division with sealable containers that are secure for daily retrieval and transportation. By execution of this contract, the County is agreeing to the following special terms: CONTRA COSTA COUNTY Printed on 8/8/2025Page 1 of 2 powered by Legistar™ File #:25-1954,Version:1 ·Payment within 45 days of invoice with a 1% penalty per month for unpaid invoices; ·County responsibility for attorney fees, costs, and expenses in the event of non-payment by the County; ·A 24-month period during which the County may initiate legal action for a loss. The County is also agreeing to limit Brink’s liability to $250,000 per shipment and the lesser of either Brink’s assumed liability, actual loss or the declared value of the Property subject to the loss. Brink’s will not be liable “under any circumstance for consequential, special, incidental, indirect or punitive losses or damages.” The County’s available remedies for any breach of the contract are limited to those remedies available at law or in equity for breach of contract only. Upon payment by Brink’s of any loss of County property (e.g., cash, coin) being received and transported, the County will agree to assign to Brink’s its rights to the property and all rights of recovery against third parties. CONSEQUENCE OF NEGATIVE ACTION: If this authorization is not approved the Clerk-Recorder Division will have internal staff hand-deliver the cash and checks to the Treasurer-Tax Collector. This service is critical for maintaining financial accountability, operational efficiency, and personnel safety. Requiring internal staff to handle or transport cash increases exposure to potential harm and liability. Without this service it would increase the possibility of the Division’s loss, theft, or injury during transport. Not having an armored transit service could also damage the public trust and the Division’s reputation for responsible financial stewardship. CONTRA COSTA COUNTY Printed on 8/8/2025Page 2 of 2 powered by Legistar™ 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:125-1955 Name: Status:Type:Consent Item Passed File created:In control:1/8/2025 BOARD OF SUPERVISORS On agenda:Final action:5/20/2025 5/20/2025 Title:APPROVE and AUTHORIZE the Chair of the Board of Supervisors to execute a Franchise Agreement with Richmond Sanitary Service, Inc., a subsidiary of Republic Services, for solid waste, recycling, and organic waste collection services in specified unincorporated areas in the western portion of the County during the period from May 1, 2025, through June 30, 2045. (100% Franchise Fees) Attachments:1. Exhibit A: County-RSS Franchise Agreement and Exhibits Action ByDate Action ResultVer.Tally approvedBOARD OF SUPERVISORS5/20/2025 1 Pass To:Board of Supervisors From:John Kopchik, Director, Conservation and Development Report Title:Solid Waste and Recycling Collection Services in the Unincorporated Areas Served by Richmond Sanitary Service, Inc. (Republic) ☒Recommendation of the County Administrator ☐ Recommendation of Board Committee RECOMMENDATIONS: 1.APPROVE and AUTHORIZE the Chair of the Board of Supervisors to execute a Franchise Agreement with Richmond Sanitary Service, Inc. (RSS), a subsidiary of Republic Services, for solid waste, recycling, and organic waste collection services in specified unincorporated areas in the western portion of the County during the period from May 1, 2025, through June 30, 2045. 2.DETERMINE that it can be seen with certainty that there is no possibility that granting a franchise for these purposes under the Franchise Agreement may have a significant effect on the environment, and, therefore, this activity is exempt from the California Environmental Quality Act (CEQA) pursuant to Section 15061 (b)(3) of the CEQA Guidelines. 3.DIRECT the Department of Conservation and Development (DCD) Director, or designee, to file a CEQA Notice of Exemption with the County Clerk and the State Clearinghouse. FISCAL IMPACT: The franchise fee paid by RSS is calculated to recover the County’s costs for staff time spent and other expenses to administer the Franchise Agreement, including any required consulting services, during the term of the Franchise Agreement. BACKGROUND: CONTRA COSTA COUNTY Printed on 8/8/2025Page 1 of 3 powered by Legistar™ File #:25-1955,Version:1 Richmond Sanitary Service, Inc., (RSS), a subsidiary of Republic Services, provides solid waste, recycling, and organic waste collection services within the following eight (8) unincorporated communities, which are all located in Supervisorial District I, except for a portion of Alhambra Valley located in District V, as more particularly shown on Exhibit A to the Franchise Agreement (“Franchise Area”) attached to this staff report: 1.Alhambra Valley (portion) 2.Bayview 3.East Richmond Heights 4.El Sobrante 5.Montalvin Manor 6.North Richmond 7.Rollingwood 8.Tara Hills In October 1993, the County entered into a Franchise Agreement with RSS, which was amended in 1994, 2013, 2023, 2024, and 2025. The Franchise Agreement grants RSS the exclusive right to collect solid waste, recyclables, and organics within the designated RSS service area (Franchise Area). Since December 2024, staff have been negotiating with RSS over terms of a new Franchise Agreement to replace the existing agreement. In December 2024, the Board authorized the current Franchise Agreement with RSS be extended through March 31, 2025, and directed staff to meet and confer to negotiate in good faith with RSS. In March 2025, the Board authorized extending the term of the current Agreement again through June 30, 2025, to allow negotiations between staff and RSS to continue without a break in solid waste and recycling collection within the Franchise Area. Staff have concluded negotiations with RSS. The new Franchise Agreement, attached as Exhibit A to this staff report, is based on the previous Agreement with some modifications that include: 1.A new approximate 20-year term from May 1, 2025, through June 30, 2045 2.Expanded Right-of-Way collection service 3.Additional Community Clean-up boxes 4.New multi-family on-call bulky item collection service 5.Increased single-family residential bulky item collection 6.New provision for residential scheduled clean-up day 7.Revised rates (with the same rate-setting methodology for any future increases) This new Franchise Agreement ensures that solid waste and recycling collection services provided to the County in the RSS Franchise Area meet current regulatory, legal, and performance standards. Residential and commercial solid waste customers are provided with solid waste collection services, including separate carts for trash, recyclables, and organics. This ensures customers are provided the means for proper disposal and recycling of solid waste materials at rates that recover the cost of collection services provided by RSS. The solid waste collection service rates included in the recommended Franchise Agreement with RSS are collection rates only and do not include post-collection rates. Below is a table of the new collection rates to take effect May 1, 2025. Trash Cart Size Existing Monthly Collection Rate Monthly Collection Rate Increase New Monthly Collection Rate New Total Monthly Rate (with post- collection) 20-gallon $27.65 $2.00 $29.65 $37.21 35-gallon $30.41 $1.55 $31.96 $45.23 65-gallon $58.86 $7.35 $66.21 $90.87 95-gallon $87.47 $10.85 $98.32 $135.34 CONTRA COSTA COUNTY Printed on 8/8/2025Page 2 of 3 powered by Legistar™ File #:25-1955,Version:1 Trash Cart Size Existing Monthly Collection Rate Monthly Collection Rate Increase New Monthly Collection Rate New Total Monthly Rate (with post- collection) 20-gallon $27.65 $2.00 $29.65 $37.21 35-gallon $30.41 $1.55 $31.96 $45.23 65-gallon $58.86 $7.35 $66.21 $90.87 95-gallon $87.47 $10.85 $98.32 $135.34 The Franchise Agreement authorizes annual increases in the rates (on January 1 of each year), not to exceed 4.5%, to account for changes in the consumer price index for water, sewer, and trash collection services. In years 2, 8, and 14 of the Agreement, the rates will be reviewed to determine whether a further adjustment is required to recover the cost of service. In order to meet SB 1383 container contamination minimization requirements, this Agreement authorizes RSS to charge a contamination fee. Prior to imposition of the fee, notification and an educational grace period will be provided to customers informing them of the proper procedures for sorting recyclable and organic materials. The current term of the prior franchise agreement expires June 30, 2025. This new Franchise Agreement replaces and supersedes the prior agreement beginning May 1, 2025. A separate post-collection rate, which compensates RSS for post-collection services, is outlined in the Post- Collection Agreement between Republic Services and the West Contra Costa Integrated Waste Management Authority (WCCIWMA), dated October 10, 2013. A new Post-Collection Agreement is currently being negotiated between Republic Services and WCCIWMA, which will supersede the existing agreement. The County is an ex-officio member of WCCIWMA and changes to the post-collection rate is subject to the authority of the WCCIWMA Board of Directors. This Franchise Agreement only includes minor changes to existing collection services. Department of Conservation and Development staff have determined that it can be seen with certainty that there is no possibility that the activity in question may have a significant effect on the environment and, therefore, this activity is exempt under CEQA Guidelines section 15061(b)(3). CONSEQUENCE OF NEGATIVE ACTION: After June 30, 2025, RSS would no longer provide solid waste, recycling, and organics collection services in the unincorporated West County area as required by County Code Chapter 418-7. Staff would either need to continue to negotiate with RSS or consider other alternatives for providing these critical public services. CONTRA COSTA COUNTY Printed on 8/8/2025Page 3 of 3 powered by Legistar™ 1 FRANCHISE AGREEMENT BETWEEN THE COUNTY OF CONTRA COSTA AND RICHMOND SANITARY SERVICE, INC. This Franchise Agreement (“Agreement”) is effective May 1, 2025 (“Effective Date”), and entered into by and between the COUNTY OF CONTRA COSTA, a political subdivision of the State of California (“County”), and RICHMOND SANITARY SERVICE, INC., a California corporation (“Contractor”). The County and the Contractor are sometimes referred to herein collectively as the “Parties,” and each, individually, as a “Party.” RECITALS A. The County and Contractor are parties to the Prior Agreement, which expires on June 30, 2025. (Capitalized words and phrases used in these recitals and not defined in the paragraph above shall have the definitions ascribed to them in Section 1 (Definitions) of this Agreement. The term of the Prior Agreement expires on June 30, 2025. B. The County and the Contractor desire to enter into this Agreement to grant the Contractor the exclusive right to collect and remove, for disposal and recycling, all Solid Waste within the Franchise Area, and to provide for rates Contractor may charge Customers in the Franchise Area for residential Solid Waste collection, among other terms of this Agreement. This Agreement includes its Exhibits A through F, attached hereto and incorporated herein. NOW, THEREFORE, in consideration of the mutual covenants, agreements and consideration contained in this Agreement, County and Contractor agree as follows: FRANCHISE AGREEMENT 1. DEFINITIONS. In addition to the defined terms in the introductory paragraph of this Agreement first written above, the following terms shall have the following meanings: a. Affiliated Entity. "Affiliated Entity" means any person or entity that provides products or services to Contractor and in which either Contractor or the Affiliated Entity owns a thirty percent (30%) or greater interest in the other, or where one person or entity owns thirty percent (30%) or greater interest in both. For purposes of this definition only, "Contractor" shall include Contractor, and if Contractor is an individual, or a group of individuals (e.g., partnership), all immediate family members; or, if Contractor is a corporation, “Contractor” shall include major shareholders and, if any major shareholder, is an individual, said individual’s immediate family members. For the purpose of this definition "immediate family members” include spouses and relatives of the first degree of consanguinity, and their spouses. b. Applicable Law. “Applicable Law” means all of the following, regardless of whether they are in effect as of the Effective Date or become effective any time thereafter: all applicable laws, regulations, ordinances, rules, orders, judgments, rulings, decrees, permits, approvals, and other requirements of any federal, state, county, city, regional, and local governmental agency or judicial or administrative body having jurisdiction over the collection and/or disposition of Solid Waste, including Recyclable Materials, Organic Waste, or that otherwise govern the County’s legal obligations or Contractor’s operations. The foregoing notwithstanding, Applicable Law does not limit or preclude a Change in Applicable Law, as defined herein, which would require certain meet and confer and rate review obligations under Section 8(g) of this Agreement. 2 c. Authority. “Authority” means the West Contra Costa Integrated Waste Management Authority, a joint exercise of powers authority established and existing pursuant to Chapter 5 of Division 7 of Title 1 of the Government Code of the State of California and the joint exercise of powers agreement entered into by and between its members. d. Basic Services. “Basic Services” means the Basic Residential & Commercial Service performed by contractor as set forth in Exhibit C of this Agreement. e. Board. Board means the Board of Supervisors for the County of Contra Costa. f. Bulky Items. “Bulky Items” means those materials including, but not limited to furniture, carpets, mattresses, white goods, brown goods, E-waste, clothing and large Green Waste items that do not exceed 1.8 cubic yards in size and weigh no more than two hundred (200) pounds which are generated from the activities of a single-family or multi-family residential dwellings of up to four units. Bulky items include “Bulky wastes” and means Solid Waste items which by their large size or weight are precluded from normal storage and collection. Bulky Items include, but is not limited to stoves, refrigerators, water heaters, furniture, mattresses/boxsprings, etc., subject to the size and weight limitations set forth above that require special arrangements for collection. g. California Integrated Waste Management Act or the Act. “California Integrated Waste Management” Act or “the Act” means the California Integrated Waste Management Act of 1989 (Public Res. Code, § 40000 et seq.) and all rules and regulations adopted under any of those sections, as such sections, rules and regulations may be amended from time to time in the future. h. CalRecycle. “CalRecycle” means California's Department of Resources Recycling and Recovery, which is the State Agency charged with responsibility for developing, implementing, and enforcing the provisions of the Act. h. CCR. “CCR” means the State of California Code of Regulations. CCR references in this ordinance are preceded with a number that refers to the relevant Title of the CCR (e.g., “14 CCR” refers to Title 14 of CCR). i. Change in Applicable Law. “Change in Applicable Law” means (i) the enactment, adoption, promulgation, amendment, repeal, judicial interpretation, or formal administrative interpretation of any Applicable Law, including any County-directed changes to the terms and conditions of this Agreement; (ii) the issuance of any order or judgment of any federal, state, or local court or agency in a proceeding to which a Party is a party, but not to the extent such order or judgment finds the Party asserting there to have been a Change in Applicable Law to have been negligent or otherwise at fault; or (iii) the denial, suspension, or termination of any government permit or other entitlement, but not to the extent such denial, suspension, or termination is the result of any act or omission of the Party asserting there to have been a Change in Applicable Law j. Collection Rates. “Collection Rates” mean the rates for residential Solid Waste collection within the Franchise Area, as may be revised from time to time in accordance with this Agreement. k. Commercial Solid Waste. “Commercial Solid Waste” means Solid Waste routinely originating from stores, business offices, commercial warehouses, hospitals, educational, health care, military and correctional institutions, non-profit research organizations, multi-unit housing not utilizing "single can per unit" service, and non-exempt government offices. Commercial Solid Waste refers to SIC Codes 401 through 4939, 4961, and 4971 (transportation, communications and utilities), 501 through 5999 (wholesale and retail trade), 601 through 679 (finance, insurance and real estate), 701 through 8748 (public 3 and private service industries such as hospitals and hotels), and 911 through 9721 (public administration). Commercial Solid Waste does not include construction or demolition waste, industrial waste or septage. l. Conservation and Development. “Conservation and Development” means the County's Department of Conservation and Development m. Contamination Fee. “Contamination Fee” means a special fee or charge, as specified in Error! Reference source not found., charged by Contractor to Customers with either (i) Prohibited Container Contaminants to recover Contractor’s costs for separating and handling Prohibited Container Contaminants from materials Collected by Contractor in accordance with this Agreement, or (ii) for arranging special, unscheduled collections, due to placement of Prohibited Container Contaminants. n. Customers. “Customers” means those who have contracted with the Contractor for the collection of materials for recycling and/or for the collection, removal, or disposal of Solid Waste, pursuant to this Agreement and applicable ordinances of County, including mandatory subscription ordinances. o. Designated Waste. “Designated Waste” as used herein has the meaning set forth in 23 CCR 2522, as amended from time to time. p. Director. “Director” means the Director of the County’s Conservation and Development Department. q. E-waste. “E-waste” means discarded electronic items such as stereos, televisions, and other similar items. r. Excluded Waste. “Excluded Waste” means Biomedical Waste, Hazardous Waste, Hazardous Substances, Universal Waste, Special Waste, volatile, corrosive, infectious, Biohazardous, and toxic substances or material, waste that cannot be disposed of in Class III Landfills, waste that would present a significant risk to human health or the environment. s. Food Waste. “Food Waste” means (1) food scraps, including all edible or inedible food such as, but not limited to, fruits, vegetables, meat, poultry, seafood, shellfish, bones, rice, beans, pasta, bread, cheese, coffee grounds, and eggshells; and (2) food-soiled paper, which is compostable paper material that has come in contact with food or liquid, such as, but not limited to, compostable paper plates, paper coffee cups, napkins, and pizza boxes. Food Waste excludes fats, oils, and grease when such materials are Source Separated from other Food Waste. t. Franchise Area. “Franchise Area” means the geographic area generally described in Exhibit A to this Agreement, which exhibit is attached hereto and incorporated herein by reference, and illustrated in maps to be maintained and available for inspection at Conservation and Development. Exhibit A and said maps shall be amended from time to time to reflect changes in jurisdictional boundaries approved by LAFCO or as agreed upon by the Parties to reflect changes of boundaries of the Franchise Area. u. Green Waste. “Grean Waste” means grass clippings, leaves, landscape and pruning waste, wood materials from trees and shrubs, and other forms of organic materials generated from landscapes or gardens. v. Hazardous Waste. “Hazardous Waste” means a waste, or combination of wastes, which because of its quantity, concentration, or physical, chemical, or infectious characteristics may either: 1. cause, or significantly contribute to an increase in mortality or an increase in serious irreversible, or incapacitating reversible, illness; or 4 2. pose a substantial present or potential hazard to human health or the environment when improperly treated, stored, transported, or disposed of, or otherwise managed. The term “hazardous waste” is intended to include all waste which are defined as being a hazardous waste pursuant to any federal, state or county laws, statutes, ordinances or other regulation concurrently in effect or as may be enacted or amended in the future. w. Industrial Waste. “Industrial Waste” means Solid Waste originating from mechanized manufacturing facilities, factories, refineries, and publicly operated treatment works, and waste which is collected in debris boxes greater than 10 cubic yards in size. x. Infectious Waste. “Infectious Waste” as used herein has the meaning set forth in Health and Safety Code section 2511 7.5, as amended from time to time. y. Liquidated Damages. “Liquidated Damages” means the amounts agreed upon by Contractor and County as fair and reasonable damages for Contractor's failure to meet specific quantifiable standards of performance as described in Exhibit E. z. Multi-Family. “Multi-Family” or “Multi Family Residential Complex” means a residential development with five (5) or more multiple-family dwelling units. aa. NonFranchised Contractor. “Non-Franchised Contractor” means a contractor hired to perform a service, including but not limited to landscaper or building contractor, where such service may include the removal and disposal or recycling which is solely incidental to work such as remodeling or gardening occasionally performed by or for the customer. bb. Organic Waste. “Organic Waste” means solid waste containing material originated from living organisms and their metabolic waste products including, but not limited to, food, green material, landscape and pruning waste, lumber, wood, paper products, printing and writing paper, and manure. cc. Post-Collection Agreement. “Post-Collection Agreement” means the Agreement for Enhanced Recycling Services, Post-Collection Recycling, and Disposal Services dated October 10, 2013 between RSS, West Contra Costa Sanitary Landfill, Inc., Keller Canyon Landfill, Inc., Golden Bear Transfer Services, Inc., and the Authority, any future amendments to that agreement, and any future agreement that replaces the October 10, 2013 Post-Collection Agreement. dd. Post-Collection Rate. Post-Collection Rate means the amount that may be charged for post- collection services, authorized under a post-collection agreement administered by the West Contra Costa Integrated Waste Management Authority. ee. Prior Agreement. “Prior Agreement” means and includes the Franchise Agreement, dated October 12, 1993, by and between Contractor and County, as amended by a Certificate of Amendment dated January 18, 1994, a Second Amendment to Franchise Agreement, dated November 12, 2013, a Third Amendment to Franchise Agreement, dated October 11, 2023, a Fourth Amendment to Franchise Agreement, dated December 2024, and a Fifth Amendment to Franchise Agreement, dated March 31, 2025, collectively. ff. Prohibited Container Contaminants. “Prohibited Container Contaminants” means the following: (i) Materials placed in the blue recyclables container that are not designated as acceptable under this Agreement; (ii) Materials placed in the green organics container that are not designated as acceptable 5 under this Agreement; (iii) Materials placed in the brown or black trash container that are otherwise designated as acceptable in either the blue recyclables container or green organics container under this Agreement; and, (iv) Excluded Waste placed in any container. gg. RSS, Inc. “RSS, Inc.” means Richmond Sanitary Service, Incorporated, a California corporation. RSS, Inc. is a subsidiary of Republic Services, Inc. and the successor to Richmond Sanitary Service, a general partnership. hh. Recycle or Recycling. “Recycle or Recycling” means the process of collecting, sorting, cleaning, treating and reconstituting materials that would otherwise become Solid Waste, and recovering them so that they may be turned into new, reused, or reconstituted products. Recycle or Recycling includes compost or composting of organic materials including yard waste and food waste as well as any other means of diverting waste as authorized by Applicable Law. ii. Recyclable Material. “Recyclable Material” means all organic and non-organic materials the Contractor is required to Recycle in its curbside collection program, including but not limited to glass, aluminum, paper and organic waste. Listing of Recyclable Material currently collected by Contractor is set forth in Exhibit C, attached hereto and incorporated herein. jj. Residential Solid Waste. “Residential Solid Waste” means Solid Waste routinely originating from single-family or multiple family dwellings of five (5) units or more. Residential Solid Waste does not include Septage. kk. Septage. “Septage” means non-sewered liquid or semi-liquid waste which may be trucked to treatment facilities for disposal, to include, but not be limited to, waste from residential septic tanks, commercial grease cleanouts, and industrial waste holding facilities. ll. Solid Waste. “Solid Waste” has the meaning set forth in Section 40191 of the California Public Resources Code as of the date of execution of this Agreement. Solid Waste includes, but is not limited to, all putrescible and non-putrescible solid, semisolid, and liquid wastes, including garbage, trash, refuse, paper, rubbish, ashes, industrial waste, demolition and construction wastes, abandoned vehicles and parts thereof, discarded home and industrial appliances, dewatered, treated, or chemically fixed sewage sludge which is not hazardous waste, manure, vegetable or animal solid and semi-solid wastes and other discarded solid and semi-solid wastes. "Solid waste" does not include hazardous waste, radioactive waste, and medical waste. mm. Waste Stream. “Waste Stream” means the Solid Waste to be collected under this Agreement from the time of its collection by the Contractor to its disposal at a landfill or delivery to a transfer facility or other post-collection facility by Contractor. nn. WCCIWMA. “WCCIWMA” means the West Contra Costa Integrated Waste Management Authority, a joint exercise of powers authority established and existing pursuant to Chapter 5 of Division 7 of Title 1 of the Government Code of the State of California and the joint exercise of powers agreement entered into by and between its members. oo. WCCIWMA Contract. “WCCIWMA Contract” means that certain contract between the West Contra Costa Integrated Waste Management Authority and the County dated May 25, 1993, as amended from time to time. 2. TERM. Subject to Section 34 (Annexation and Change of Franchise Area Boundaries) and Section 36 (Breach and Termination), the term of this Agreement begins on the Effective Date, and it shall terminate on June 30, 2045. 6 3. INTENT TO REGULATE ALL RECYCLING AND SOLID WASTE COLLECTION, REMOVAL AND/OR DISPOSAL. The parties hereto agree that County currently has jurisdiction to regulate the collection, removal and disposal of all Solid Waste, and the recycling of all Recyclable Material, in the Franchise Area. The intent of this Agreement is to establish the terms for Solid Waste handling service and recycling of Recyclable Material in the Franchise Area. 4. EXCLUSIVE PRIVILEGE AND DUTY. a. County hereby grants to Contractor the exclusive privilege and duty to (i) collect and remove for disposal and recycling all Solid Waste including Recyclable Materials from within the Franchise Area in accordance with the terms of this Agreement, and (ii) charge for the services performed in the Franchise Area in accordance with this Agreement. b. Contractor shall collect and remove for disposal and recycling all Solid Waste and Recyclable Materials from Customers within the Franchise Area in accordance with this Agreement. c. Contractor shall perform the Basic Services at the authorized Maximum Collection Rates set forth in Exhibit C, attached hereto and incorporated herein. d. The post-collection services performed by Contractor for Solid Waste collected within the Franchise Area is described in the agreement designated by the County for such purpose. As of November 12, 2013, the County designates the Post-Collection Agreement as the agreement that establishes the post- collection services to be performed by Contractor for Solid Waste collected within the Franchise Area. If that Post-Collection Agreement is ever amended or replaced, the amended agreement or replacement agreement shall be the Post-Collection Agreement referenced in this Agreement. 5. EXCEPTIONS TO EXCLUSIVE PRIVILEGE. The exclusive privilege granted by this Agreement shall not apply if: a. A person or entity that generates Solid Waste, including recyclable materials, and personally collects, removes and disposes or recycles such materials in a clean and sanitary manner in conformance with all applicable laws and regulations, including mandatory subscription ordinances. This exception only applies to a generator of Solid Waste, and shall not apply to a person who incurs a net cost of collection to a third person in the above described activities; or b. A person or entity generating solid waste contracts with a Non-Franchised Contractor for the removal and disposal of inorganic refuse and garden waste and such removal and disposal or recycling is solely incidental to work such as remodeling or gardening occasionally performed by or for the customer. This exception shall not apply if the Non-Franchised Contractor incurs a net cost of collection to any third person in connection with its collection and/or disposal of said Solid Waste. 6. CONTRACTOR’S DUTY TO MAINTAIN RECORDS; COUNTY’S RIGHT TO EXAMINE RECORDS. a. Contractor shall maintain a proper set of books and records in accordance with generally accepted accounting principles, accurately reflecting the business done by it under this Agreement. b. Contractor shall further maintain and make available to County, upon its request, records as to number of Customers, total and by type, route maps, service records and other materials and operating statistics in such manner and with such detail as County may require. County shall treat the information required by this paragraph that (1) affects customer information held by Contractor as private information, and (2) contains confidential information that can adversely affect the competitive position of the company 7 as confidential and proprietary information to the extent permitted by law. c. At any time during the term of this Agreement, County, at its discretion, may have the books and records of the Contractor examined by a County Agent or Agents appointed for that purpose by the County. County shall give thirty (30) days' written notice to the Contractor of such examination date. d. The information required by this Section 6 shall pertain to Contractor's operations covered and regulated by this Agreement, and nothing contained herein shall require the Contractor to provide the County with information pertaining to the Contractor's operations which are not regulated by the County, except in conformance with this section. e. For the purposes of rate setting, County's Agents may examine Contractor's books, records and financial statements pertaining to operations not regulated by the County as may be reasonably required for the sole purpose of gathering information necessary to allow the Agents to ascertain whether income, expenses, assets and liabilities are reasonably and consistently allocated among operations regulated by County and those not regulated by the County. Contractor shall obtain County's written approval of its method of segregating its financial records between County-regulated and non-County regulated operations. County shall not unreasonably withhold such approval. f. Information gained from examination of Contractor’s financial records and Contractor’s records pertaining to any operations not regulated by the County shall be treated by County and its agents as confidential information and shall not become public records subject to the provisions of the California Public Records Act. g. For the review of books and other financial records necessary to verify the Contractor's income, expenses, assets and liabilities, "County Agent" shall mean an independent Certified Public Accountant or public accountancy firm. For all other information or records, including the results of financial verification, "County Agent" shall mean any consultant designated by the County or County employees. h. County is subject to requests under the California Public Records Act (Gov. Code, § 7920.000, et seq.) (“CPRA”) and the County Better Government Ordinance (Title 2, Division 25 of the County Ordinance Code), as well as court orders, third-party subpoenas, and discovery requests (each a “Records Request”). County and Contractor agree that the confidential and proprietary Information that may be provided to County by Contractor is subject to Contractor designating these materials “trade secrets” or “confidential and proprietary” under Government Code section 7927.705, Evidence Code section 1060, Civil Code section 3426.1(d), and Public Resources Code section 40062(a). In the event that County receives a Records Request seeking disclosure of information Contractor has designated as “trade secrets” or “confidential and proprietary,” the Director will promptly notify the Contractor in writing (email is sufficient), and, within 10 days after the Director provides that notice, the Director and the Contractor’s authorized representatives shall meet in person or virtually to review the Records Request and consider whether any records are exempt or protected from disclosure to the third-party requester under any applicable state or federal laws or regulations. If the Director determines that the records must be produced to the third-party requester notwithstanding Contractor’s difference of opinion or objection to such disclosure, the Contractor shall have 14 days from the date of the meeting to seek an order from the Contra Costa County Superior Court preventing or temporarily preventing the County from disclosing said records. If, within said 14-day period, the Contractor has not obtained a court order preventing or temporarily preventing the County from disclosing the records, the County may disclose all disclosable records discussed at the meeting between the Director and Contractor’s authorized representatives without violating or being in breach of any terms of this Agreement. In the event that the County withholds any Contractor records responsive to a Records Request on the basis that they contain Contractor’s trade secret or confidential and proprietary information and litigation is filed against the County connected with that withholding, the Contractor shall defend and indemnify the County in such litigation, which indemnity shall 8 cover County’s reasonable expenses, including County’s attorney’s fees, and any damages or attorney’s fee awards ordered by the Court or negotiated by the parties to said litigation. The obligations of this Section 6(h) shall survive the termination or expiration of this Agreement. 7. RATE REGULATION IN GENERAL. ESTABLISHMENT AND ADJUSTMENT OF RESIDENTIAL RATES. a. The County shall establish and regulate Collection Rates. In establishing the Collection Rates, the County shall use the methodology set forth in its Rate Methodology Manual, as the manual may be modified from time to time. b. The maximum rate that Contractor may charge residential Customers within the Franchise Area for collection and disposal services is the sum of (i) the Collection Rate that is approved by the County for Solid Waste collection pursuant to this Agreement, and (ii) the rate for post- collection services set forth in the agreement designated by the County for such purpose. As of April 30, 2025, the County designates the Post-Collection Agreement as the agreement that establishes the allowable rate for post-collection services for Solid Waste collected within the Franchise Area. If that Post-Collection Agreement is ever amended or replaced, the amended agreement or replacement agreement shall be the Post-Collection Agreement referenced in this Agreement. c. Absent a Change in Applicable Law and except as provided herein, adjustments to the Collection Rates may not be passed through to Customers in the Franchise Area more than once in any calendar year unless otherwise approved by the County. Contractor shall cause any adjustment to the Post- Collection Rates to be passed through to Customers simultaneously with any adjustment to the Collection Rates. 8. RATES. a. The Collection Rates that apply to Basic Services are set forth in Exhibit C. b. The Collection Rates are subject to annual adjustment in accordance with the Rate Methodology Manual, unless otherwise specified herein and below. c. Maximum Allowed Collection Rates. Maximum Rates for Residential Collection are set forth in Exhibit C. d. Annual Adjustment of Collection Rates for Change in CPI. The Maximum Collection Rates in Exhibit C shall be adjusted on January 1 of each year during the Term hereof in accordance with one hundred percent (100%) of the change in the Consumer Price Index (“CPI”) for the preceding year, measured from August to August. “CPI” means U.S. Bureau of Labor Statistics, Consumer Price Index for All Urban Consumers: Water and Sewer and Trash (“WST”) Collection Services in U.S. City Average [CUUR0000SEHG], as published by the United States Department of Labor, Bureau of Labor Statistics. The maximum adjustment in any year for a change in CPI shall be 4.5% per year, and any additional amount above the 4.5% shall roll over into the following year only to be included in that year’s annual adjustment, provided, however, that the annual adjustment in any year shall not exceed 4.5%. The roll over amount for any year over year change in CPI shall be included in the process for review of Contractor’s Collection Rates pursuant to the Review and Adjustment process set forth in (e) below. Notwithstanding the foregoing, in any year there is a rate review under subsection (e) below Contractor shall not be entitled to a CPI adjustment in that year. e. Review and Adjustment of Collection Rates in Agreement Years 2, 8 and 14. In addition to the annual adjustment of Collection Rates for CPI in accordance with paragraph 8.b above, Collection Rates 9 are subject to review and adjustment in years 2, 8 and 14 of this Agreement in order to assure that Contractor receives and maintains an operating margin of between 12 and 15%. The review shall be conducted consistent with the County’s Rate Regulation Methodology Manual utilizing operating margin guardrails of 12 percent (12%) to 15 percent (15%). If the Contractor’s operating margin in the years preceding the rate review falls below 12% or above 15% then the residential rates will be adjusted to reflect an operating margin of 14%. Pursuant to 8(b) above, for the interim years between reviews and adjustments of rates conducted in Agreement Years 2, 8 and 14, Contractor shall receive annual rate adjustments based on the change in CPI, as set forth in Section 8(d). Rate applications shall be prepared in accordance with such forms and in such detail as required by the County. Rate application forms and associated guidelines and instructions are contained in the Rate Manual approved by the County. All rate applications shall include information from the previous approved rate change to the present, or such other period of time as is selected by the County. Every six years, a detailed rate application shall be accompanied by an audited financial statement covering the entire period specified in the County’s Rate Manual together with supporting documentation as required to segregate its County regulated activities from other business activities. The Director may, in writing, allow the rate application to be submitted without an audited financial statement provided the Director is satisfied that the level of verifiable detail allows for adequate assessment of the Contractor’s income, expenses, assets and liabilities. f. Rate changes may be initiated by County at any time or by Contactor under the conditions allowed in this Section 8. In either case, Contractor shall prepare a rate application in accordance with the requirements of this section and the County’s Rate Manual. If the rate change is initiated by County, the Contractor shall submit its rate application to County within 60 days of County’s notice to Contractor. If the rate change is initiated by Contractor, it shall be submitted no more than once a year under normal operating conditions. The date of Contractor initiated applications shall be standard, year by year; such dates have been mutually determined by the Parties and incorporated into the rate setting schedules in the County’s Rate Manual. g. Change in Applicable Law. At any time during the term of this Agreement, if the Contractor provides written notice to the Director that a Change in Applicable Law has increased or will increase Contractor’s costs to perform Services under this Agreement, the Director and Contractor ’s authorized representatives shall meet and confer to determine the extent of the financial impact of the Change in Applicable Law on Contractor’s performance of Services. If the Director reasonably determines that any Change in Applicable Law will result in Contractor incurring additional costs to perform services hereunder, the Director will determine the amount of adjustment, if any, to be made to Collection Rates in accordance with Section 8(e), and whether any modifications to the performance of Services must be made as a consequence of the Change in Applicable Law. Any rate adjustment approved by the Director under this Section 8(g) is separate from and in addition to adjustments under Section 8(d), the Rate Year 2, 8 and 14 Rate Reviews conducted in accordance with Section 8(e), and any changes in Collection Rates for modified or additional programs or under Section 11(c). The amount of the actual Collection Rate adjustment under this Section 8(g) will ultimately be determined by the County in its reasonable discretion. h. Extraordinary Adjustments. In the event that Contractor must make significant changes in its operations or experiences significant changes in costs or revenue not under its control, Contractor may submit an extraordinary rate application. Contractor shall provide documentation for the need for such rate application relative to those extraordinary changes as provided for and described in the County’s Rate Manual. The application will thereafter be reviewed by County staff and scheduled for consideration by the Board. 10 9. OPERATION BY CONTRACTOR. a. Carts and Equipment. Contractor shall furnish all necessary equipment (including providing wheeled carts to Customers for garbage, recyclables and organic waste) for services provided pursuant to this Agreement and shall maintain its equipment in good repair and working condition at all times. b. Trucks. In performing services under this Agreement, Contractor shall use trucks with covered, water-tight truck bodies constructed of sufficient strength to withstand a fire within the body without endangering adjacent property. Contractor shall keep trucks, drop boxes, and similar equipment in good repair, and Contractor shall cause them to be cleaned as needed. Contractor shall cause carts and bins to be cleaned prior to delivery to Customers. Contractor shall cause its name to appear on the side of each truck and on each drop box, bin, and similar equipment provided by Contractor. c. Provisions of Labor. Contractor shall provide all labor necessary to carry out the services required of it under this Agreement. d. Public Education and Outreach. Contractor shall collaborate with and act at the direction of County on matters pertaining to the development and implementation of public education and outreach materials to raise awareness of Customers. Contractor shall send to County copies of any notices and other informational materials intended to be sent to Customers at least fourteen (14) days in advance of the respective intended distribution date, unless a shorter review period is approved in advance by the Director. The form and content of all notices and other informational materials intended to be sent to Customers shall be subject to the prior review and approval of the Director, which approval shall not be unreasonably withheld. e. SB 1383 Compliance Reviews. Subject to compliance with Applicable Law governing data security and privacy rights, including, without limitation, the California Consumer Privacy Act of 2018 (Civ. Code, § 1798.100 et. seq.), Contractor shall, upon County’s request, assist County with its annual compliance review of Commercial and Multi-Family Customers as set forth in 14 CCR Section 18995.1(a)(1)(A) and investigations of complaints as set forth in 14 CCR Section 18995.1(a)(3). Any such compliance review shall mean a “desk” review of records to determine the Commercial/Multi-Family Customer’s compliance with 14 CCR Section 18984.9(a). Notwithstanding the foregoing and unless otherwise provided in the Agreement, Contractor shall not have any obligation to inspect the premises of any Customer or pursue any enforcement action related to, or arising out of, 14 CCR Section 18995.1, Section 18995.3, and Section 18995.4, which remain the sole obligations of County pursuant to Applicable Law. 1. SB 1383 Waivers. A commercial business as defined in County Ordinance Code Chapter 418-20 may be exempted from the obligation to comply with some or all of the Organic Waste Disposal Reduction Requirements, if: (i) the commercial business applies for a waiver in accordance with Subsection 418-20.210 and (ii) the Director finds that the commercial business generates a de minimis amount of waste or the Director finds that the business or property owner lacks sufficient space on the premises to accommodate the carts utilized in the organics waste collection service available. Contractor shall use reasonable efforts to assist County to verify that Commercial and Multi-Family Customers’ waiver requests meet the applicable requirements under County Ordinance Code Chapter 418-20. When County grants a waiver to a Customer, County shall notify Contractor of any such waiver granted by the County within seven (7) business days. 2. Annual Reviews. Annually, Contractor shall conduct route reviews of Customers for compliance with the SB 1383 regulatory requirements pertaining to container monitoring. These route reviews may be performed concurrently with the contamination monitoring reviews, provided 11 that Contractor documents a reasonable sampling of Customers for which compliance was assessed during the route review. 10. LIMITATION ON TIME AND MANNER OF COLLECTION. Contractor shall systematically collect Solid Waste, and to the extent permitted by this Agreement, materials for recycling from its Customers. Frequency, place of pickup (e.g., curbside, backyard, etc.) or any other manner of collection shall be subject to the review and approval of the Director. Upon commencement of service and upon changes in collection day schedules, Contractor shall provide each customer with notice of the scheduled collection day ten (10) days in advance of the date of the implementation of the change. Contractor shall not collect Solid Waste from an inhabited dwelling or dwelling unit between the hours of 7:00 p.m. and 4:00 a.m., except that if a dwelling unit is part of a collection route that predominately serves commercial accounts, collection may begin as early as 3:00 a.m. 11. CUSTOMER SATISFACTION, AB 939 AND COUNTY-DIRECTED CHANGES. a. From time to time, at its discretion, County may examine Contractor's operation in order to evaluate whether or not the Contractor is operating at a satisfactory level of efficiency and customer satisfaction. Contractor agrees to cooperate in any such examination and shall permit County representatives to inspect, at Contractor's principal place of business, such information pertaining to Contractor's obligations hereunder as County may require, including, but not limited to, such things as customer inquiry records, collection routes and equipment records. Access to Contractor's records shall be subject to Section 6 (Contractor’s Duty to Maintain Records; County's Right to Examine Records). b. Notwithstanding any contrary provision in this Agreement, the County shall have the right to direct Contractor to manage collected Solid Waste and recyclable material, for the purposes of meeting the source reduction, recycling and composting requirements of the California Integrated Waste Management Act, and any other applicable federal, state or local laws regarding Solid Waste collection, recycling and disposal, including, without limitation, the County's Materials Diversion Ordinance. Subject to Applicable Law, including the provisions of Public Resources Code section 40059.1, Contractor agrees to indemnify and hold the County harmless from and against any and all liability to the State of California for the County's noncompliance with the requirements of the California Integrated Waste Management Act, as determined by CalRecycle, due in whole or part to the material failure of Contractor to properly carry out the reasonable directives of the County to Contractor regarding collection and disposition of Solid Waste and Recyclable Material; provided, however, that Contractor shall not be obligated to carry out any such directive (and shall not indemnify nor hold the County harmless from any resulting liability) if the County fails to agree to allow Contractor its reasonable costs (including a reasonable profit) associated with carrying out such directive as set forth in this Agreement. Contractor’s obligations in this paragraph shall survive the termination or expiration of this Agreement. c. County has the authority to require changes to the services Contractor performs under this Agreement to implement new programs or modify existing programs relative to the scope and methods of providing collection services, as may from time-to-time be necessary and desirable, as determined by the County. County will provide Contractor with written notice of any proposed change to services Contractor performs, and, promptly thereafter, the Director and the Contractor’s authorized representatives shall meet and confer in good faith concerning those matters. County agrees that it will adjust Collection Rates to reasonably reflect any additional costs that will be incurred by Contractor to implement the new programs or requirements. The amount of the actual Collection Rate adjustment will ultimately be determined by the County in its reasonable discretion. Any adjustment to the Collection Rates under this Section shall be separate from and in addition to any changes to the Collection Rates under Sections 8(d), (e), and (g) of this Agreement. Contractor agrees not only to do those things specified herein, but also to act at the direction of 12 the County on other matters that may be necessary for the success and efficiency of the program, such as public information and notification. 12. CUSTOMER SERVICE STANDARDS. Contractor shall provide prompt, efficient, continuous, and professional service to its Customers. Contractor shall have a phone system with sufficient capacity to promptly respond to telephone calls for at least 8 hours a day during weekdays, excluding those holidays observed by Contractor. Telephone numbers for customer service shall be located in the local telephone directory. All telephone lines for customer service shall be toll free to Customers. The Contactor’s call center shall continue to remain local. At least once every three (3) years, Contractor shall conduct a representative survey or surveys of Customers within the Franchise Area to determine satisfaction with service, including, without limitation, response to customer complaints. The survey methodology, format and content shall be subject to the prior review and approval of the Director. A copy of the survey results shall be sent to the County within sixty (60) days of completion of the survey. Nothing in this paragraph shall limit the right of the County to conduct additional surveys. The Contractor shall cooperate with the County in such cases. Upon initiation of service, and at least once a year, Contractor shall send or deliver to Customers information concerning the conditions of service, including, but not limited to, rates, fees, charges, service options, payment options, discounts (if any), days of collections, the amount and manner of refuse to be collected, service level and inquiry/complaint procedures, including the name, address and local telephone number of Contractor and the name, address and telephone number of the County Department of Conservation and Development. The form and content shall be subject to the review and approval of the Director. 13. LOCAL ADVISORY BOARD. The Board of Supervisors may establish a local advisory board. The Board may designate an existing committee to represent the Franchise Area, or form an advisory body to advise the Board on the performance of the Contractor in the community, focal service interests and needs, and rate applications. In all cases, the Committee shall hold its meetings at a time and place convenient to the public. The Committee shall keep a record of all public comments and submit such comments when reporting to the Board. 14. CUSTOMER COMPLAINTS. Contractor shall develop and implement policy and procedure for responding to and recording customer complaints, including dispute resolution. The policy and procedure shall be subject to the approval of the Director. 15. BILLING. The form and content of customer bills shall be subject to the review and approval of the Director. Bills for services shall at a minimum conform to the standards and practices of billings for Solid Waste collection, disposal and recycling services applicable in West Contra Costa County and may be monthly, bimonthly or quarterly. Contractor may bill its customer in advance or in arrears. The County may establish billing period options for Customers upon a finding that such options are cost-effective and meet a community need. Full payment for drop boxes may be required by Contractor prior to delivery of the drop box to the customer. The County shall have the right to direct the Contractor to change or alter its billing system in which event the marginal additional expenses incurred by the Contractor in the implementation of the change, with regard to the accounting, printing, mailing, loss of use of funds, or otherwise, shall be recoverable by the Contractor through the rates allowed by the County provided such expenses are reasonable. Contractor shall inform customers of all rate changes at least 30 days prior to their effective date. A copy of such notice shall 13 .be provided to County at the time of customer notification. 16. RECYCLING. County grants to Contractor the right and obligation to operate recycling programs, including curbside pickup of recyclable materials, as determined and designated by County. Contractor has instituted and is implementing a recycling program including regular curbside pickup at all single-family residences of at least aluminum, tin, newsprint, glass bottles, cardboard, noncolored High-Density Polyethylene (HDPE), Polyethylene Terephthalate (PET) and Organic Waste. This program is currently operating to the satisfaction of County; however, County has the right at any time to modify said program or require new programs, as provided in Section 11(c) of this Agreement. Contractor shall maintain and provide to the County records relating to its recycling programs as directed by the Director. Contractor's provision of recycling service shall be reviewed within three (3) years of the Effective Date of this Agreement. 17. SERVICES FOR PUBLIC FACILITIES. a. Contractor shall collect and remove for disposal and recycling all Solid Waste from the County buildings, street cans and other public purpose facilities that are owned, operated or occupied by the County and identified on Exhibit B, attached hereto and incorporated herein by this reference. The service described in this subsection 17(a) section will be provided without charge to County. The Director may change Exhibit B from time to time to incorporate changes in any of the services or locations described therein. b. Contractor shall collect and remove for disposal and recycling all Solid Waste from specified locations within the public right-of-way and designated properties being abated by the County upon the request of the Director or designee. The services to be provided pursuant to this Section 17 are more fully described in Exhibit B. 1. Contractor is not obligated to provide abatement services unless and until the costs of the services are included in the Collection Rates. 2. After the cost of a service described in subsection 17(b)(1) is included in the Collection Rates, Contractor will provide the service at no charge to the County. c. Expenses incurred by Contractor in performing services pursuant to this Section 17 will be treated as allowable for rate setting purposes to the extent such costs are properly accounted for in the Rate Application(s) submitted by Contractor. 18. ON-CALL & SCHEDULED CLEAN-UPS. a. Unless otherwise determined by the Director, in each year of this Agreement, Contractor shall perform the following services for each residential Customer in the Franchise Area that lives in a single-family home or muti-family residential dwellings of up to four units`, on an on-call basis, upon request of the Customer: (i) one curbside general clean-up collection of bagged material, with each collection consisting of up to two cubic yards (i.e., up to fifteen 32-gallon bags), and (ii) one curbside pickup of up to two (2) bulky items or electronic waste items. Additionally, one scheduled general clean-up collection of bagged material, with each collection consisting of up to two cubic yards (i.e., up to fifteen 32- gallon bags). The services to be provided pursuant to Section 18 are more fully described in Exhibit C. 14 b. Contractor shall submit quarterly reports to the Director indicating (i) the number of curbside general clean-ups performed during the reporting period, and (ii) the number of curbside pickups of bulky or electronic waste items performed during the reporting period. Expenses incurred by Contractor in performing services pursuant to this Section 18 will be treated as allowable for rate setting purposes to the extent such costs are properly accounted for in the Rate Application(s) submitted by Contractor. c. The scope and frequency of collection services provided pursuant to this Section 18 may be changed from time to time at the direction of, or with the approval of the Director and without the need to amend this Agreement. 19. PARTICIPATION IN COMMUNITY CLEAN-UP PROJECTS. a. Upon the request of the Director, Contractor shall provide Solid Waste drop boxes or equivalent containers for community or other clean-up projects within the Franchise Area. Contractor is not obligated to provide more than the equivalent of twenty, 20-cubic-yard drop boxes per year pursuant to this Section 19, as long as the Franchise Area is not expanded. b. Expenses incurred by Contractor in performing services pursuant to this Section 19 will be treated as allowable for rate setting purposes to the extent such costs are properly accounted for in the Rate Application(s) submitted by Contractor. 20. DISPOSAL AND WASTE STREAM CONTROL. Contractor shall be solely responsible for the procurement of the post-collection processing, Disposal and Recycling of the Solid Waste collected pursuant to this Agreement. County has complete authority and control over the waste stream subject to this Agreement. 21. MISCELLANEOUS OBLIGATIONS OF CONTRACTOR. Contractor shall assist County in its enforcement of its mandatory subscription ordinance by providing County with the addresses of properties not subscribing to collection service within the Franchise Area and by providing collection service to such properties upon written request by the County. Contractor's expenses in performing services for the County described in this Section 21 shall be recoverable through the rates established by the County hereunder. For the purposes of administering this Agreement, it is desirable that the County Department of Conservation and Development administer and enforce the requirements of the County's mandatory subscription ordinance. County agrees that it will consider any action necessary to provide f or the Department of Conservation and Development’s administration and enforcement of the mandatory subscription ordinance within the Franchise Area. 22. FRANCHISE FEE. a. Contractor shall pay County an amount equal to a percentage of Contractor's Gross Annual Revenues from collection services in the Franchise Area (such amount, a “Franchise Fee”).The Franchise Fee is payable at the time and frequency established by the Director from time to time. For purposes of this Agreement, “Gross Annual Revenues” means all money generated by Contractor’s operations in the Franchise Area in a particular year, before deductions for expenses. b. The Franchise Fee is equal to seven percent (7%) of Contractor’s Gross Annual Revenues. c. Subject to applicable legal limitations, the County may adjust the Franchise Fee. Any adjustment to the Franchise Fee will be effective on the earlier to occur of (i) the effective date of a change in the rate(s) Contractor charges Customers, if the changed rate incorporates the adjusted Franchise Fee, and (ii) the first day of the second calendar month immediately following the approval of the County’s Board of 15 Supervisors of a Collection Rate that incorporates the adjusted Franchise Fee. d. Franchise Fees incurred by Contractor pursuant to this Section 22 will be treated as allowable for rate setting purposes to the extent such costs are properly accounted for in the Rate Application(s) submitted by Contractor. 23. HAZARDOUS WASTE. The parties hereto recognize that federal, state and local agencies with responsibility for defining hazardous waste and for regulating the collection, handling or disposing of such substances are continually providing new definitions, tests and regulations concerning these substances. Under this Agreement, it is Contractor's responsibility to keep current with the regulations and tests on such substances and to identify such substances and to comply with all federal, state and local regulations concerning such substances. Contractor agrees to provide to County upon its request, Contractor's program for identifying hazardous waste and complying with all federal, state and local statutes and regulations dealing with hazardous waste. Contractor shall make every reasonable effort to prohibit the collection and the disposal of hazardous waste in any manner inconsistent with applicable law. 24. PRELIMINARY DISPUTE RESOLUTION. If Contractor has a question as to the interpretation of this Agreement, it shall submit a written request to the Director for a determination of the issue. The Contractor shall provide and submit such information as the Director may request or require t o make the requested determination. The written determination of the Director may be appealed to the Board of Supervisors pursuant to Ordinance Code Chapter 14-4. 25. FAITHFUL PERFORMANCE BOND. Contractor shall submit to County simultaneously with the execution of this Agreement a corporate surety bond in the amount of $2.5 million, to ensure Contractor’s faithful performance hereunder; provided however, that the Board may increase this amount not more often than every three years to reflect changes in the Consumer Price Index for All Urban Consumers for the San Francisco Bay Area. Within 10 days of receipt of notice of an adjustment, Contractor shall submit to County a new corporate surety bond in the adjusted amount. Each corporate surety bond shall be executed by a surety company licensed to do business in the State of California and acceptable to County. Each corporate bond shall be approved by County and shall be payable to County. The condition of each corporate surety bond shall be that Contractor will faithfully perform the duties imposed by ordinance, this Agreement, the rules and regulations of County, and all Applicable Laws. Any action by County to proceed against the bond shall not limit or affect the right of County to use other remedies available to County under the Agreement, or to seek a remedy in state or federal court with jurisdiction over the parties and the subject matter of the litigation. Notwithstanding the foregoing, in lieu of the corporate surety bond, Contractor may provide to County a letter of credit, cash bond or other security acceptable to the County Administrator's Office in a form satisfactory to the County. 26. POST-COLLECTION SERVICES. The County is currently a party to a contract with the West Contra Costa Integrated Waste Management Authority by which it directs its waste stream to the Authority. The Post-Collection Rate has been established for County pursuant to the Post-Collection Agreement. The County is participating in the Authority’s Post-Collection Agreement pricing for post-collection services, which Post-Collection Agreement expires on June 30, 2025 unless extended, modified or replaced. If the terms of the Post-Collection Agreement change in a manner that conflicts with the County’s needs, or if the Post-Collection Agreement expires and is not extended or replaced with another post-collection agreement satisfactory to County, Contractor shall provide the County with an alternative proposal for the services provided under the Post-Collection Agreement. 16 27. INSURANCE. Contractor shall procure and maintain in full force and effect at all times during the entire term of this Agreement the following insurance coverage: a. Commercial general liability insurance including property damage, pollution, completed operations, products, contractual liability, broad form property damage, and personal injury with such coverages and limits as may be reasonably requested by County from time to time, but in no event with limits not less than the sum of $5 million combined single limit for each occurrence, and $10 million aggregate, arising from the services as stated in the Agreement herein. County shall be named as an additional insured via a blanket-form endorsement under such Commercial general liability insurance policy, if commercially available. b. Commercial automobile liability insurance including owned, hired and non-owned automobiles with limits not less than the sum of $5 million combined single limit for each occurrence arising from the services as stated in the Agreement herein. County shall be named as an additional insured via blanket-form endorsement under such Commercial automobile liability policy. c. Contractor shall carry workers' compensation insurance for all its employees. d. Evidence of commercial general liability, commercial automobile liability and workers' compensation insurance as required herein shall be provided by Contractor by filing with County an ACORD 25 certificate of insurance supplemented with the applicable blanket-form endorsements providing that County is endorsed as an additional named insured if commercially available under the liability policy. All policies required herein, except workers’ compensation, shall include a blanket-form notice of cancellation endorsement provision that written notice of cancellation, non-renewal or any material change shall be delivered to County thirty (30) days in advance of the effective date thereof. No cancellation, non- renewal alteration or material change shall be made without thirty (30) days prior written notice to County. e. County reserves the right to examine all policies to ensure appropriate conformity to prevailing practices and standards of the insurance industry. f. All policies of insurance required under this Agreement shall be obtained from a company or companies authorized to do business in the State of California and rated A- VIII, or higher, by A.M. Best. Failure of Contractor to maintain insurance in the manner and amount stated herein and as directed by County Administrator, subject to approval of the Board, will constitute a material breach of this Agreement. 28. INDEMNIFICATION. a. All work and performance covered by this Agreement and the Post-Collection Agreement is at the risk of Contractor. b. Contractor shall save, indemnify, defend, and hold harmless the County, its officers, employees, agents and assigns against any and all liability, cause of action, claims, judgments, or demands, including demands arising from injuries or deaths of persons or damage to property, costs, expenses, and damages, including attorney’s fees and attorney’s fee awards (collectively, “Liabilities”) arising directly or indirectly out of the obligations herein undertaken or out of the operations conducted by Contractor pursuant to this Agreement or the Post-Collection Agreement, including but not limited to any Liabilities connected with any legal challenge connected with fees paid by customers within the Franchise Area subject to the provisions of Public Resources Code section 40059.2, and save and except claims or litigation arising through the sole negligence or sole willful misconduct of County; and Contractor shall make good to and reimburse County for any expenditures, including reasonable attorney’s fees, that County may make by reason of such matters and, if requested by County, shall defend any lawsuit at the sole cost and expense of Contractor. This subsection (b) shall survive the termination or expiration of this Agreement. 17 c. Should any third party successfully challenge the validity of this Agreement, as determined by a Court of competent jurisdiction in a final judgment, the procedure by which this Agreement was entered into or the validity of any County ordinance that authorizes the County to enter into this Agreement, then in such case the Contractor shall have no cause of action for damages or any other relief against County as a result of such successful third-party challenge. d. Contractor has the right to defend this Agreement and the County. The County shall fully cooperate and assist Contractor in Contractor’s defense of the County or of the validity of the Agreement but has no independent duty to Contractor to defend the validity of this Agreement or any provision hereof. The County will provide timely written notice to Contractor of County’s receipt of any claim or action affecting this Agreement. 29. ATTORNEY' S FEES. In the event of litigation or actions to enforce the terms and conditions of this Agreement between the parties arising hereunder, each party shall pay its own litigation expenses, including attorney’s fees, except to the extent that any provision of this Agreement, including Sections 6(h) and 28, expressly provides otherwise. 30. FORCE MAJEURE. The time period(s) specified for performance of the provisions of this Agreement shall be extended because of any delays due to unforeseeable causes beyond the reasonable control of either Party and without the fault or negligence of the Contractor, including, without limitation acts of God or of the public enemy, severe weather, fires, earthquakes, floods, epidemics, pandemics, quarantine restrictions, government emergency orders, riots, freight embargoes, wars, and/or acts of any governmental agency, including County. Contractor shall notify the County in writing within ten (10) days of the commencement of such delay of the causes of the delay. In the event of a Force Majeure, it shall be the responsibility of Contractor to exercise commercially reasonable efforts to mitigate interruptions to services and/or any potential damages as is feasible under the circumstances. 31. ASSIGNABILITY. Contractor shall not sell, assign, subcontract or transfer this Agreement or any part hereof, or any obligation hereunder, without the written consent of County, which shall be within County’s reasonable discretion to provide. The term “assignment” shall include any dissolution, merger, consolidation or other reorganization of Contractor, which results in change of control of Contractor, or the sale or other transfer by probate proceeding or otherwise of a controlling percentage of Contractor's capital stock to a person or entity not a shareholder on the date of the execution of this Agreement. Provided, however, that the term "assignment" does not include internal business reorganizations, name changes, transfer to an Affiliated Entity or formation of new companies by Contractor, formation of trusts by Contractor or transfer of any interest of Contractor as a result of death, disability or estate planning by one or more of the principals of Contractor, so long as essential management decisions are retained by a majority of the current controlling interests of the Contractor, shareholders of RSS, Inc. or their children, their spouses and relatives of the first degree of consanguinity. Consent to assignment may not be unreasonably withheld. Following a properly noticed public hearing, County may assign or transfer any or all of its rights under this Agreement without the consent of Contractor to any legally authorized public entity. 32. INVOLUNTARY ASSIGNMENT. No interest of Contractor in this Agreement shall be assignable by operation of law. Each or any of the following acts shall be considered an involuntary assignment providing County with the right to elect to terminate the Agreement forthwith, without suit or other proceeding: 18 a. If Contractor is or becomes insolvent, or makes an assignment for the benefit of creditors; b. If Writ of Attachment or Execution is levied on this Agreement or other property of Contractor such that would affect Contractor's ability to perform its duties and obligations under this Agreement. c. If in any proceeding to which Contractor is a party, a Receiver is appointed with authority to take possession of Contractor's property such that would affect Contractor's ability to perform its duties and obligations under this Agreement; d. Except as otherwise provided herein, in the event of a probate proceeding where the rights of Contractor under the Agreement would pass to another individual or other individuals. 33. NOTICE PROVISIONS. Any notice required or permitted under this Agreement shall be in writing and shall be deemed to have been given (a) on the delivery date, if delivered personally, (b) on the next business day, if sent by overnight carrier with delivery charges prepaid for next day delivery, or (c) five days after mailing, if mailed by certified U.S. Mail, return receipt requested, with postage prepaid. All notices shall be addressed to the receiving party as follows: To Contractor: Richmond Sanitary Service, Inc. Attention: General Manager 3260 Blume Drive, Suite 115 Richmond, CA 94806 Or to County: Contra Costa County Department of Conservation and Development Attention: Director of Conservation and Development 30 Muir Road Martinez, CA 94553 Each party will also endeavor to mail a courtesy copy to counsel for the other party, but an emailed courtesy copy of a notice does not substitute for providing notice in the manner required by this section. Either party may change its address for notices by providing notice to the other party in accordance with this section at least 10 days before the new address becomes effective. 34. ANNEXATION AND CHANGE OF FRANCHISE AREA BOUNDARIES. Contractor shall give notice to County by January 30 of the next calendar year of any geographic area in the Franchise Area or immediately contiguous to the Franchise Area, in which Contractor has commenced service within the preceding year, notwithstanding whether Contractor deems that area to be regulated or unregulated. Contractor realizes that the public agency boundaries may be altered by virtue of actions taken by the Contra Costa County Local Agency Formation Commission (LAFCO). Contractor agrees that should a municipal corporation lawfully annex territory which is within the Franchise Area, County may make such alterations to the Franchise Area as the annexation necessitates. Should the Franchise Area boundaries be amended, Contractor agrees that it will abide by any change resulting from the Franchise Area change. Contractor agrees that the Board of Supervisors may make such alterations to the Franchise Area as are necessitated by such Local Agency Formation Commission actions, excepting any LAFCO action initiated by County, and shall have no right or claim to damages or other relief against the County for such alterations to the Franchise Area. However, nothing herein shall abrogate Contractor's rights under Public Resources 19 Code Section 49520 or any successor or similar statute. 35. AFFILIATED ENTITIES’ CHARGES. For the purposes of rate setting, Contractor shall provide information necessary to reasonably satisfy County that the charges made by any Affiliated Entity are reasonable. Charges which are equal to or less than the least costly alternative shall be deemed reasonable hereunder. 36. BREACH AND TERMINATION. The Director shall have authority, subject to Contractor’s right to cure and review by the Board of Supervisors upon appeal, to determine whether a breach of any provision of this Agreement by Contractor has occurred. Any waiver of a breach shall not be deemed to be a waiver of any subsequent breach or to be construed as approval of a course of conduct. In the event that the Director determines that a breach has occurred, County shall give Contractor written notice of the matter constituting the breach or default. Contractor shall have 30 days from the date of said notice, or a reasonable period of time as determined by the County if the County determines 30 days is not sufficient under the circumstances, to cure the breach or default; provided, however, for any breach or default that cannot reasonably be cured within said 30-day period or such other longer period as may be determined by the County, Contractor shall commence to cure the breach or default within said period and shall continue thereafter to diligently take steps to cause the breach or default to be cured within a reasonable time thereafter. In the event the breach or default is cured to the satisfaction of the Director within the period of time allotted, the breach shall not be deemed a material breach the breach or default shall be deemed cured and resolved. In the event that the Director determines that Contractor has failed to satisfactorily cure the breach or default as provided in this Section, the Director may determine such breach or default to be material. Multiple or repeated breaches, or a pattern of breaches and subsequent attempts to cure said breaches, by Contractor shall provide an adequate basis for the Director, in the Director’s sole discretion, to declare any subsequent breach to be material, notwithstanding whether that breach is ultimately cured by Contractor. If such a determination of material breach is made, the Director's determination shall be automatically appealed to the Board of Supervisors for final action. A material breach shall be cause for termination of this Agreement by the Board of Supervisors, in the reasonable discretion of the Board. In the event of a termination pursuant to this section, County shall have the right to temporarily assume the obligations of Contractor and shall have the right to forthwith take possession of all trucks and other equipment of Contractor and exercise Contractor's right to enter and use any disposal facilities for the purpose of performing the services agreed to be performed by Contractor herein until such time as County can make other arrangements for the performance of said services by another person or entity. However, such temporary assumption of Contractor's obligations under the Agreement shall not be continued by County for a period exceeding twelve (12) months from the date such operations are undertaken by County. During any period in which County has temporarily assumed the obligations of Contractor under this Agreement, County shall be entitled to the gross revenue attributable to operations during such period and shall pay therefrom only those costs and expenses applicable or allocable to said period, including the reasonable rental value of the trucks and equipment to be paid to Contractor. County shall be entitled to the excess, if any, of revenue over applicable or allocable costs and expenses during such period. The loss, if any, during such period shall be a charge against Contractor, and shall be paid to County by Contractor on demand. Final adjustment and allocation of gross revenue, costs, and expenses to the period during which County temporarily assumed the obligations of Contractor shall be determined by an audit by a Certified Public Accountant and prepared in report form with his unqualified opinion annexed thereto. 20 Nothing in this Agreement shall prevent County during any period in which County temporarily assumes the obligations of Contractor under this Agreement, from employing persons who were employed by the Contractor for the collection of Solid Waste under this Agreement. Upon the occurrence of a material breach and the declaration of such and termination of this Agreement by the Board of Supervisors, this Agreement and the franchise granted thereunder shall be of no further force and effect as of the termination date set by the Board, expecting these provisions concerning County's right to temporarily assume Contractor's obligations and to use Contractor's facilities upon early termination as provided herein, and further excepting the terms of this Agreement that survive the termination of the Agreement. Upon the termination of this Agreement, County then shall be free to enter into whatever other arrangements are deemed justified and necessary for the collection, removal and disposal of Solid Waste within the Franchise Area. Notwithstanding the foregoing, Contractor shall not be in breach or default under the terms of this Agreement if such breach or default is due to events of Force Majeure, including war, insurrection, riots, floods, earthquakes, fires, acts of God, acts of a public enemy, epidemics, quarantine restrictions, or any other causes beyond the control or not the fault of Contractor, and such breach or default could not have been prevented by reasonable foresight on the part of Contractor. 37. EMERGENCY. Notwithstanding Contractor's exclusive franchise rights set forth in Section 4 (Exclusive Privilege and Duty), in the event of an emergency due to natural disaster which interrupts the collection of Solid Waste by Contractor, the Board of Supervisors shall have the right to declare a temporary suspension of this Agreement for the reasonable duration of the emergency and until such time as County determines that Contractor is able to reassume all obligations under this Agreement. Should Contractor fail to demonstrate to the satisfaction of the Board of Supervisors that required services can be resumed by Contractor prior to the expiration of a six (6) month period, this Agreement may be terminated at the direction of the Board. 38. COMPLIANCE WITH FEDERAL, STATE AND LOCAL LAWS. Contractor shall comply with Applicable Law now in effect or as may be promulgated or amended from time to time by the Government of the United States, the State of California, the County and any other agency now authorized, or which may become authorized in the future, to regulate the services to be performed herein regarding the collection, removal and disposal of Solid Waste and recycling of material. The Applicable Law includes but is not limited to County Ordinance Code Chapter 418-6 (on mandatory subscription to Solid Waste collection service), and the County's Materials Diversion Ordinance. Contractor's reasonable costs of compliance shall be included in the Collection Rates allowed by County, as may be adjusted from time to time in accordance with the terms of this Agreement. 39. ENTIRE AGREEMENT. This Agreement contains the entire agreement between the Parties pertaining to Contractor’s collection and disposition of Solid Waste from within the Franchise Area, and this Agreement fully supersedes all prior written or oral agreements and understandings between the Parties pertaining to such subject matter, including the Prior Agreements. 40. GOVERNING LAW. This Agreement shall be governed by and construed in accordance with the laws of the State of California. Any litigation arising out of this Agreement shall be filed in a state or federal court in California that has jurisdiction over the parties to and the subject matter of the litigation. 41. AMENDMENT OR MODIFICATION. This Agreement may not be amended or modified except in a writing signed by the Parties hereto and following approval by County’s Board of Supervisors, which shall be within its discretion to approve. The parties agree to meet and confer in good faith if amendments or modifications are proposed. 21 42. POLICE POWERS. Nothing in this Agreement is intended to or may limit County authority pursuant to its police power. 43. CONTEST OF AGREEMENT'S TERMS. In the event either party to this Agreement attempts to challenge the validity of any portion of this Agreement, such action in attempting to challenge the Agreement shall constitute a material breach of this Agreement and the non-breaching party shall have the right to elect to terminate forthwith without suit or other proceeding. This section shall not be construed to prevent either party from seeking redress from the courts for the purpose of legal review of administrative proceedings regarding rate setting or County actions taken pursuant to this Agreement, or for the purpose of interpreting or enforcing the provisions contained in this Agreement. 44. SEVERABILITY. In the event legal action is brought by a person or entity, other than the parties to this Agreement, to challenge, invalidate, contest or set aside any of the provisions of this Agreement, each and every term and condition, and each and every section and paragraph is severable from the remaining terms, conditions, sections, and paragraphs. The invalidation of any term, condition, section or paragraph as a result of a legal action, brought by a person or entity not a party to this Agreement, shall not affect the validity or enforceability of the remaining provisions. However, if material provisions hereof are affected, the parties agree to negotiate in good faith to reach agreement on revisions which preserve the substance hereof to the greatest extent allowed by law. 45. COUNTERPARTS. This Agreement may be executed in one or more counterparts, each of which shall be deemed an original. 46. SUCCESSORS; NO THIRD-PARTY BENEFICIARIES. This Agreement shall be binding upon the Parties and their successors and assigns. However, this provision shall not be construed as an authorization to assign, transfer, hypothecate, or pledge this Agreement. Any assignment or transfer of this Agreement shall be governed by Section 31. Except to the extent this Agreement may expressly provide otherwise, nothing in this Agreement is intended to confer on any person other than the Parties and their successors and assigns any rights or remedies by reason of this Agreement. 47. CONSTRUCTION. The section headings and captions of this Agreement are, and the arrangement of this Agreement is, for the sole convenience of the Parties to this Agreement. The section headings, captions, and arrangement of this Agreement do not in any way affect, limit, amplify, or modify the terms and provisions of this Agreement. This Agreement shall not be construed as if it had been drafted by one of the Parties, but rather as if both Parties have drafted it. The Parties to this Agreement and their attorneys have read and reviewed this Agreement and agree that any rule of construction to the effect that ambiguities are to be resolved against the drafting party shall not apply to the interpretation of this Agreement. 48. WAIVER. A waiver of breach of any covenant or provision in this Agreement shall not be deemed a waiver of any other covenant or provision in this Agreement, and no waiver shall be valid unless it is in writing and executed by the waiving Party’s authorized representative. 49. GUARANTY. Prior to the Effective Date, Contractor shall provide to the Director, proof of guaranty by Republic Services, Inc., of the performance by Contractor of each and every provision of this Agreement to be performed by Contractor. Proof of Guaranty shall be substantially in the form set forth in Exhibit F. [Remainder of page left blank. Signatures on next page(s).] 22 COUNTY OF CONTRA COSTA By: Chair, Board of Supervisors Attest: Monica Nino, Clerk of the Board of Supervisors and County Administrator By: Deputy RICHMOND SANITARY SERVICE, INC. By: Name: Title: By: Name: Title: Note: Two officers must sign on behalf of a corporation. The first must be the chairman of the Board, president or any vice president; the second must be the secretary, any assistant secretary, the chief financial officer or any assistant treasurer. (Corp. Code, § 313.) G:\Conservation\Deidra\_Collection\Franchised Haulers\Richmond Sanitary Service\2025 New Agreement\Final\New County-RSS FA_5-14-2025.docx Martinez Pleasant Hill Walnut Creek Lafayette Pacheco §¨¦680 2 51 El Sobrante San Pablo E. Richmond Heights El Cerrito Kensington Richmond Rodeo CrockettSan Pa b l oPinole Hercules ÄÅ4 ÄÅ4 ÄÅ242 §¨¦680 ÄÅ24 §¨¦80 §¨¦80 §¨¦580 4 This map was created by the Contra Costa County Department of Conservation and Development with data from the Contra Costa County GIS Program. Some base data, primarily City Limits, is derived from the CA State Board of Equalization's tax rate areas. While obligated to use this data the County assumes no responsibility for its accuracy. This map contains copyrighted information and may not be altered. It may be reproduced in its current state if the source is cited. Users of this map agree to read and accept the County of Contra Costa disclaimer of liability for geographic information.I 0 3 61.5 Miles Legend Supervisorial Districts Waste Hauler Franchise Area Richmond Sanitary Service Franchise Area Crockett Community Serviced By RSS under seperate franchise Rodeo Sanitary Franchise Area Exhibit A: Richmond Sanitary Service (RSS)County Franchise AreaApril 2025 Map Created 4/22/2025 by Contra Costa County Department of Conservation and Development, GIS Group 30 Muir Road, Martinez, CA 94553 37:59:41.791N 122:07:03.756W Exhibit B Page 1 of 3 Richmond Sanitary Service May 2025 EXHIBIT B SERVICES FOR PUBLIC FACILITIES Dated: May 2025 Section 1: GENERAL OBLIGATIONS RELATED TO SERVICES FOR PUBLIC FACILITIES Contractor shall provide Solid Waste collection and recycling/disposal services at designated locations within the Franchise Area pursuant to Section 17 of the Franchise Agreement. This includes services at specified County buildings, street cans and other public facilities (see “Routine Services” below). Contractor shall provide on-call services at locations within the County rights-of-way or at properties being abated by the County (see “On-Call Services” below). Section 2: ROUTINE SERVICES A. PUBLIC FACILITIES Contractor shall collect green waste, recycling and/or Solid Waste upon request at County designated locations. The following list of locations and related service levels may be modified from time to time pursuant to Section 17 of the Franchise Agreement. As of the date of this Exhibit B, routine service levels for each currently designated location are as follows: Public Facilities Being Served in County - RSS Franchise Area Location SERVICE LEVEL Solid Waste Recycling ( Weekly) Green Waste ( Weekly) Container (Qty/Size) Pickups per week 1) Street cans – North Richmond 101 Market 1 / 35-gal 1x wk N/A N/A 5th and Silver 1 / 35-gal 1x wk N/A N/A 2) El Sobrante Library 4191 Appian Way 1 / 2-yd 1x wk 2 65-gal 2 65-gal 3) Fire Station 4640 Appian way 1 / 2-yd 1x wk 3 /65 gal N/A B. RIGHT-OF-WAY LOCATIONS Contractor shall operate an abandoned (illegally dumped) waste collection route in the Franchise Area, on a frequency of two (2) times per week, eight (8) hours per day, for a total of sixteen (16) hours of collection per week. Contractor’s collection vehicle operated will be a 2-person rear load compacting waste collection vehicle, subject to use of a flatbed truck with liftgate as needed to address abandoned waste items that cannot be safely loaded into a rear load vehicle. The following apply to the abandoned waste collection route operations: Exhibit B Page 2 of 3 Richmond Sanitary Service May 2025 • The crew’s objective is to actively locate and remove all illegal dumping in right-of- way, as defined by the County. • All materials collected at each site will be photographed and logged by location and material type and reported to the County. • Reporting data will be on a quarterly basis, to consist of tons per load per day of collection supported by photos of each collection event. • No Excluded Waste, including hazardous waste, will be collected. Any such Excluded Waste or hazardous waste or hazardous material identified will be reported to the County Public Works Department for further handling and collection. The list of Abandoned Waste Collection route roads are as follows and also depicted in Exhibit D): • Tara Hills Drive • Valley View Road • San Pablo Dam Road • La Paloma Road • Castro Ranch Road • Alhambra Valley Road • Appian Way • Pinole Valley Road • Sobrante Avenue • Hilltop Drive • La Honda Road • San Pablo Avenue Roads and route map (Exhibit D) subject to change at the County’s discretion, as warranted, based on actual illegal dumping activities. Section 3: ON-CALL SERVICES Contractor shall provide on-call Solid Waste collection and recycling/disposal services at locations within the County rights-of-way or at properties being abated by the County within the Franchise Area, upon written request of the Director or their designee. Contractor shall separately track allowable costs for providing said on-call services requested by the County, properly segregate said costs in rate applications and provide reporting of on-call service costs and other data by service type upon request of the Director. A. RIGHT-OF-WAY LOCATIONS: Contractor shall remove Solid Waste from specified locations within County rights-of-way, as defined by the County, within three to four business days of receiving each request from the County. Areas along the Richmond Parkway are not right-of-way locations as used in this Section. B. ABATEMENT PROJECT LOCATIONS: Upon written request of the Director or their designee and subject to funding availability, Contractor shall provide and service requested receptacle(s) at the specified abatement project locations as follows: 1. Contractor shall commit to the date that the requested receptacle(s) will be delivered to the specified location within three business days of the written request; 2. Contractor shall deliver the requested receptacle(s) on the date mutually agreed upon; and Exhibit B Page 3 of 3 Richmond Sanitary Service May 2025 3. Contractor shall remove the requested receptacle(s) on the date mutually agreed upon. C. COMMUNITY CLEAN-UPS: Contractor shall provide and service up to twenty (20) 20-cubic yard clean-up boxes per year in the County-RSS Franchise Area as directed by the County pursuant to Section 19 of the Franchise Agreement. G:\Conservation\Deidra\_Collection\Franchised Haulers\Richmond Sanitary Service\2025 New Agreement\Final\Exhibit B - Public Facilities_5-14-25.doc Exhibit C Page 1 of 9 Richmond Sanitary Service May 1, 2025 EXHIBIT C BASIC RESIDENTIAL & COMMERCIAL SERVICES AND MAXIMUM RESIDENTIAL COLLECTION RATES Dated: May 2025 Section 1: GENERAL OBLIGATIONS RELATED TO BASIC SERVICES Contractor shall offer the services set forth herein and shall provide collection services requested by Customers. Contractor shall provide quarterly reports and an annual report with information requested by the Director pertaining to collection and diversion activities, including, but not limited to quantities collected, participation, contamination levels and other operational statistics for routine and on-call pickup of Solid Waste, recyclables, organics and Construction and Demolition (C&D) materials. Section 2: RESIDENTIAL SERVICES Contractor shall provide standard residential service for single-family homes and duplexes upon request of Customers consisting of routine collection of waste, recyclables and organic waste. Routine collection includes weekly collection of waste using a black wheeled cart (select from 20-gallon, 35-gallon, 65-gallon or 95-gallon cart sizes) as well as weekly collection of recycling and organic waste using blue and green wheeled carts respectively (65-gallon size for each cart). Customers may also request additional containers. Contractor may charge the appropriate monthly fee, plus any additional fees for exchanging or replacing Containers, as set forth herein. A. GENERAL RESIDENTIAL SERVICE INFORMATION 1. Pickup Locations: Standard residential service is curbside pickup. Backyard collection is available to customers where no one in the household is able to move carts to the curb. Annual medical certification of disability is required. 2. Containers: Only wheeled carts provided to customers by Richmond Sanitary Service will be serviced. 3. On-call Collection Services: Except for collection of bagged material using prepaid bag ties, collections will be on-call (at customer request). B. CONTAMINATION For the first three-months following commencement of this Agreement, all customers will be provided educational materials and instructions on methods to properly source separate generated materials within the appropriate collection containers and prevent contamination for a particular Container (i.e., Exhibit C Page 2 of 9 Richmond Sanitary Service May 1, 2025 Recyclable Materials or Organic Waste). During this three-month contamination education period, Contractor must collect the contaminated containers (as the container’s intended commodity) and must affix to the contaminated container a contamination violation notice that contains instructions on the proper procedures for sorting Recyclable Materials or Organic Waste, and must notify the Customer by U.S. mail or email that any subsequent incidents of excess contamination following this three-month contamination education period, the Customer may be charged a Contamination Fee for the contaminated container. Contractor must also document the contamination issue and provide digital/photographic documentation to the Customer that clearly documents the Customer’s contamination problems. For each new service account that is created during the term of this Agreement, that Customer will also be given a three-month contamination education period prior to the assessment of a contamination fee for any contaminated containers. The procedures for such contamination education period associated with the establishment of a new service account will follow those previously described in this section during the first three- months of this contract’s commencement. After the initial three-month education period, if the Contractor observes Prohibited Container Contaminants on more than one occasion and issued a courtesy pick-up notices on the prior occasion, the Contractor may impose a Contamination Fee for that Customer’s violation in accordance with this Exhibit. The intent of the Contamination Fee is to allow the Contractor to recover the increased costs to dispose of the contaminated loads. Contractor shall provide the Customer a Contamination Fee Notice identifying the dates of the prior courtesy notices, the date of the current violation, and the reasons for the violation and fee, including identifying the amounts and types of the contaminants. Contractor shall deliver notice by a container tag, email, or mail to the Customer address within twenty-four (24) hours of assessing the contamination fee. Contractor must provide digital/photographic documentation to the Customer that clearly documents the Customer’s contamination problem(s) and written notice(s) of contamination as described above prior to issuing a contamination fee. Contractor must document contamination instances and Contractor shall track contamination occurrences annually per Calendar Year. C. MAXIMUM COLLECTION RATES FOR RESIDENTIAL SERVICE Contractor shall charge no more than the below listed maximum approved Collection Rates for standard Residential service as well as on-call services for Residential Customers: Exhibit C Page 3 of 9 Richmond Sanitary Service May 1, 2025 Curbside - Wheeled Carts (MONTHLY RATES1) Waste Cart Size Weekly Waste, Weekly Recycling & Green Waste (65-gal) includes post-collection processing & disposal Maximum Collection Rates (2025) 20-gal $ 37.21 $ 29.65 35-gal $ 45.23 $ 31.96 65-gal $ 90.87 $ 66.21 95-gal $ 135.34 $ 98.32 1 Rates based on waste container size, filled to rim, with lids fully closed. Contractor shall charge no more than the below listed maximum approved rates for special services as well as on-call services for Residential Customers: Additional Waste Cart Pickup Size Rate 35 gal $14.31 65 gal $28.62 95 gal $42.94 SPECIAL SERVICES/ANCILLARY CHARGES Service Rate Return Trip $42.79 Carry-out Service (with no medical disability certification) $11.30 Additional Cart – Recycle/Organics $11.23 Holiday Tree $23.04 Contamination - Per Cart $37.09 Overage Fee - Per Cart $14.31 Prepaid Bag Tie $8.39 Cart Wash $49.77 Extra Bulky Item Pickup Description Rate Truck Fee $72.97 Same Week Fee $21.31 Small Miscellaneous Items $48.30 Washer/Dryer $63.20 Freezer/Refrigerator $99.70 TV $157.40 Tire $33.30 Tire with rim $51.70 D. ON-CALL CURBSIDE CLEAN-UP (Bagged Materials) Contractor shall offer residential Customers one (1) On-Call Curbside Clean-up each year at no additional charge and provide such Clean-ups within ten (10) working days of Customer’s request. The following parameters apply to On- Exhibit C Page 4 of 9 Richmond Sanitary Service May 1, 2025 Call Curbside Clean-ups: 1. On-Call Bagged Clean-ups can be used for either Solid Waste or all green waste only collection. No Food Waste is allowed in either the Solid Waste or the Green Waste only collections. 2. On-call Clean-ups are scheduled upon request of the Customer. Clean- ups of Solid Waste and Green Waste will be arranged to occur on their next regularly scheduled collection day. 3. Mixed waste set-outs will be collected and disposed of as Solid Waste. 4. A maximum of two cubic yards of bagged material (15 30- to 35-gallon bags) will be collected in each On-Call Curbside Clean-up. 5. All items must be bagged. 6. Filled bags must weigh no more than 30 pounds and be strong enough to hold contents securely without breaking or tearing. 7. All bagged materials must be placed at the curb for collection. 8. Branches/twigs can be tie-bundled (up to 18 inches in diameter, four (4) feet in length. E. SCHEDULED CURBSIDE CLEAN-UP (Bagged Material) Contractor shall offer residential Customers one (1) scheduled Curbside Clean- up each year at no additional charge. Contractor shall notify all residential Customers fourteen (14) days in advance, informing residential Customers of the scheduled clean-up date and how to properly participate. The following parameters apply to schedueld Curbside Clean-ups: 1. Scheduled Bagged Clean-ups can be used for either Solid Waste or all green waste only collection. No Food Waste is allowed in either the Solid Waste or the Green Waste only collections. 2. Mixed waste set-outs will be collected and disposed of as Solid Waste. 3. A maximum of two cubic yards of bagged material (15 30- to 35-gallon bags) will be collected in each scheduled Curbside Clean-up. 4. All items must be bagged. 5. Filled bags must weigh no more than 30 pounds and be strong enough to hold contents securely without breaking or tearing. 6. All bagged materials must be placed at the curb for collection. 7. Branches/twigs can be tie-bundled (up to 18 inches in diameter, four (4) feet in length. F. ON-CALL CURBSIDE BULKY ITEM COLLECTION Contractor shall offer residential Customers residing in single-family homes or multi-family residential dwellings of up to four units up to one On-Call Curbside Bulky Item Collection each year at no additional charge and provide such Collection services upon Customer request. The following parameters apply to On-Call Curbside Bulky Item Collection: 1. Two (2) major residential appliance or other bulky item, OR up to ten (10) e-waste items may be disposed of in one (1) On-Call Curbside Bulky Item collection. 2. Each item to be collected can weigh no more than 200 pounds. Exhibit C Page 5 of 9 Richmond Sanitary Service May 1, 2025 3. Only non-hazardous e-wastes and bulky items that won’t fit in waste cart, cannot be bagged for annual On-Call Curbside Clean-up and are not collected in the curbside recycling program will be accepted. 4. The bulky item routes run on different days. On-call curbside bulky item collection will be scheduled on a date in the regular route schedule to be agreed upon by the Contractor and customer. G. OPTIONAL SERVICES AVAILABLE FOR ADDITIONAL CHARGE Contractor shall provide residential Customers the option of requesting the following services. Contractor may impose an extra optional charge to provide listed services providing Customer is made aware of and agrees to said charges in advance. 1. Extra waste pick-up 2. Collection of prepaid bagged material (using Prepaid Bag ties on a customer provided bags) 3. Extra bulky item pick-up 4. Preference Backyard Carry-out Service (with no medical disability certification) 5. Cart wash out 6. Same week On-call Curbside Clean-ups, On-call Curbside Bulky Item/E-waste Collection Contractor shall include amounts collected for any additional charges imposed for optional services requested by Customers in calculations of Gross Annual Revenue subject to the Franchise Fee specified in Section 22 of this Agreement. Contractor shall properly segregate the revenues and costs associated with these optional services requested by Customers for the purposes of rate setting as specified by the Director. Exhibit C Page 6 of 9 Richmond Sanitary Service May 1, 2025 Section 3: COMMERCIAL SERVICES Contractor shall provide the following services to commercial Customers, which includes Multi-Family Customers, upon request. The basic or minimum service level for commercial and Multi-Family Customers shall consist of three Containers (Blue, Black and Green). Contractor shall provide the County with information and assistance requested by the Director for the purpose of maintaining compliance with the State’s Mandatory Commercial Recycling law. A. SOLID WASTE COLLECTION Contractor shall provide commercial Customers with the option of selecting solid waste bin sizes ranging from one (1) to seven (7) cubic yards, or 35-gallon, 65-gallon or 95-gallon carts. Contractor shall provide commercial Customers the option to select their preferred bin service at a frequency of solid waste collection ranging from one (1) to five (5) times per week. B. RECYCLING COLLECTION Contractor shall offer to collect for recycling the materials specified in Section 4 of this Exhibit from commercial Customers at a service level up to equal their solid waste service subscription at no additional charge and shall provide such services upon request. Contractor shall provide additional recycling collection services to commercial Customers, including but not necessarily limited to the following: 1. Increased frequency of collection for commercial recyclable materials (including multi-family): from carts and bins, at a minimum weekly and up to three times per week for bins, upon request of Customer. 2. Collection of commercial source-separated organic materials (including all compostable food waste and food-soiled paper) up to three times per week, as requested by the Customer. 3. Targeted dry material collection for customers with primarily dry and recyclable materials in solid waste containers. 4. Collection of an expanded list of materials in the recycling containers. 5. Assistance and support from Contractor’s sustainability coordinators to maximize success of diversion programs. C. ROUTING OF COMMERCIAL CUSTOMERS FOR DRY LOAD COLLECTION AND PROCESSING Contractor shall implement the dry material collection program. The dry material collection program involves the identification of commercial customers where the primary constituents of their garbage containers are dry and recyclable for the purposes of sorting their garbage to Exhibit C Page 7 of 9 Richmond Sanitary Service May 1, 2025 increase landfill diversion. Contractor shall cause all material collected under this program to be processed in a manner that maximizes the recovery of Recyclable Materials. D. MULTI-FAMILY ON-CALL CURBSIDE CLEAN-UP Contractor shall offer Multi-Family Residential Complexes (MFD) of up to 20 units, one (1), fifteen (15) bag, curbside clean-up event each year. Curbside Bagged Clean-up Collection Service shall be governed by the following terms and conditions: 1. Contractor shall provide one (1) scheduled curbside bagged collection of up to fifteen (15) bags per MFD unit each year at no additional charge. The Curbside collection event shall be arranged, organized and supervised by the MFD Property Manager. 2. Curbside bagged collection can be either (1) curbside bagged pickups or (2) Roll-off container service. 3. Each bag of discards to be collected can weigh no more than forty (40) pounds. 4. Organic Waste consisting of Green Waste only—grass clippings and yard waste but no Food Waste is allowed--in plastic bags strong enough to hold up to 40 pounds of material--can be collected. Mixed waste (Solid Waste and Organic Waste) loads shall be collected as Solid Waste. 5. Only non-hazardous, dry, small Recyclable Materials that can be contained without cutting/tearing the bags, and which materials are not accepted in the curbside recycling program, with each bag weighing no more than 40 pounds, will be collected in this service. 6. MFD bagged clean-up collection will be scheduled on a date in the regular route schedule on a date to be agreed upon by the Contractor and Customer. E. MULTI-FAMILY ON-CALL BULKY ITEM COLLECTION Contractor shall offer MFDs of 20 units or less, one (1) curbside Bulky Item pick-up or roll-off container collection per calendar year. Bulky Item collection service shall be governed by the following terms and conditions: 1. Bulky Item collection service shall be arranged by the MFD’s Property Manager and the collection method can be either curbside pickup or roll-off container as determined by the Contractor. 2. Contractor shall provide one (1) Bulky Item collection per unit at the MFD for residential household appliances, or other residential bulky items, or, alternatively, up to five (5) e-waste items each year, at no additional charge. 3. Each item to be collected can weight no more than 200 pounds. 4. Acceptable Bulky Items are: Non-Hazardous E-waste and Bulky Items Exhibit C Page 8 of 9 Richmond Sanitary Service May 1, 2025 that (a) won’t fit in a Cart, or (b) cannot be bagged for the annual On- Call Curbside Clean-up and are not accepted in the curbside recycling program 5. The Bulky Item routes will be scheduled to run on different days of the week, Monday - Friday. MFD curbside bulky item collection will be scheduled on a date within the regular weekly route schedule, to be agreed upon by the Contractor and Customer. Exhibit C Page 9 of 9 Richmond Sanitary Service May 1, 2025 Section 4: RESOURCE RECOVERY AND DIVERSION Contractor shall collect the following materials for recycling or composting from residential and commercial Customers on a weekly basis at no additional charge. A. RECYCLING Contractor shall collect and recycle the following materials placed in curbside recycling carts or commercial recycling bins/carts: 1. Aluminum cans, clean foil & clean foil food containers 2. Glass bottles, jars (all colors) 3. Plastic #1 -7 beverage and food containers 4. Steel/tin cans 5. Scrap metal 6. Mixed rigid plastic packaging and other food containers 7. All mixed plastics 8. Milk and juice cartons 9. Plastic film and wrapping (properly bagged) 10. Uncoated and uncontaminated paper (newspaper, white paper, mixed paper, colored paper, chipboard, clean cardboard with no food or drink contamination, phone books, paper bags, junk mail, envelopes, clean cardboard egg cartons, magazines, paperback books, catalogs etc.) Contractor shall provide used oil recycling kits to Customers upon request as well as collect the following items for recycling curbside on an on-call basis: 1. Used motor oil 2. Used oil filters The above list may be modified from time to time by agreement of the County and Contractor pursuant to the provisions of the Franchise Agreement. B. ORGANIC MATERIALS (GREEN WASTE) Contractor shall collect and compost the following materials placed in curbside green waste carts or other receptacle provided by the Contractor: Green Waste 1. Yard trimmings 2. Grass clippings 3. Leaves and flowers 4. Pine needles 5. Weeds 6. Natural unflocked Christmas trees (cut/trimmed to fit in green waste carts) 7. Untreated and unpainted wood (cut/trimmed to fit in green waste carts) Other Materials/Food Waste 8. Coffee filters 9. Cardboard and paper egg cartons with food and drink contamination 10. Uncooked fruit and vegetables 11. Waxy cardboard 12. Waxed paper 13. Pet hair 14. Manure The above list may be modified from time to time by agreement of the County and Contractor or pursuant to the provisions of the Franchise Agreement. G:\Conservation\Deidra\_Collection\Franchised Haulers\Richmond Sanitary Service\2025 New Agreement\Final\Exhibit C - Services and Rates_5-14-25.doc Richmond NorthRichmond E. RichmondHeights El Sobrante Kensington Alameda County Richmond Richmond Orinda Pinole Lafayette Hercules Martinez El Cerrito San Pablo §¨¦580 §¨¦80 ÄÅ4 ÄÅ24 ÄÅ4 ÄÅ24 Richmond Pkwy Bear Creek Rd Hilltop Dr San Pablo Dam Rd Grizzly Peak Blvd Carlson Blvd Giant Rd Market Ave San Pablo Ave 29th St Appian Way Sycamore Ave 13th St Manor Rd San Pablo Ave Cutting Blvd Lege nd Hot Spot Roads in RSS Franchise Area Oct 2024 RSS Franchise Area County Boundary Water Map Created 9/23/2024 by Contra Costa County Department of Conservation and Development, G IS Group 30 Muir Road, Martinez, CA 94553 37:59:41.791N 122:07:03.756WI01.5 30.75 Miles This map was created by the Contra Costa County Department of Conservation and Development with data from the Contra Costa County GIS Program. Some base data, primarily City Limits, is derived from the CA State Board of Equalization's tax rate areas. While obligated to use this data the County assumes no responsibility for its accuracy. This map contains copyrighted information and may not be altered. It may be reproduced in its current state if the source is cited. Users of this map agree to read and accept the County of Contra Costa disclaimer of liability for geographic information. RSS Unincorporated Service AreaHot Spot Dumping Roads AlhambraValleyRd Exhibit E Page 1 of 4 Richmond Sanitary Service May 2025 EXHIBIT E LIQUIDATED DAMAGES Dated: May 2025 The Parties acknowledge and agree that provision of consistent, reliable waste collection services is of utmost importance to County and its West County residents. Further, they agree that the County has relied on Contractor’s ability, performance, and commitment to quality of service in awarding the Franchise Agreement. The Parties further recognize that some qualified standards of performance are necessary and appropriate to ensure consistent and reliable service and performance. The Parties further recognize that if Contractor fails to achieve the performance standards or fails to submit required documents in a timely manner, the County and West County residents will suffer damages and that it is and will be impractical and extremely difficult to ascertain and determine the exact amount of damages which the County and residents will suffer. Therefore, without prejudice to the County’s right to treat uncorrected non-performance as an event of default under this Franchise Agreement, the Parties agree that the following liquidated damage amounts represent a reasonable estimate of such damages. LIQUIDATED DAMAGES In the event that Contractor fails to perform its obligations under this Agreement specifically set forth below, the County may impose the following liquidated damages upon the Contractor in addition to any other available remedies the County may have. A. CONTRACTOR RELIABILITY 1. For each failure to collect Solid Waste, Recyclable Material or Organic Waste that have been properly set-out for collection, from an existing Customer on the scheduled collection day, if the missed pick-up is not cured by close of the next work day. $25.00 / day (if not cured within 24 hours) 2. For each failure to collect Solid Waste, Recyclable Material, or Organic Waste that have been properly set out for collection, from the same existing Customer on two (2) consecutive scheduled pick- ups. $50.00 / day (if not cured within 24 hours) 3. For each failure to properly conduct on-call curbside clean-up or bulky item pick-ups as provided in this Agreement. $50.00 / occurrence (if not cured within 24 hours) 4. For each failure to commence service to a new Customer within seven (7) calendar days after order received and account number established. $50.00 / day (if not cured within 24 hours) 5. For each failure to deliver a replacement container to a Customer or repair existing container within seven (7) calendar days of request. $25.00 / occurrence (if not cured within 24 hours) 6. For each failure to deliver a different container size to a customer within seven (7) business days of request. $25.00 / occurrence (if Exhibit E Page 2 of 4 Richmond Sanitary Service May 2025 not cured within 24 hours) 7. For each failure to notify County of a change in post-collection facility used to manage Organic Waste for County approval as required by SB 1383 regulations. $50.00 / day 8. Subject to Force Majeure, for each incident where two different waste streams (Solid Waste, Recyclable Material, and Organic Waste) are collected in the same non-split body vehicle. $500.00 / incident 9. Failure to provide Recyclable Material and Organic Waste collection services to each and every Customer that is not meeting the following circumstances: 1) Customer has a County-approved waiver from recycling and/or organics recycling service, or 2) Contractor documents Customer is sharing recycling and/or organic recycling services with another Customer. $100 / customer per day (if not cured within 48 hours) 10. Failure to conduct route audits as required by this Agreement and SB 1383. $100 / missed route 11. Failure to pick up abandoned waste (illegally dumped) within twenty-four (24) hours upon request from the County. $250 / day per incident (if not cured within 24 hours) 12. Failure to provide roll-off containers for a Community Clean-Up event. $300 / missing container B. QUALITY 1. For each failure to immediately clean-up material spilled from contractor’s vehicles, Solid Waste, recycling or organics containers. $25.00 / day (if not cured within 24 hours) 2. For each occurrence of collecting Solid Waste, recyclable or organic materials, during unauthorized hours of operation. $50.00 / occurrence 3. For each failure to repair any Solid Waste, recycling or organics collection vehicle in accordance with Section 9 within 24 hours of receiving notification from the County representative. $50.00 / day per vehicle (if not cured within 24 hours) 4. For each failure to obtain approval from the County for changes in collection operations (i.e., frequency, place of pick-up or any other manner of collection, etc.). $250.00 / day 5. For each failure of not tagging containers that are left uncollected. $50.00 / day (if not cured within 24 hours) 6. Vehicle fluid leak incidents from Contractor Collection vehicles where clean up is not commenced within 90 minutes of notification from County representative. $100 / incident C. CUSTOMER RESPONSIVENESS 1. For each documented failure to return Customer calls received during non-business hours no later than 5:00pm of the following business day. $50.00 / occurrence 2. Failure to respond to each complaint within three (3) business days of receipt of complaint. $200 / incident per customer (if not cured within 72 hours) Exhibit E Page 3 of 4 Richmond Sanitary Service May 2025 3. Failure to maintain call center hours as required by Section 12 Customer Service Standards. $250 / day D. PUBLIC EDUCATION 1. Failure to obtain County approval prior to sending out quarterly residential or commercial newsletters. $150.00 / occurrence 2. Failure to send out quarterly residential or commercial newsletters. $250.00 / occurrence 3. Failure to send or deliver to customers the information concerning the conditions of service at least once a year as required by Section 12 of the Agreement. $250.00 / occurrence E. REPORTING REQUIREMENTS & TIMELY SUBMISSIONS 1. Failure to submit to County any required reports in the timeframes required under the provisions of this Agreement. Any report or other required submission shall be considered late until a correct and complete report is received by the County. $50.00 / day (if not cured within 24 hours) 2. For each occurrence of County requesting information required to be maintained by contractor where contractor fails to provide such information to the County within seven (7) days. $50.00 / day (if not cured 24 hours) 3. Failure to submit to County monthly Franchise Fee payments by the twentieth day of the month following the end of each month for which Solid Waste Collection was provided. 1% of the total amount due if fees are 1-10 days late; and 10% of the total amount due if fees are more than 10 days late. F. FACILITY-RELATED SERVICES 1. Failure to provide adequate capacity to accept and process County franchise recyclable and organic recyclable materials in accordance with appliable laws. $100.00 / ton G. MISCELLANEOUS 1. Failure for collection containers to be compliant with Section 9 of this Agreement and/or SB 1383 labeling and color requirements. $100 / Collection container not compliant 2. Failure of Contractor to provide proof of corporate surety bond as required by Section 25 of this Agreement. $250 / day 3. Failure of Contractor to provide proof of insurance as required by Section 27 of this Agreement. $250 / day Above amounts will be adjusted by the County annually on January 1, to reflect changes in the San Francisco-Oakland-Hayward Consumer Price Index for All Urban Consumers for the August-August period. Prior to assessing Liquidated Damages, the County shall give Contractor notice of intent to do so. The notice shall include a brief description of the incident of non-performance and any information or documentation relating to the incident or non-performance. Exhibit E Page 4 of 4 Richmond Sanitary Service May 2025 RSS may, within ten (10) days after receiving the notice, request a meeting with the County Representative. At said meeting, Contractor may present evidence in writing and through testimony of its employees and other information relevant to the incident or non-performance. The Director, or designee, shall provide Contractor with a written explanation of his or her determination on each incident or non-performance prior to authorizing any assessment of Liquidated Damages. Within fourteen (14) days of receiving a final authorized assessment of Liquidated Damages from the County, Contractor shall remit to the County the damages specified in said assessment. G:\Conservation\Deidra\_Collection\Franchised Haulers\Richmond Sanitary Service\2025 New Agreement\Final\Exhibit E - Liquidated Damages_5-14-25.docx Exhibit F Page 1 of 2 Richmond Sanitary Service May 2025 EXHIBIT F GUARANTY Dated: May 2025 This Guaranty is made and entered into this 1st day of May 2025, by and between the County of Contra Costa (hereinafter “County”) and Republic Services, Inc., a Delaware corporation (“Guarantor”). WHEREAS, Richmond Sanitary Service, Inc., a California corporation (“Contractor”), a wholly owned subsidiary of Guarantor, desires to enter into a certain Franchise Agreement with the County (the “Agreement”) for the provision of solid waste handling service within specified areas in the unincorporated area of the County; WHEREAS, pursuant to Section 49 of the Agreement, the County has required that Contractor obtain certain assurances from Guarantor, as to all conditions and obligations of the Agreement to be fulfilled by Contractor; and WHEREAS, in order to induce the County to approve the Agreement with Contractor, Guarantor desires to provide the County with said assurances as to all conditions and obligations of the Agreement to be fulfilled by Contractor; NOW, THEREFORE, the County and Guarantor hereby agree as follows: 1. Guarantor hereby guarantees to the County the full performance by Contractor of all conditions and obligations in the Agreement which are to be fulfilled by Contractor, provided that the County has fulfilled all of its obligations under the Agreement, and in particular, without limiting the foregoing, that the County has provided Contractor with the requisite notice(s), and opportunities to cure as provided for in the Agreement. 2. The County agrees to give Guarantor notice by certified mail, return receipt requested, at: Republic Services, Inc. Attn: Vice President & Deputy General Counsel 18500 North Allied Way, 2nd Floor Phoenix, AZ 85054 each time that the County becomes aware of any fact or circumstance which may give rise to an obligation of Guarantor to perform pursuant to this Guaranty. 3. Notwithstanding any provision in this Guaranty to the contrary, the Guarantor may exercise or assert any and all legal or equitable rights, defenses, counter claims or affirmative defenses under the Agreement or Applicable Law which the Contractor could assert against any Party seeking to enforce the Agreement against Exhibit F Page 2 of 2 Richmond Sanitary Service May 2025 the Contractor, and nothing in this Guaranty shall constitute a waiver thereof by the Guarantor. 4. The County shall not sell, assign or otherwise transfer this Guaranty, or its rights or obligations thereunder, without the prior written consent of Guarantor, which consent shall not be unreasonably withheld if the assignment is to a municipal corporation. 5. This Guaranty constitutes the entire agreement between the Parties to this Guaranty with respect to the transactions contemplated by this Guaranty. Nothing in this Guaranty is intended to confer on any Person other than the Guarantor, the Authority and their permitted successors and Assigns under this Guaranty any rights or remedies under or by reason of this Guaranty. 6. This Guaranty may be executed in any number of counterparts, some of which may not bear the signatures of all Parties to this Guaranty. Each counterpart, when so executed and delivered, is deemed to be an original and all counterparts, taken together, shall constitute one and the same instrument; provided, however, that in pleading or proving this Guaranty, it shall not be necessary to produce more than one (1) copy (or sets of copies) bearing the signature of the Guarantor. IN WITNESS WHEREOF, this Guaranty has been executed on the date first above written. COUNTY OF CONTRA COSTA GUARANTOR By: ______________________ By: ____________________________ Its: ____________________________ By: ____________________________ Its: ____________________________ G:\Conservation\Deidra\_Collection\Franchised Haulers\Richmond Sanitary Service\2025 New Agreement\Final\Exhibit F - Guaranty_5-14-25.docx 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:225-1956 Name: Status:Type:Consent Item Passed File created:In control:5/5/2025 BOARD OF SUPERVISORS On agenda:Final action:5/20/2025 5/20/2025 Title:APPROVE and AUTHORIZE the Conservation and Development Director, and Public Works Director, or designees, to apply for and accept an amount not to exceed $50 million from the California Strategic Growth Council/Housing and Community Development Affordable Housing and Sustainable Communities Program to construct a portion of the Orbisonia Village Project in Bay Point and supporting transportation and transit infrastructure and programs, as recommended by the Transportation, Water, and Infrastructure Committee. (No required County match) Attachments: Action ByDate Action ResultVer.Tally approvedBOARD OF SUPERVISORS5/20/2025 2 Pass To:Board of Supervisors From:Transportation, Water and Infrastructure Committee Report Title:CA Strategic Growth Council/Housing & Community Development Affordable Housing and Sustainable Communities Program ☐Recommendation of the County Administrator ☒ Recommendation of Board Committee RECOMMENDATIONS: APPROVE and AUTHORIZE the Conservation and Development Director, and Public Works Director, or designees, to apply for and accept an amount not to exceed $50 million from the California Strategic Growth Council/Housing and Community Development Affordable Housing and Sustainable Communities Program to construct a portion of the Orbisonia Village Project in Bay Point and supporting transportation and transit infrastructure and programs, as recommended by the Transportation, Water, and Infrastructure Committee. (No required County match) FISCAL IMPACT: None to the General Fund. The proposed grant has no required match. Staff time to develop the application will be covered by existing staff and budget. BACKGROUND: On March 25, 2025, the California Strategic Growth Council (SGC) and the California Department of Housing and Community Development issued a Notice of Funding Availability for Round 9 of the Affordable Housing and Sustainable Communities (AHSC) program. The ASHC program provides funding for affordable housing developments that support sustainable communities. A key component of the AHSC program is including projects that achieve greenhouse gas emissions reductions to benefit communities throughout California, particularly through increasing accessibility to affordable housing and to vital community amenities and resources via low-carbon transportation, resulting in fewer vehicle miles traveled through shortened or reduced CONTRA COSTA COUNTY Printed on 8/8/2025Page 1 of 3 powered by Legistar™ File #:25-1956,Version:2 trip length or mode shift from single occupancy vehicle use to riding transit, bicycling, or walking. The deadline to apply is May 28, 2025. Department of Conservation and Development staff will be submitting an application to the AHSC program to construct a portion of the Orbisonia Village Project (Project), a proposed transit-oriented development adjacent to the Pittsburg-Bay Point BART Station that will include 100% affordable housing units. The County’s “Housing Successor”, a remnant of the former Redevelopment Agency, owns the property. The Housing Successor has a Disposition and Development Agreement dated May 24, 2022, with Pacific West Communities, a private housing developer to partner in the development of the project. Pacific West Communities and Tri-Delta Transit will be co-applicants. The Project is comprised of the following uses: ·380 affordable housing units, ·10,900 square feet of square feet of retail/commercial space, and ·new Bay Point Library. The County’s proposal to the AHSC program is to fund the following components of the Project and supporting infrastructure and programs: ·up to 169 affordable housing units, ·new Bay Point Library, ·bicycle and pedestrian infrastructure improvements on Bailey Road and other local streets in Bay Point, ·improved operations for Tri Delta Transit Route 380, which runs adjacent to the proposed development, ·new Tri Delta Transit bus shelters, ·transit passes for residents, and ·implementation of workforce development and anti-displacement programs for residents. The County is requesting $50 million from the AHSC program to fund the project. No local match is required. On April 30th, the Transportation, Water, and Infrastructure Committee approved submitting the proposal to the Board of Supervisors. CONSEQUENCE OF NEGATIVE ACTION: County staff will not submit a grant application to the CA Strategic Growth Council/Housing and Community Development Affordable Housing and Sustainable Communities Program. CONTRA COSTA COUNTY Printed on 8/8/2025Page 2 of 3 powered by Legistar™ File #:25-1956,Version:2 CONTRA COSTA COUNTY Printed on 8/8/2025Page 3 of 3 powered by Legistar™ 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:125-1957 Name: Status:Type:Discussion Item Passed File created:In control:5/2/2025 BOARD OF SUPERVISORS On agenda:Final action:5/20/2025 5/20/2025 Title:APPROVE the recommended 12.78% solid waste collection rate increase, effective June 20, 2025, for residential and commercial customers served by Crockett Sanitary Service, Inc. under the County's Franchise Agreement, as recommended by the Director of Conservation and Development. (100% Franchise Fees) Attachments:1. Exhibit A - Crockett Rate Review Report Action ByDate Action ResultVer.Tally approvedBOARD OF SUPERVISORS5/20/2025 1 Pass To:Board of Supervisors From:John Kopchik, Director, Conservation and Development Report Title:Solid Waste Collection Rates in the Crockett, Tormey & Port Costa Areas served by Crockett Sanitary Service, Inc. under the County's Franchise Agreement ☒Recommendation of the County Administrator ☐ Recommendation of Board Committee RECOMMENDATIONS: 1.ACCEPT report from Crowe LLP dated April 29, 2025, regarding their review of the Base Year Rate Application submitted by Republic (Exhibit A). 2.APPROVE an increase in the maximum solid waste collection rates in the amount of 12.78% for residential and commercial solid waste collection rates in the area served by Crockett Sanitary Service, Inc. under the County’s Franchise Agreement, effective June 20, 2025. FISCAL IMPACT: No impact to the County General Fund. The costs for County staff time spent administering the Franchise Agreement and any related consulting services are covered by solid waste/recycling collection franchise fees. BACKGROUND: The County establishes and regulates Collection Rates that Crockett Sanitary Service, Inc. (CSS) can charge for residential and commercial collection services provided in the Crockett/Port Costa Franchise Area. These Rates are established in accordance with the adopted rate setting methodology (Rate Manual) approved by the County in 1998 for use in setting rates for the County's Franchise Agreement with Allied Waste (also owned by Republic Services). The Rate Manual establishes a process with the following components: CONTRA COSTA COUNTY Printed on 8/8/2025Page 1 of 3 powered by Legistar™ File #:25-1957,Version:1 ·Every four years (Base Years): Rate reviews are conducted which rely upon data submitted in detailed rate applications and accompanying audited financial statements; and ·Intervening years between Base Years (Interim Years): The Franchisee may request no change, or a change based on one of the following options. One, a rate change which does not exceed the annual change in Consumer Price Index (CPI) where no Board of Supervisors (Board) approval required. The hauler is not required to submit audited financial data with the interim year rate application. Therefore, the Interim Year Rate Review is less rigorous than that carried out in a Base Year. The other option is for extraordinary circumstances where the hauler experiences significant changes in costs or revenues not under its control, in which case, a rate application and appropriate documentation can be submitted for staff review and Board approval. The Rate Manual provides for recovery of the reasonable costs that CSS will incur in performing services under the Franchise Agreement plus allowable profit. History of Solid Waste Collection Rate Adjustments Since Last Rate Change There have been various rate adjustments in the Crockett Franchise Area since 1998 when the County adopted a Rate Manual. Below is a summary of rate review and subsequent allowable rate adjustments since 2021: ·2021: Base Year Rate Change: Increase of 9.05% ·2022: CPI increase of 3.7% ·2023: CPI increase of 5.7% ·2024: CPI increase of 3.4% 2025 Base Year Rate Review: On March 25, 2025, CSS submitted a Base Year Rate Application requesting to increase solid waste collection rates by 13.62%. To determine a Base Year Rate change for 2025, the County requested technical assistance from Crowe to review the CSS Base Year Rate Application consistent with the County’s Rate Manual. The results of Crowe’s review are summarized in its report dated April 29, 2025, which is attached as Exhibit A. The Base Year Rate setting process requires that a detailed rate change application be submitted along with supplemental financial and operational information. Using the detailed financial data provided, Crowe reviewed the following major cost categories to determine the appropriate rate adjustment. ·Direct Labor Costs ·Tipping Fees ·Corporate and Local General and Administrative Costs ·Household Hazardous Waste Program Costs ·Trucking and Equipment ·Allowable Profit ·County’s Franchise Fees 2025 Base Year Rate Application: The rate increase of 13.62% requested in the Base Year Rate Application is based on projected costs for existing services, including continued collection of recyclables and organic waste on a weekly basis. Crowe reviewed the Rate Application submitted by CSS for consistency with the Rate CONTRA COSTA COUNTY Printed on 8/8/2025Page 2 of 3 powered by Legistar™ File #:25-1957,Version:1 Manual, County policies, and waste management industry practices. Crowe’s analysis made a comparison on year-to-year changes in revenue and costs for reasonableness and solicited explanations from CSS for material changes. This included the examination of actual data from prior years of 2022-2024, and projected data for 2025. Crowe’s review of the Rate Application led to recommending minor reductions to various cost categories, such as Direct Labor, Tipping Fees, and Consumer Price Index changes, that resulted in a $7,947 net decrease in annual projected costs identified in the CSS Rate Application. This equates to a .84% cost reduction (relative to the CSS Application) for the 2025 Base Year, resulting in a recommended rate increase of 12.78%. Details regarding this recommendation for all cart sizes are shown in Table 1 below. There are multiple factors contributing to the changes in the projected costs and revenue which drive the recommended rate adjustment. Some of these are routine factors associated with existing services (e.g., CPI adjustments to various categories of operational costs, including trucking and equipment). However, most of the recommended rate increases are associated with increased labor costs, insurance costs and equipment rental costs. TABLE 1 Container Size Existing Monthly Rate New Monthly Rate (June 2025) Monthly Rate Increase Backyard (customer provided can) 20 Gallon $36.82 $41.52 $4.70 35 Gallon $44.78 $50.50 $5.72 45 Gallon $58.88 $66.40 $7.52 Curbside (company provided cart, unless otherwise noted) 20 Gallon $36.82 $41.52 $4.70 35 Gallon $43.65 $49.23 $5.58 45 Gallon (customer pvoided can) $57.65 $65.02 $7.37 65 Gallon $76.53 $86.31 $9.78 95 Gallon $92.98 $104.86 $11.88 Rate Comparison: While the proposed rate changes are significant, the increased rates are still relatively low compared to neighboring jurisdictions. As shown in Exhibit A, current Crockett area residential rates are 4.29 to 14.34 percent below average rates, depending on container size. CONSEQUENCE OF NEGATIVE ACTION: If the recommendations are not approved by the Board of Supervisors, the maximum residential Collection Rates would remain unchanged. According to the terms of the County’s Franchise Agreement, CSS is entitled to annual rate adjustments. The County is obligated to set rates in a manner consistent with the Rate Setting Methodology Manual pursuant to the terms of the Franchise Agreement with Crockett Sanitary Service. The Rate Setting Methodology Manual provides the basis for determining what rate adjustments are warranted to generate adequate ratepayer revenue to cover CSS’ reasonable costs and allowable profit. CONTRA COSTA COUNTY Printed on 8/8/2025Page 3 of 3 powered by Legistar™ Crowe LLP 94105-5829 415.576.1100 415.576.1110 April 29, 2025 Ms. Deidra Dingman Conservation Programs Manager Contra Costa County Department of Conservation & Development 30 Muir Road Martinez, CA 94553 Subject: Analysis of Republic Services, Inc. 2025 Base Year Rate Application Dear Ms. Dingman: This report represents results of Crowe LLP’s (Crowe) assessment of the 2025 base year rate application (Application) submitted by Crockett Garbage Service, Inc., a Republic Services company (CGS or Republic) to Contra Costa County (County). CGS has provided residential, commercial, and industrial refuse collection services to the unincorporated County areas of Crockett, Port Costa, and Tormey (together referred to as the Crockett area) since becoming the assignee of the County Franchise Agreement in 1996.1 This letter report is organized into eight (8) sections as follows: A. Purpose of Analysis B. Summary C. Project Background D. Scope of Rate Review E. History of Crockett Area Rates F. 2025 Base Year Rate Application G. Review of 2025 Base Year Rate Application H. Comparison of Rates to Neighboring Jurisdictions. There are three (3) attachments to this report, as follows: A. Rate Application B. Adjusted Base Year Rate Model C. Comparative Rate Survey. A. Purpose of Analysis The purpose of the 2025 Base Year Rate Analysis of Republic Services, Inc. (Analysis) is to assist the County (Specified Party) with establishing solid waste collection rates charged by CGS. For purpose of this Analysis, and based on direction from the County, we used the County’s Rate Setting Process and Methodology Manual for Solid Waste Charges as Applied to Richmond Sanitary Service – a division of Republic Services, Inc. dated October 2014 (Rate Manual). To complete our review, we principally followed Steps 2, 3, 4, 5, and 6 in Section II D. of the County’s Rate Manual. In the course of preparing this Analysis, we have not conducted an audit, review, or compilation of any financial or supplemental data used in the accompanying Analysis. We have made certain projections of revenues and expenses which may vary from actual results because events and circumstances 1 Republic Services, Inc. purchased Richmond Sanitary Service and its subsidiaries, including CGS, in May 2001. Ms. Deidra Dingman Page 2 April 29, 2025 frequently do not occur as expected and such variances may be material. We have no responsibility to update this Analysis for events or circumstances occurring after the date above. Our procedures and work product are intended for the benefit and use of the Specified Party. This engagement was not planned or conducted in contemplation of reliance by any other party or with respect to any specific transaction and is not intended to benefit or influence any other party. Therefore, items of possible interest to a third party may not be specifically addressed or matters may exist that could be assessed differently by a third party. This Analysis is substantially different from an audit, examination, or review in accordance with Generally Accepted Auditing Standards, the objective of which is to express an opinion regarding CGS financial statements. Accordingly, we do not express such an opinion. Crowe’s services and work product were performed in accordance with the Standards for Consulting Services established by the American Institute of Certified Public Accountants (“AICPA”) and do not constitute an audit, examination, or review in accordance with standards established by the AICPA. In the preparation of this Analysis, Crowe relied upon the information provided to Crowe without verification or investigation. The information in this Analysis is based on estimates, assumptions and other data developed by Crowe from information provided by CGS, knowledge of and participation in other studies, data supplied by the County, and other sources deemed to be reliable. Crowe worked at the direction of the County in providing our services and preparing this Analysis. The County determined and approved the scope included within Crowe’s work. The County will review this report and will determine to accept this Analysis and how to implement the results of Crowe’s services. The consulting services did not contemplate obtaining the understanding of CGS internal controls or assessing control risks, tests of accounting records and responses to inquiries by obtaining corroborating evidential matter, and certain other procedures ordinarily performed during an audit, examination, or review. Thus, this engagement was not intended to provide assurance that we would become aware of significant matters that would be disclosed in an audit, examination, or review. The County agreed to be responsible to make all management decisions and perform all management functions; designate an individual who possesses suitable skill, knowledge, and/or experience, preferably within senior management to oversee these services; evaluated the adequacy and results of the services performed; and accepted responsibility for the results of the services. Crowe’s fees are not dependent upon the outcome of this report and Crowe is independent with respect to any other economic interests. B. Summary In its Application, Republic requested a rate increase of 13.62 percent for 2025. Based on our analysis, Crowe calculated a rate increase of 12.78 percent. Actual rate increases for residential and commercial customers are shown in Tables 1 and 2 respectively. Residential rates would increase by between $4.70 and $11.88 per customer, per month, depending on the residential service level as shown in Table 1. Commercial rates would increase by between $25.39 and $34.12 per customer, per month, for selected bin sizes as shown in Table 2. Ms. Deidra Dingman Page 3 April 29, 2025 Table 1 Crockett Garbage Service 2025 Residential Rates, by Service Level (Per Customer, Per Month) Table 2 Crockett Garbage Service 2025 Commercial Rates, by Selected Service Level (Per Customer, Per Month) Service Level 2024 Rate 2025 Rate Rate Change 1 yd. 1x per week $198.75 $224.14 $25.39 2 yd. 1x per week $267.00 $301.12 $34.12 C. Project Background CGS has an exclusive franchise with the County to collect and remove, for disposal and recycling, residential, commercial, and light industrial solid waste, recycling, and organics. The franchise agreement between the County and CGS specifies that CGS is allowed to submit an application for a rate change in a format required by the County. The County directed us to use the Rate Manual for CGS-served area rate setting. The Rate Manual reflects the County’s desire to use the operating ratio method for establishing allowable profit levels in base years. The Allied Manual identifies guidelines for allowable, pass-through, and nonallowable costs. Every four years, during base years, the hauler submits a Base Year Rate Change Application. The Application is reviewed to determine whether a rate change is necessary. Interim years occur during each year between base years, and are triggered if the hauler submits an Interim Year Rate Change Application. Interim years follow a more streamlined index-based process. As specified in the Manual, base year reviews involve a detailed and rigorous review of revenues and costs, including actual costs, estimated costs (based on year-to-date results), and projection year costs (entirely projected based on assumptions about cost escalations). During base year reviews, County rates are established to cover a revenue requirement (which includes allowable costs, a specific regulated profit level, and pass-through costs). Service Level Customer Count 2024 Rate 2025 Rate Rate Change Backyard (customer provided can) 20 Gallon 60 $36.82 $41.52 $4.70 35 Gallon 84 $44.78 $50.50 $5.72 45 Gallon 1 $58.88 $66.40 $7.52 Curbside (company provided cart, unless noted) 20 Gallon 131 $36.82 $41.52 $4.70 35 Gallon 751 $43.65 $49.23 $5.58 45 Gallon (customer provided can) 3 $57.65 $65.02 $7.37 64 Gallon 171 $76.53 $86.31 $9.78 96 Gallon 12 $92.98 $104.86 $11.88 Ms. Deidra Dingman Page 4 April 29, 2025 The County and CGS have no formal, or conceptual, balancing account whereby projected revenues and costs are subsequently “balanced” with actual revenues and costs. Once base year results are approved by the Board of Supervisors, the County does not examine actual CGS financial results until the next base year, or four years later. The County uses the Operating Ratio2 (OR) method to project the profit level allowed to CGS in a base year. To set the base year OR, the County reviews trends in prior, current, and projected revenues, costs, and profits. The actual OR received by CGS in a base year, and in subsequent interim years, is not trued up to actual results. D. Scope of Rate Review The scope of work for this project is based on requirements of the Rate Manual’s base year rate setting process. Crowe completed the following activities in our review: • Verified the application package was complete • Assessed whether data presented in the application were mathematically correct and consistent • Compared actual 2022, 2023, and 2024 financial results with year-to-year changes in inflation levels for that time period • Analyzed significant historical fluctuations in major cost categories • Examined relationships between financial and operating information • Determined the projected 2025 operating ratio • Conducted a survey of rates in similar service areas • Assessed franchise fee payments made by CGS to the County. Crowe submitted two data requests to CGS. We received CGS responses from CGS management on April 21, 2025 and April 28, 2025. E. History of Crockett Area Rates Since the Manual’s adoption, the County has conducted rate reviews of CGS which resulted in the following rate changes: • 2002 2.10 percent • 2003 2.20 percent (interim year) • 2006 6.74 percent (base year) • 2007 3.75 percent (interim year) • 2008 2.31 percent (interim year) • 2009 3.49 percent (interim year) • 2010-16 0.0 percent (base, interim years) • 2017 14.28 percent (base year) • 2018 8.50 percent (interim year) • 2019 4.30 percent (interim year) • 2020 2.70 percent (interim year) 2 The operating ratio is a profit term defined as a company's operating expenses as a percentage of revenue. Ms. Deidra Dingman Page 5 April 29, 2025 • 2021 9.05 percent (base year) • 2022 3.70 percent (interim year) • 2023 5.70 percent (interim year) • 2024 3.40 percent (interim year). F. 2021 Base Year Rate Application On March 25, 2025, Republic submitted its base year rate application to the County for rate year 2025 (hereafter referred to as the Application). We enclose a copy of this Application as Attachment A. The County requires the franchise hauler to submit a base year rate application once every four (4) years. In accordance with the Manual, rate year 2025 is a base year. For the next three years, 2026 through 2028, rates would be set using the simplified interim year process (i.e., rate changes tied to the change in CPI). CGS’s Application to the County projected a rate increase was needed to cover a combined $133,476 estimated net shortfall, including franchise fees, for 2025. CGS requested an increase of 13.62 percent to cover this shortfall. We relied on un-audited, internally prepared financial information, and operational data for our Analysis. CGS provided actual data for rate year 2024. Republic also provided internally prepared financial information and operational data for rate year 2025 (projected), and additional information and data requested by Crowe. G. Review of 2025 Base Year Rate Application This section details findings from Crowe’s review of CGS’s 2025 Application. Crowe identified the impact of each finding in terms of a dollar value increase or a decrease in the “revenue requirement” identified in the Application. The revenue requirement is the amount of revenue that Republic needs to collect, through rates charged to customers, to cover costs of providing the service plus a reasonable financial return. Increasing the revenue requirement results in an increase in rates, and decreasing the revenue requirement results in a decrease in rates. Crowe reviewed the Application for consistency with the rate setting methodology, County policies, and waste management industry practices. In our review of Republic financial results, we compared year-to- year changes in revenues and costs for reasonableness and solicited explanations from Republic for material changes. Our adjusted rate model is provided in Attachment B. Most Crockett area costs are consolidated with costs from other divisions of Richmond Sanitary Service, Inc. and the consolidated financial statements are subject to routine audits.3 CGS provided consolidated costs for 2024. CGS also provided its cost allocation method, and calculations used to determine Crockett area costs. CGS used a route hour method to allocate costs from the consolidated level to Crockett areas. CGS’ cost allocation calculations were based on factors including drive bys per hour and lifts per hour. CGS then determined the percent of total hours spent serving Crockett areas, and allocated consolidated costs to Crockett areas based on this route-hour percentage. We found this cost allocation method acceptable and consistent with industry norms. Republic Services allocated 1.85 percent of consolidated costs to Crockett. 3 The cost of preparing audited financial statements solely for CGS would be a significant allowable expense for rate setting purposes, which would potentially warrant a substantive rate increase due to the limited customer base available in the franchise area from which to spread this cost. Ms. Deidra Dingman Page 6 April 29, 2025 We reviewed CGS’s historical revenues and costs to understand the basis for the rate increase identified by CGS in its Application. We determined that the need for a rate increase, for this year, resulted from three (3) primary components: • Significant increases in labor costs – These costs are associated with annual required increases in union labor wage rates and benefits specified in Teamsters Local 315 union agreements. • Increases in insurance costs – Total insurance costs more than doubled over the 2019 to 2024 period. • Increasing equipment rental costs – With the increasing costs of new trucks and equipment, parts/supplies, and fuel, these costs also more than doubled over the 2019 to 2024 period. Table 3 on the next page summarizes ten (10) adjustments from our review of CGS’s 2021 Base Year Application. Our adjustments reduce the effective revenue requirement by $7,947. With these adjustments, CGS will operate at a shortfall of $125,254. One of the adjustments (-$10,695) was for profit allowed on tipping fees. We set tipping fees with profit at $45.00 per ton and treated amounts over $45.00 per ton as a pass-through expense, consistent with treatment in the last three Crockett area base year rate reviews. Several adjustments were to use a cost escalation rate equal to the most recent change in the SF Bay Area CPI (August 2023 to August 2024) which equaled 2.6 percent. Another adjustment (-$1,616) was for allowable operating profit. Because CGS is projected to earn an actual operating ratio outside the 88 to 92 percent operating ratio range specified in the Rate Manual, we reset the allowable Base Year operating ratio to the 90 percent target operating ratio.4 We also verified that the general and administrative expenses fell within a reasonable level (10.8%) when viewed as a percent of the total revenue requirement for the company. H. Comparison of Rates to Neighboring Jurisdictions Current 2024 Crockett area rates were compared with survey data from ten other jurisdictions. Results of the survey are summarized in Attachment C. Tables C-1 and C-2 show how selected proposed 2025 Crockett area rates compare to the average of the jurisdictions surveyed. In Table C-1, we compare proposed residential 20-, 32-, 64-, and 96-gallon CGS rates (inclusive of a 12.78% increase) with averages of the comparable neighboring jurisdictions. CGS proposed residential rates were between 4.3 and 14.3 percent below comparative residential rates. Commercial rates for the 2 yard bin service (1 time and 2 times per week collection), with the proposed rate increase, were well below comparative averages. 4 The operating ratio (OR) is defined as total allowable costs divided by the sum of total allowable costs plus total allowable operating profits. Ms. Deidra Dingman Page 7 April 29, 2025 Table 3 Rate Adjustment Summary * * * * We appreciate the contribution of County management and your input and direction on this project. We also thank CGS management and staff for its timely responses to our data requests. If you have any questions regarding this report, please call Erik Nylund at (415) 230-4963, or email erik.nylund@crowe.com. Crowe LLP Adjustment Description Amount of Adjustment 1. Use of 3.5% direct labor escalation rate (based on a combination of labor agreement escalations for hourly rates and benefits) ($1,902) 2. Use of $45 per ton as allowable tipping fee amount based on historical Crockett treatment and use of 2.6% as escalation rate based on recent Aug to Aug change in the CPI ($10,695) 3. Use of 2.6% escalation rate based on recent Aug to Aug change in the CPI for corporate and local general and administrative costs ($964) 4. Use of 2.6% escalation rate based on recent Aug to Aug change in the CPI for trucking and equipment costs (with profit) ($16) 5. Use of 2.6% escalation rate based on recent Aug to Aug change in the CPI for services provided to County ($970) 6. Adjustment to allowable operating profit based on adjustments noted in Items 1-5 above ($1,616) 7. Shift of excess amount of tipping fee above $45 per ton from allowable tipping fee amount to pass through amount (based on historical Crockett treatment) and use of 2.6% as escalation rate based on recent Aug to Aug change in the CPI $7,552 8. Increase in trucking and equipment (equipment rental) to reflect recent higher price per gallon paid for fuel (after application submittal) $1,627 9. Adjustment to franchise fees based on items 1-8 above ($251) 10. Escalate the net recycled material sales revenue by the Aug to Aug CPI ($712) Total reduction to revenue requirement ($7,947) Ms. Deidra Dingman Page 8 April 29, 2025 Attachment A: Rate Application Ms. Deidra Dingman Page 9 April 29, 2025 Attachment A includes the 2025 Base Year Rate Change Application (Application) submitted by CGS to the County on March 25, 2025. In the Application, CGS proposed to increase collection rates by 13.62 percent for 2025. The Application included the following forms: • Financial information • Cost Summary for 2024 • Revenues Summary • Single Family Residential Revenues Summary • Operating Information • Rate Change Requested. Information provided in the Application was for the following five (5) years: • Actual prior years, 2021, 2022, 2023 • Current year estimated, 2024 • Base year projected, 2025. Ms. Deidra Dingman Page 10 April 29, 2025 Ms. Deidra Dingman Page 11 April 29, 2025 Ms. Deidra Dingman Page 12 April 29, 2025 Ms. Deidra Dingman Page 13 April 29, 2025 Ms. Deidra Dingman Page 14 April 29, 2025 Ms. Deidra Dingman Page 15 April 29, 2025 Ms. Deidra Dingman Page 16 April 29, 2025 Ms. Deidra Dingman Page 17 April 29, 2025 Attachment B: Adjusted Rate Model Ms. Deidra Dingman Page 18 April 29, 2025 Exhibit B-1, on the next page, of this appendix provides the adjusted base year rate model based on Crowe adjustments. The model reflects the following general adjustments: Revenues • Minor $251 increase to net recycled materials sales revenue Allowable Costs/Profits • Minor $1,902 reduction to direct labor • Moderate $10,695 reduction to tipping fee costs (with profit), including a reduction from the $50 per ton allowed with profit to $45 per ton allowed with profit and use of an escalation factor of 2.6% compared to 3% • Minor $964 reduction to corporate and local general and administrative costs • Minor $16 reduction to depreciation and other operating costs • Minor $970 reduction to truck and equipment costs • Minor $1,616 reduction to allowable operating profit • Moderate $7,552 increase to tipping fee costs (a pass-through expense) • Minor $1,627 increase to trucking and equipment (equipment rental) • Minor $251 reduction to franchise fees (a pass-through expense). Ms. Deidra Dingman Page 19 April 29, 2025 Projected Crowe Adjusted Base Year Adjustments Base Year Year 5 Year 5 2025 2025 1.Direct Labor 395,391 (1,902) 393,489 2.Tipping Fees (Profit Allowed up to $45 per ton)95,615 (10,695) 84,920 3.Corporate and Local General and Administrative Costs 114,596 (964) 113,632 4.Depreciation and Other Operating Costs 1,978 (16) 1,962 5.Services Provided to County - - 6.Trucking and Equipment 73,635 (970) 72,665 7.Total Allowable Costs (Lines 1+2+3+4+5+6)681,215 (14,547) 666,668 8.Operating Ratio 90.0%90.0% 9.Allowable Operating Profit [(Line 7 / Line 8) - Line 7]75,691 (1,616) 74,074 10.County Administrative Fee - - - 11.Tipping Fees (Pass Through above $45 per ton)116,581 7,552 124,133 12.Trucking and Equipment (Equipment Rental)112,017 1,627 113,644 13.Total Pass Through costs (without Franchise Fees) (Lines 10+11)228,598 9,179 237,777 14.Total Allowable Costs (Line 7) plus Allowable Operating Profit (Line 9) plus Total Pass Through Costs (without Franchise Fees) (Line 13)985,504 6,984 978,520 15.Less Credit for Enhanced Services per Post-Collection Agreement - 16.Adjusted Revenue Requirement (withouth Franchise Fees) (line 14-15)985,504 (6,984) 978,520 17.Residential Revenue 877,047 - 877,047 18. Less Allowance for Uncollectible Residential Accounts (6,139) - (6,139) 19.Total Residential Revenue (without Rate Change in Base Year)870,908 - 870,908 20.Commercial and Light Industrial Revenue 110,142 - 110,142 21. Less Allowance for Uncollectible Commercial and Light Industrial Accounts (771) - (771) 22.Total Commercial/Light Industrial Revenue (without Rate Change in Base Year)109,371 - 109,371 23.Recycled Material Sales (54,073) 712 (53,361) 24.Total Revenue (Lines 19+22+23)926,206 712 926,918 25.Net Shortfall (Surplus) without Franchise Fees (Line 16 - Line 24)59,298 (7,696) 51,602 26.Residential/Commercial/Light Industrial Franchise Fees (see calculation below)74,178 (251) 73,652 27.Net Shortfall (Surplus) with Franchise Fees (Line 25 + 26)133,476 (8,222) 125,254 28.Contribution From/(To) Rate Stabilization Fund - - - 29.Adjusted Net Shortfall (Surplus) with Franchise Fees (Lines 27+28)133,476 (8,222) 125,254 30.Total Residential/Commercial/Light Industrial Revenue Prior to Rate Change (Lines 19 + 22)980,279 - 980,279 31.Percent Change in Existing Residential/Commercial/Light Industrial Rates (Line 29 / Line 30)13.62%-0.84%12.78% Equation 1) Line 13 X .10 = X 32.Total Allowable Costs 681,215 (14,547) 666,668 Equation 2) Line 13 + X 33.Allowable Operating Profits 75,691 (1,616) 74,074 X = (Line 13 x 0.07) / 0.93 74,178 34.Total Pass Through Costs 302,776 8,928 311,429 35.2025 Revenue Requirement 1,059,682 (7,235) 1,052,172 Section IV - Revenue Requirement without Franchise Fees Section 1 - Allowable Costs Section II - Allowable Operating Profit Section III - Pass Through Costs without Franchise Fees Section V - Revenue without Rate Change in Base Year Section VI - Net Shortfall (Surplus) Section VII - Percent Change in Rates Franchise Fee Calculation Summary Revenue Requirement Ms. Deidra Dingman Page 20 April 29, 2025 Attachment C: Comparative Rate Survey Ms. Deidra Dingman Page 21 April 29, 2025 Tables C-1 and C-2 on the following page includes results of a survey of comparative residential and commercial rates. We provide comparisons between CGS rates and the following eleven (11) similar jurisdictions: •• •• •• •• • • Oakland • Uninc. West It is important to provide context and caveats for making comparisons of rates to other jurisdictions. For example, other jurisdiction’s rates may be higher or lower based on factors such as different: • Levels of refuse collection service • Historical rate setting practices • Franchise terms and conditions (e.g., term) • Cost structures • Cross-subsidies • Equipment/vehicle procurement and maintenance practices • Franchise fee levels • Levels of jurisdictional “free” services • Rate structures. Ms. Deidra Dingman Page 22 April 29, 2025 Table C-1 Crockett Garbage Service Inc. Comparison of Residential Rates with Neighboring Jurisdictions (Per Customer, Per Month) Albany $57.08 $63.91 $110.46 $156.98 Berkeley $39.30 $55.66 $81.60 $100.47 El Cerrito $51.79 $68.21 $135.46 N/A Hercules $39.73 $47.25 $83.47 $120.88 Kensington $57.58 $61.58 - - Oakland $53.36 $60.57 $106.71 $160.27 Pinole $36.19 $43.87 $78.24 $113.84 Richmond $40.17 $49.19 $93.09 $138.33 Rodeo $41.15 $44.02 $53.27 $72.53 San Pablo $31.61 $39.29 $76.00 $113.94 Uninc. West County $35.21 $43.68 $83.52 $124.49 Mean $43.92 $52.48 $90.18 $122.41 Crockett Curbside (with rate increase) $41.52 $49.23 $86.31 $104.86 $ Difference from Mean $(2.40) $(3.25) $(3.87) $(17.55) % Difference from Mean -5.47% -6.18% -4.29% -14.34% Table C-2 Crockett Garbage Service Inc. Comparison of Commercial Rates with Neighboring Jurisdictions (Per Customer, Per Month) Jurisdiction 2 yd x 1 time/wk. 2 yd x 2 times/wk. Albany $509.24 $763.86 Berkeley $337.57 $675.24 El Cerrito $925.28 $1,802.57 Hercules $552.97 $1,012.35 Kensington $135.44 $270.88 Oakland $490.03 $980.01 Pinole $582.43 $973.25 Richmond $528.14 $969.62 Rodeo $272.75 $545.44 San Pablo $475.96 $874.94 Uninc. West County $464.67 $851.15 Mean $479.50 $883.57 Crockett (with rate increase) 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:125-1958 Name: Status:Type:Consent Item Passed File created:In control:5/8/2025 BOARD OF SUPERVISORS On agenda:Final action:5/20/2025 5/20/2025 Title:APPROVE and AUTHORIZE the Conservation and Development Director, or designee, to execute on behalf of the County and the Contra Costa County Water Agency, a contract amendment with Exponent, Inc., to extend the term from June 30, 2025 through June 30, 2026, and increase the payment limit by $50,000 to a new payment limit of $150,000; and a contract amendment with Solano County to increase Solano’s share of Exponent’s costs by $25,000 to a new reimbursement limit of $75,000, for continued water resources consulting connected with the State of California’s Delta Conveyance Project. (100% Water Agency funds) Attachments: Action ByDate Action ResultVer.Tally approvedBOARD OF SUPERVISORS5/20/2025 1 Pass To:Board of Supervisors From:John Kopchik, Director, Conservation and Development Report Title:Contract Amendment with Exponent for Services of Dr. Susan Paulsen, Water Resources Consultant ☒Recommendation of the County Administrator ☐ Recommendation of Board Committee RECOMMENDATIONS: APPROVE and AUTHORIZE the Conservation and Development Director, or designee, to execute on behalf of the County and the Contra Costa Water Agency, a contract amendment with Exponent, Inc., to extend the contract termination date, from June 30, 2025, to a new termination date of June 30, 2026, and increase the payment limit by $50,000 to a new payment limit of $150,000; and to execute an amendment to increase the reimbursement agreement with Solano County by $25,000, to a new reimbursement limit of $75,000, for continued water resources consulting connected with the State of California’s Delta Conveyance Project. FISCAL IMPACT: The $50,000 increase in cost will be funded by the Contra Costa County Water Agency. Pursuant to the amendment to the executed Reimbursement Agreement between Contra Costa and Solano Counties, Solano will reimburse one half of Exponent’s charges, up to $75,000. BACKGROUND: The State Water Resources Control Board (State Water Board) is in the process of holding a public hearing about the Delta Conveyance Project (DCP) to consider the water right change petitions filed by the Department of Water Resources (DWR) which propose to add two new points of diversion and rediversion to water right Permits held by the State Water Project (SWP). The County and Water Agency intend to utilize the existing contract with Exponent Inc. for the services of Susan Paulsen, Ph.D, PE, who has provided expert scientific review on the draft environmental impact report for the DCP in the State Water Board hearing. Dr. Paulsen CONTRA COSTA COUNTY Printed on 8/8/2025Page 1 of 2 powered by Legistar™ File #:25-1958,Version:1 prepared “Technical Comments on the Delta Conveyance Project and Associated Draft Environmental Impact Report, Exhibit C” that was submitted to the State prior to the public comment deadline. These comments were submitted on behalf of Contra Costa County, the Water Agency, and Solano County. Contra Costa and Solano have shared interests, and they share in the cost of Dr. Paulsen’s work under a separate reimbursement agreement. Under that reimbursement agreement, Contra Costa is responsible for administering this contract. If the contract is not extended, both counties will be left without expertise in these areas at a critical time when the water rights hearing before the State Water Board is in process. Staff recommends the County and Water Agency continue to utilize Dr. Paulsen’s extensive knowledge of California water supply issues, including expertise in hydraulics, water quality, and water quality modeling specific to the Sacramento-San Joaquin Delta for this next phase of public review on the DCP as it will serve the County’s interests in protecting water quality in the west Delta. CONSEQUENCE OF NEGATIVE ACTION: Failure to approve the contract amendments would leave the County and Water Agency (and Solano County) without critical expertise in water resources during the next phase of review of the Delta Conveyance Project. CONTRA COSTA COUNTY Printed on 8/8/2025Page 2 of 2 powered by Legistar™ 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:1RES 2025- 167 Name: Status:Type:Consent Resolution Passed File created:In control:4/28/2025 BOARD OF SUPERVISORS On agenda:Final action:5/20/2025 5/20/2025 Title:ADOPT Resolution No. 2025-167 modifying Management Benefits Resolution No. 2023/554 creating an incentive for certain classifications to perform qualifying clinical work during designated hours. Attachments: Action ByDate Action ResultVer.Tally adoptedBOARD OF SUPERVISORS5/20/2025 1 Pass To: Board of Supervisors From:Monica Nino, County Administrator Report Title:Modifying Management Benefits Resolution No. 2023/554 establishing Additional Duty Pay for designated classifications. ☒Recommendation of the County Administrator ☐ Recommendation of Board Committee RECOMMENDATIONS: ADOPT a resolution effective May 20, 2025, modifying Management Benefits Resolution No. 2023/554, Section IV.42 as follows: 42.Health Services Department Additional Duty Pay for Qualifying Patient Care Clinics Employees in the classifications of Medical Director - Exempt (VCA2), Associate Medical Director - Exempt (VCS4) and Chief Medical Officer - Exempt (VPS4) are eligible to receive Additional Duty Pay (ADP) for qualifying clinical work performed during specified hours. All of the following conditions must be met in order to qualify for ADP: 1.The employee conducted one or more patient visits for which the County is reimbursed for by Medicare, Medi-Cal or CCHP. 2.The clinical work is performed pursuant to one of the following circumstances: 1.The work is performed on a Saturday, Sunday, or County Holiday, or 2.The work is performed on a weekday between the hours of 5pm and 8am. 3.ADP is paid only for actual time spent conducting billable patient visits. Health Services Administration will verify whether a particular visit is billable and ADP will not be provided for time spent providing non-billable services. ADP is authorized by the Director of Health Services. ADP is payable at the employee’s base hourly rate of pay, not including differentials or special pays, for the actual time spent conducting billable patient visits and will be submitted on a time card for the month in which the ADP was earned. The Health Services Department is responsible for establishing timekeeping procedures which will ensure the accurate submission of time cards CONTRA COSTA COUNTY Printed on 8/8/2025Page 1 of 4 powered by Legistar™ File #:RES 2025-167,Version:1 indicating work performed and evidencing that the work performed conforms with the above criteria. FISCAL IMPACT: Dependent upon time spent performing qualifying services. Costs are anticipated to be offset through reimbursement for services performed. BACKGROUND: This Additional Duty Pay incentive will encourage physician management to perform more clinical work when not attending to their administrative duties and compensate them appropriately. CONSEQUENCE OF NEGATIVE ACTION: Providers will not receive additional pay if they treat patients. CONTRA COSTA COUNTY Printed on 8/8/2025Page 2 of 4 powered by Legistar™ File #:RES 2025-167,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: Revising Management Benefits Resolution No. 2023/554. The Contra Costa County Board of Supervisors acting in its capacity as the Governing Board of the County of Contra Costa RESOLVES THAT: Effective May 20, 2025, Section IV.42 of Management Benefits Resolution No. 2023/554 is revised to add the following: 42.Health Services Department Additional Duty Pay for Qualifying Patient Care Clinics Employees in the classifications of Medical Director - Exempt (VCA2), Associate Medical Director - Exempt (VCS4) and Chief Medical Officer - Exempt (VPS4) are eligible to receive Additional Duty Pay (ADP) for qualifying clinical work performed during specified hours. All of the following conditions must be met in order to qualify for ADP: 1.The employee conducted one or more patient visits for which the County is reimbursed for by Medicare, Medi-Cal or CCHP. 2.The clinical work is performed pursuant to one of the following circumstances: 1.The work is performed on a Saturday, Sunday, or County Holiday, or 2.The work is performed on a weekday between the hours of 5pm and 8am. 3.ADP is paid only for actual time spent conducting billable patient visits. Health Services Administration will verify whether a particular visit is billable and ADP will not be provided for time spent providing non-billable services. ADP is authorized by the Director of Health Services. ADP is payable at the employee’s base hourly rate of pay, not including differentials or special pays, for the actual time spent conducting billable patient visits and will be submitted on a time card for the month in which the ADP was earned. The Health Services Department is responsible for establishing timekeeping procedures which will ensure the accurate submission of time cards indicating work performed and evidencing that the work performed conforms with the above criteria. CONTRA COSTA COUNTY Printed on 8/8/2025Page 3 of 4 powered by Legistar™ File #:RES 2025-167,Version:1 CONTRA COSTA COUNTY Printed on 8/8/2025Page 4 of 4 powered by Legistar™ 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:1RES 2025- 168 Name: Status:Type:Consent Resolution Passed File created:In control:5/13/2025 BOARD OF SUPERVISORS On agenda:Final action:5/20/2025 5/20/2025 Title:ADOPT Resolution No. 2025-168 authorizing the issuance and sale of "Martinez Unified School District, General Obligation Bonds, Election of 2024, Series 2025” in an amount not to exceed $30,000,000 by the Martinez Unified School District on its own behalf pursuant to Sections 15140 and 15146 of the Education Code, as permitted by Section 53508.7(c) of the Government Code, as recommended by the County Administrator. Attachments:1. District Resolution, 2. Standard Resolution, 3. Standard Resolution Action ByDate Action ResultVer.Tally adoptedBOARD OF SUPERVISORS5/20/2025 1 Pass To: Board of Supervisors From:Monica Nino, County Administrator Report Title:Martinez Unified School District - General Obligation Bonds, Election of 2024, Series 2025 ☒Recommendation of the County Administrator ☐ Recommendation of Board Committee RECOMMENDATIONS: ADOPT Resolution No. 2025-168 authorizing the issuance and sale of "Martinez Unified School District, General Obligation Bonds, Election of 2024, Series 2025” in an amount not to exceed $30,000,000 by the Martinez Unified School District on its own behalf pursuant to Sections 15140 and 15146 of the Education Code, as permitted by Section 53508.7(c) of the Government Code. FISCAL IMPACT: There is no fiscal impact to the County. BACKGROUND: The Martinez Unified School District intends to issue new General Obligation bonds to fund capital improvements throughout the District. The District has requested that the Board of Supervisors adopt a resolution authorizing the direct issuance and sale of the bonds by the District on its own behalf as authorized by Section 15140(b) of the Education Code. On May 5, 2025, the District adopted a resolution authorizing the issuance of up to $30,000,000 (District Resolution attached) for the sale and issuance of new bonds, which was approved by the voters as part of a bond measure (Measure O) listed on the November 5, 2024 ballot. Measure O authorized an aggregate principal bond issuance authority of up to $90,000,000. The ballot measure cited several capital projects that the District is in need of funding, including to modernize/construct classrooms and school facilities, make health and safety improvements, construct CONTRA COSTA COUNTY Printed on 8/8/2025Page 1 of 5 powered by Legistar™ File #:RES 2025-168,Version:1 career/technical education classrooms and to renovate facilities at the Martinez junior and senior high schools and adult education campus. The District has not previously issued bonds under the Measure O authority. Following today’s authorization of $30,000,000 in Series 2025 bonds, the District with have $60,000,000 of remaining bond authority under the 2024 Measure O ballot authorization and would need to return to the Board of Supervisors for subsequent bond issuance authorizations. CONSEQUENCE OF NEGATIVE ACTION: Without the Contra Costa County Board of Supervisors authorization, the District would not be able to issue the bonds. THE BOARD OF SUPERVISORS OF CONTRA COSTA COUNTY, CALIFORNIA and for Special Districts, Agencies and Authorities Governed by the Board RESOLUTION AUTHORIZING THE MARTINEZ UNIFIED SCHOOL DISTRICT TO ISSUE ITS MARTINEZ UNIFIED SCHOOL DISTRICT (CONTRA COSTA COUNTY, CALIFORNIA), GENERAL OBLIGATION BONDS, ELECTION OF 2024, SERIES 2025, IN AN AGGREGATE PRINCIPAL AMOUNT NOT TO EXCEED $30,000,000 WITHOUT FURTHER ACTION OF THE BOARD OF SUPERVISORS OR OFFICERS OF THE COUNTY ________________________________ RESOLVED, by the Board of Supervisors of the County of Contra Costa, State of California, that: WHEREAS, an election was duly and regularly held in the Martinez Unified School District (the “District”) on November 5, 2024, in accordance with Section 1(b)(3) of Article XIIIA of the California Constitution, for the purpose of submitting a bond measure to the qualified electors of the District, authorizing the issuance of general obligation bonds in the aggregate principal amount of $90,000,000 (the “Bonds”), and at least 55% of the votes cast were in favor of the issuance of the Bonds; and WHEREAS, Sections 53506 et seq. of the California Government Code, including Section 53508.7 thereof, provide that a school district may issue and sell bonds on its own behalf at a private sale pursuant to Section 15140 and 15146 of the California Education Code; and WHEREAS, Section 15140(b) of the California Education Code provides that the board of supervisors of a county may authorize a school district over which the county superintendent of schools has jurisdiction, and which has not received a qualified or negative certification in its most recent interim report, to issue and sell bonds on its own behalf without further action of the board of supervisors or officers of the county; and WHEREAS, the Board of Education of the District, a school district under the jurisdiction of the Superintendent of Schools of the County of Contra Costa, adopted on May 5, 2025, a resolution (the “District Resolution”) providing for the issuance of its “Martinez Unified School District (Contra Costa County, California) General Obligation Bonds, Election of 2024, Series 2025,” in an aggregate principal amount not to exceed $30,000,000, in one or more series to be designated by the District (the “Series 2025 Bonds”) pursuant to Section 53506 et seq. of the California Government Code and additionally providing for the negotiated sale thereof pursuant to Sections 15140 and 15146 of the California Education Code; and CONTRA COSTA COUNTY Printed on 8/8/2025Page 2 of 5 powered by Legistar™ File #:RES 2025-168,Version:1 WHEREAS, by said District Resolution, the District has requested that this Board of Supervisors (the “Board”) of the County of Contra Costa (the “County”) authorize the District on its own behalf to issue and sell the Series 2025 Bonds at a negotiated sale, all pursuant to Sections 53506 et seq. of the California Government Code and Section 15140(b) of the California Education Code and subject to the terms set forth in the District Resolution, and has represented and warranted to the Board that it has not received a qualified or negative certification in its most recent interim report; NOW THEREFORE, IT IS HEREBY DETERMINED AND ORDERED as follows: Section 1. Recitals. All of the above recitals are true and correct. Section 2. Authorization of District Issuance and Sale. The Board hereby authorizes the issuance and private negotiated sale of the Series 2025 Bonds by the District on its own behalf, pursuant to the terms set forth in the District Resolution and as authorized by and in full compliance with all applicable laws, including but not limited to Sections 15140 and 15146 of the California Education Code, as permitted by Section 53508.7 of the California Government Code, as determined by the District’s bond counsel. This authorization shall only apply to the Series 2025 Bonds authorized to be issued by said District Resolution. Section 3. Purpose. The purpose of this action is to permit the District to sell its Series 2025 Bonds in the manner that the District determines is in its best interests and the best interests of its taxpayers, as provided in the District Resolution. Section 4. District Responsibilities. Pursuant to Section 15140(c) of the California Education Code, the Board of Education of the District shall transmit the District Resolution and a copy of the final debt service schedule for the Series 2025 Bonds, reflecting the principal amounts and interest rates of such Series 2025 Bonds as determined in the sale thereof, to the Treasurer-Tax Collector of the County (the “County Treasurer”) and to the County Controller (the “County Controller”), forthwith after the sale of the Series 2025 Bonds, and in any event no later than the date reasonably requested by such officers, in order to permit the County to establish tax rates and necessary funds or accounts for the Series 2025 Bonds. Section 5. County Responsibilities. (a) The County, including the officers thereof and this Board of Supervisors, assumes no responsibility for any of the proceedings following the adoption of this Resolution which involve or result in the sale and issuance of the Series 2025 Bonds, including but not limited to, any proceedings for the sale and issuance of the Series 2025 Bonds or the validity of the Series 2025 Bonds. (b) The County levies and collects taxes, pays principal and interest on the Series 2025 Bonds when due, and holds the bond proceeds and tax funds for the Series 2025 Bonds that have been duly issued and sold by the District, as otherwise required by law. (c) The County, including the officers and employees thereof and this Board of Supervisors, assumes no responsibility for establishing a tax rate for any new issue of bonds in any year in which the information required by Section 4 hereof to be delivered to the County officers is delivered later than the deadline established by such officers in order to permit compliance with California Government Code Section 29100 et seq. (d) Except as otherwise provided by this Resolution and by law, neither the County, this Board or any officers, officials or employees of the County shall have any liability hereunder or by reason hereof or in connection with the transactions contemplated hereby and the Series 2025 Bonds shall be payable solely from tax proceeds available therefor as set forth in this Section 5. CONTRA COSTA COUNTY Printed on 8/8/2025Page 3 of 5 powered by Legistar™ File #:RES 2025-168,Version:1 Section 6. Indemnification of County. The County acknowledges and relies upon the fact that the District has represented that it shall indemnify and hold harmless, to the extent permitted by law, the County and its officers and employees (“Indemnified Parties”), against any and all losses, claims, damages or liabilities, joint or several, to which such Indemnified Parties may become subject because of action or inaction related to the adoption of this Resolution, or related to the proceedings for sale, award, issuance and delivery of the Series 2025 Bonds in accordance herewith and with the District Resolution and that the District shall also reimburse any such Indemnified Parties for any legal or other expenses incurred in connection with investigating or defending any such claims or actions. Section 7. Limited Responsibility for Official Statement. Neither this Board of Supervisors nor any officer of the County has prepared or reviewed the official statement of the District describing the Series 2025 Bonds (the “Official Statement”), and this Board of Supervisors and the various officers of the County take no responsibility for the contents or distribution thereof; provided, however, that solely with respect to a section contained or to be contained therein describing the County’s investment policy, current portfolio holdings and valuation procedures, as they may relate to funds of the District held by the County Treasurer, the County Treasurer is hereby authorized and directed to prepare and review such information for inclusion in the District’s Official Statement and in a preliminary Official Statement, and to certify in writing prior to or upon the issuance of the Series 2025 Bonds that the information contained in such section does not contain any untrue statement of a material fact or omit to state any material fact necessary in order to make the statements made therein, in the light of the circumstances under which they are made, not misleading. Section 8. Limited Liability. Notwithstanding anything to the contrary contained herein, in the Series 2025 Bonds or in any other document mentioned herein, neither the County nor the Board shall have any liability hereunder or by reason hereof or in connection with the transactions contemplated hereby, and the Series 2025 Bonds shall be payable solely from tax proceeds and any other moneys of the District available therefore as set forth in the District Resolution and herein. This provision in no manner limits the obligations of the County to levy, collect and hold property taxes for the Series 2025 Bonds as required by law. Section 9. Delivery of Resolution. The Clerk of the Board of Supervisors is hereby directed to deliver a copy of this Resolution to the Superintendent of the District. Section 10. Effective Date: This Resolution shall take effect from and after its adoption. * * * * * * CLERK’S CERTIFICATE I, ____________________, Deputy Clerk of the Board of Supervisors (the “Board”) of the County of Contra Costa, do hereby certify that the attached is a full, true and correct copy of a resolution and order duly adopted at a regular meeting of the Board held at the regular meeting place thereof on May 20, 2025, and entered in the minutes thereof, of which meeting all the members of the Board had due notice and at which a quorum thereof was present. An agenda of said meeting was posted at least 72 hours before said meeting at 1025 Escobar Street, Martinez, California, a location freely accessible to members of the public, and on the County’s website at https://www.contracosta.ca.gov/4664/Board-Meeting-Agendas-and-Videos, and a brief description of said resolution appeared on said agenda. A copy of said agenda is attached hereto. I further certify that I have carefully compared the attached copy with the original minutes of said CONTRA COSTA COUNTY Printed on 8/8/2025Page 4 of 5 powered by Legistar™ File #:RES 2025-168,Version:1 meeting on file and of record in my office. Said resolution has not been amended, modified or rescinded since the date of its adoption and the same is now in full force and effect. WITNESS my hand this 20th day of May, 2025. ___________________________________ Deputy Clerk of the Board of Supervisors County of Contra Costa CONTRA COSTA COUNTY Printed on 8/8/2025Page 5 of 5 powered by Legistar™ 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:125-1959 Name: Status:Type:Consent Item Passed File created:In control:4/3/2025 BOARD OF SUPERVISORS On agenda:Final action:5/20/2025 5/20/2025 Title:APPROVE and AUTHORIZE the County Counsel, or designee, on behalf of the Office of Communications and Media, to execute a legal services contract with the law firm of Rutan & Tucker, LLP, effective May 1, 2025, and to execute an agreement to waive conflicts of interest in unrelated matters. (100% Franchise Fees) Attachments: Action ByDate Action ResultVer.Tally approvedBOARD OF SUPERVISORS5/20/2025 1 Pass To:Board of Supervisors From:Thomas L. Geiger, County Counsel Report Title:Contract for Legal Services with Rutan & Tucker, LLP and Approval of Conflict Waiver ☒Recommendation of the County Administrator ☐ Recommendation of Board Committee RECOMMENDATIONS: APPROVE and AUTHORIZE the County Counsel, or designee, on behalf of the Office of Communications and Media, to execute a legal services contract with the law firm of Rutan & Tucker, LLP, effective May 20, 2025. APPROVE and AUTHORIZE the County Counsel, or designee, to execute a waiver of potential conflicts of interest arising from the County being represented by Rutan & Tucker, LLP in connection with the recovery of unpaid franchise and public, educational and governmental programming fees owed by multiple cable companies while providing legal services to third parties in unrelated matters, provided that Rutan & Tucker, LPP provides notice of potential conflicts of interest. FISCAL IMPACT: Upfront legal fees and costs will be paid from the General Fund. These fees and costs could be offset by the recovery of unpaid cable franchise and public, educational and government fees. BACKGROUND: Legal Services to Be Performed The Office of Communications and Media recently conducted an audit and review of the cable franchise and public, educational and government fees (“PEG fees”) paid by Astound, Comcast, and DIRECTV (the “Cable Providers”) to County during the period beginning July 1, 2020, and ending June 30, 2023. The Audit CONTRA COSTA COUNTY Printed on 8/8/2025Page 1 of 2 powered by Legistar™ File #:25-1959,Version:1 uncovered underpayment of franchise and PEG fees to the County during this period. Based on these underpayments, the Office of Communications and Media provided copies of the audit reports and demanded payment of the fees and associated interest from Astound and Comcast but has not received payment although the stated deadline for doing so has passed. Rutan & Tucker, LLP has a telecommunications practice that has knowledge specifically related to cable franchise and PEG fees. The firm will charge $400 per hour for attorneys representing the County on matters relating to franchise and PEG fees owed by the Cable Providers, and the firm will be reimbursed for certain costs. Waiver of Potential Conflicts of Interest in Unrelated Matters This board order also authorizes County Counsel, or designee, to execute a waiver of potential conflicts of interest arising from the County being represented by Rutan & Tucker, LLP in connection with the recovery of unpaid franchise and PEG fees owed by cable companies while providing legal services to third parties in unrelated matters. Pursuant to the terms of the waiver, prior to taking on any future representation of a client adverse to the County of Contra Costa, Rutan & Tucker, LLP will provide written notice of the potential adverse representation. This notification will allow County Counsel to determine whether the representation is permitted by Rule 1.7 of the rules of professional conduct promulgated by the California State Bar, which establishes criteria for determining whether a lawyer’s duties to one client are likely to have a negative impact on the lawyer’s duties to another client. CONSEQUENCE OF NEGATIVE ACTION: If authorization to enter a legal services contract with the law firm of Rutan & Tucker, LLP is not received, as well as authorization to enter into a waiver of certain potential conflicts of interest, the recovery of underpaid cable franchise and PEG fees would be delayed. CONTRA COSTA COUNTY Printed on 8/8/2025Page 2 of 2 powered by Legistar™ 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:125-1960 Name: Status:Type:Consent Item Passed File created:In control:5/2/2025 BOARD OF SUPERVISORS On agenda:Final action:5/20/2025 5/20/2025 Title:APPROVE amended Conflict of Interest Code for the Antioch Unified School District, as recommended by County Counsel. Attachments:1. Exhibit A - Conflict of Interest Code for the Antioch Unified School District, 2. Exhibit B - Conflict of Interest Code for the Antioch Unified School District - REDLINED Action ByDate Action ResultVer.Tally approvedBOARD OF SUPERVISORS5/20/2025 1 Pass To:Board of Supervisors From:Thomas L. Geiger, County Counsel Report Title:Conflict of Interest Code for the Antioch Unified School District ☒Recommendation of the County Administrator ☐ Recommendation of Board Committee RECOMMENDATIONS: APPROVE amended Conflict of Interest Code for the Antioch Unified School District (“District”). FISCAL IMPACT: None. BACKGROUND: The District has amended its Conflict of Interest Code and submitted the revised code, attached as Exhibit A, to the Board for approval pursuant to Government Code sections 87306 and 87306.5. The changes include an updated 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 District. A red-lined version of the Conflict of Interest Code is attached as Exhibit B. CONSEQUENCE OF NEGATIVE ACTION: None. cc:Monica Nino, Clerk of the Board of Supervisors; Hannah M. Shafsky, Deputy County Counsel; Dr. Matt Wayne, Interim Superintendent, Antioch Unified School District CONTRA COSTA COUNTY Printed on 8/8/2025Page 1 of 2 powered by Legistar™ File #:25-1960,Version:1 CONTRA COSTA COUNTY Printed on 8/8/2025Page 2 of 2 powered by Legistar™ 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:125-1961 Name: Status:Type:Consent Item Passed File created:In control:5/8/2025 BOARD OF SUPERVISORS On agenda:Final action:5/20/2025 5/20/2025 Title:APPROVE and AUTHORIZE the Purchasing Agent, or designee, to execute on behalf of the County Counsel, a purchase order with Wolters Kluwer in an amount not to exceed $6,000 for online legal subscriptions for the period June 1, 2025, through May 31, 2026. (80% General Fund and 20% General Liability Fund) Attachments: Action ByDate Action ResultVer.Tally approvedBOARD OF SUPERVISORS5/20/2025 1 Pass To:Board of Supervisors From:Thomas L. Geiger, County Counsel Report Title:Order Confirmation with Wolters Kluwer ☒Recommendation of the County Administrator ☐ Recommendation of Board Committee RECOMMENDATIONS: APPROVE and AUTHORIZE the Purchasing Agent, or designee to execute on behalf of the County Counsel, a purchase order with Wolters Kluwer in an amount not to exceed $6,000 for online legal subscriptions for the period June 1, 2025, through May 31, 2026. (80% General Fund and 20% General Liability Fund) FISCAL IMPACT: Approval of this action will result in an expenditure of up to $6,000. BACKGROUND: The County Counsel’s Office relies on three online Legal and Regulatory subscriptions within the Wolters Kluwer database. Approval of this purchase will allow the County Counsel’s Office to continue to conduct legal research in a reliable database to the benefit of the Office, the client and the County. The subscription agreement is governed by CCH Incorporated General Terms and Conditions for use of Vitallaw online resources. The General Terms & Conditions obligates the County to indemnify, defend and hold harmless CCH, its licensors, and any of their respective officers, directors, employees, subcontractors, agents, successors, assigns, affiliates or subsidiaries, from and against any and all claims arising from: (i) [our] performance of services for [our] clients; (ii) [our] unauthorized use of the Online Services; or (iii) [our] input, upload or posting of any Data or content to any Online Service. CCH Incorporated’s liability is limited to the CONTRA COSTA COUNTY Printed on 8/8/2025Page 1 of 2 powered by Legistar™ File #:25-1961,Version:1 amount paid by County in the 12 months preceding any claim; and the Agreement is governed by NY law. CONSEQUENCE OF NEGATIVE ACTION: Without authorizing the purchase order and amendment of the Wolters Kluwer Order Confirmation, the Office cannot continue to provide the same level of legal support to County departments with legal research when representing the County in litigation and other transactional matters. CONTRA COSTA COUNTY Printed on 8/8/2025Page 2 of 2 powered by Legistar™ 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:125-1962 Name: Status:Type:Consent Item Passed File created:In control:2/25/2025 BOARD OF SUPERVISORS On agenda:Final action:5/20/2025 5/20/2025 Title:APPROVE Budget Amendment No. 25-00019 authorizing the transfer of $1,395,632 of Title IV-E funds from the Employment and Human Services Department (EHSD) Children and Family Services Bureau (CFS) to Public Works ISF Fleet Services for acquisition of twenty-five (25) replacement vehicles for Children and Family Services (CFS), as recommended by the Employment and Human Services Director. Attachments:1. BDA-25-00019.pdf Action ByDate Action ResultVer.Tally approvedBOARD OF SUPERVISORS5/20/2025 1 Pass To:Board of Supervisors From:Marla Stuart, Employment and Human Services Director Report Title:Title IV-E Funds Transfer - EHSD Children and Family Services (CFS) to Public Works ISF Fleet Services for acquisition of twenty-five (25) replacement vehicles. ☒Recommendation of the County Administrator ☐ Recommendation of Board Committee RECOMMENDATIONS: APPROVE Budget Amendment No. BDA-25-00019 authorizing the transfer of $1,395,632 of Title IV-E funds from the Employment and Human Services Department (EHSD) Children and Family Services Bureau (CFS) to Public Works ISF Fleet Services for acquisition of twenty-five (25) replacement vehicles for Children and Family Services (CFS), as recommended by the Employment and Human Services Director. FISCAL IMPACT: Children and Family Services (CFS) will transfer $1,395,632 to Public Works ISF Fleet Services. This consists of 100% of Title IV-E funds, with no additional County general fund costs which will result from this adjustment for Fiscal Year (FY) 24/25. BACKGROUND: The work of Children and Family Services (CFS) requires a variety of interactions with children and families including home visits and transporting children and youth to appointments, all within State and Federal timeliness mandates. Access to available county vehicles is necessary to perform this field work. The 25 vehicles being replaced are either 15 years or older and/or have over 75,000 miles on them, the two thresholds for replacement vehicles. CONTRA COSTA COUNTY Printed on 8/8/2025Page 1 of 2 powered by Legistar™ File #:25-1962,Version:1 CONSEQUENCE OF NEGATIVE ACTION: Should the proposed action not be approved by the Board of Supervisors, the County will not be able to meet state and federal mandates that ensure timely contacts, emergency response investigations, child safety assessments, and support services to youth and families. CHILDREN'S IMPACT STATEMENT: The Employment and Human Services Department supports all five of the community outcomes established in the Children's Report Card: (1) "Children Ready for and Succeeding in School"; (2) "Children and Youth Healthy and Preparing for Productive Adulthood";(3) "Families that are Economically Self-Sufficient"; (4) "Families that are Safe, Stable and Nurturing"; and (5) "Communities that are Safe and Provide a High Quality of Life for Children and Families,” by effectively managing the budgets for each bureau within EHSD. CONTRA COSTA COUNTY Printed on 8/8/2025Page 2 of 2 powered by Legistar™ View Budget Amendment: Budget Amendment: FY 2024-25 - Operating Budget on 02/21/2025 : BDA-25-00019 10:52 AM 04/08/2025 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-25-00019 Amendment Date 02/21/2025 Description Acquiring 25 additional vehicles for Children Family Services (CFS) using Title IV-E funds 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) 2310:NON CNTY PROF SPCLZD SVCS 5101 ADMINISTRATION (Home Org) 5216 CFS CHILD WELFARE SVCS 100300 GENERA L $0.00 $1,395,632.00 Acquiring 25 additional vehicles for Children Family Services (CFS) using Title IV-E funds Warning : - Home Org on Budget Line Not Equal Initiator's Home Org FY 2024-25 Year (FY 2024-25 Operating Budget) 5011:REIMBURSEMENTS-GOV/GOV 5101 ADMINISTRATION (Home Org) 5216 CFS CHILD WELFARE SVCS 100300 GENERA L $1,395,632.00 $0.00 Acquiring 25 additional vehicles for Children Family Services (CFS) using Title IV-E funds Warning : - Home Org on Budget Line Not Equal Initiator's Home Org FY 2024-25 Year (FY 2024-25 Operating Budget) 4953:AUTOS & TRUCKS 5101 ADMINISTRATION (Home Org) 4284 VEHICLE REPLACEMEN T 150100 FLEET ISF $1,395,632.00 $0.00 Acquiring 25 additional vehicles for Children Family Services (CFS) using Title IV-E funds Warning : - Home Org on Budget Line Not Equal Initiator's Home Org View Budget Amendment: Budget Amendment: FY 2024-25 - Operating Budget on 02/21/2025 : BDA-25-00019 10:52 AM 04/08/2025 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) 9951:REIMBURSEMENTS - GOV/GOV 5101 ADMINISTRATION (Home Org) 4284 VEHICLE REPLACEMEN T 150100 FLEET ISF $0.00 $1,395,632.00 Acquiring 25 additional vehicles for Children Family Services (CFS) using Title IV-E funds Warning : - Home Org on Budget Line Not Equal Initiator's Home Org Quote 4222 Packet-CD.pdf File Name Quote 4222 Packet-CD.pdf Content Type application/pdf Updated By Christopher Dunn Upload Date 02/21/2025 07:50:03 AM Comment Quote # ASW-020725-1630 - Contra Costa County - 10 x Explorer.pdf File Name Quote # ASW-020725-1630 - Contra Costa County - 10 x Explorer.pdf Content Type application/pdf Updated By Christopher Dunn Upload Date 02/21/2025 07:50:03 AM Comment 2025 Chrysler Minivan Quote 4220 Packet.pdf File Name 2025 Chrysler Minivan Quote 4220 Packet.pdf Content Type application/pdf Updated By Christopher Dunn Upload Date 02/21/2025 07:50:03 AM Comment Process History Process Step Status Completed On Due Date Person (Up to 5)All Persons Comment Budget Amendment Event Budget Amendment Event Step Completed 04/08/2025 10:29:22 AM 04/09/2025 Christopher Dunn 1 Budget Amendment Event Review Budget Amendment Not Required 04/09/2025 0 Budget Amendment Event Approval by Department Approver – Budget Amendment Approved 04/08/2025 10:48:28 AM Erik Brown (Department Approver – Budget Amendment) 1 Budget Amendment Event Review Budget Amendment Awaiting Action 04/09/2025 Analiza Pinlac (Budget Specialist (Auditor Office)) 3 View Budget Amendment: Budget Amendment: FY 2024-25 - Operating Budget on 02/21/2025 : BDA-25-00019 10:52 AM 04/08/2025 Page 3 of 3 Process Step Status Completed On Due Date Person (Up to 5)All Persons Comment Xia Zhang (Budget Specialist (Auditor Office)) Yesenia Campos (Budget Specialist (Auditor Office)) 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:125-1963 Name: Status:Type:Consent Item Passed File created:In control:3/21/2025 BOARD OF SUPERVISORS On agenda:Final action:5/20/2025 5/20/2025 Title:APPROVE and AUTHORIZE the Purchasing Agent, or designee, to execute on behalf of the Employment and Human Services Director, fifteen (15) purchase orders with Quench USA, Inc., in a total amount not to exceed $69,381 for rental and maintenance of water dispensing machines, subject to Quench’s terms and conditions, for the period January 1, 2025 through December 31, 2027. (54% Federal, 38% State, 8% County General Fund) Attachments: Action ByDate Action ResultVer.Tally approvedBOARD OF SUPERVISORS5/20/2025 1 Pass To:Board of Supervisors From:Marla Stuart, Employment and Human Services Director Report Title:ADMIN - Contract # 20-661-0 Quench USA, Inc. ☒Recommendation of the County Administrator ☐ Recommendation of Board Committee RECOMMENDATIONS: APPROVE and AUTHORIZE the Purchasing Agent, on behalf of the Employment and Human Services Director, to execute fifteen (15) purchase orders with Quench USA, Inc., in an amount not to exceed $69,381 for rental and maintenance of water dispensing machines, subject to Quench’s terms and conditions, for the period January 1, 2025 through December 31, 2027. FISCAL IMPACT: $69,381: 54% Federal, 38% State, 8% County General Fund, of which $23,127 is budgeted in FY 24-25, $23,127 will be budgeted in FY 25-26 and $23,127 in FY 26-27. BACKGROUND: The Employment and Human Services Department (EHSD) seeks fifteen (15) Purchase Orders for its site locations. The following eleven (11) EHSD site locations currently have Quench water dispensing machines installed for continued monthly rental and annual maintenance. Rates vary by location: 1.4549 Delta Fair Boulevard, Antioch, CA 94509 - Two (2) Quench water dispensing machines - in an amount not exceeding $6,048 2.2600 Stanwell Drive, Concord, CA 94520 - Two (2) Quench water dispensing machines - in an amount not exceeding $6,048 3.4071 Port Chicago Highway, Suite 250, Concord, CA 94520 - One (1) Quench Water dispensing CONTRA COSTA COUNTY Printed on 8/8/2025Page 1 of 3 powered by Legistar™ File #:25-1963,Version:1 machine - in an amount not exceeding $3,420 4.1305 MacDonald Avenue, Richmond, CA 94801 - Three (3) Quench water dispensing machines - in an amount not exceeding $9,072 5.1275A Hall Avenue, Richmond, CA 94804 - Two (2) Quench water dispensing machines - in an amount not exceeding $ 6,048 6.400 Ellinwood Way, Pleasant Hill, CA 94523 - Two (2) Quench water dispensing machines - in an amount not exceeding $5,976 7.300 Ellinwood Way, Pleasant Hill, CA 94523 - Two (2) Quench water dispensing machines - in an amount not exceeding $5,976 8.151 Sand Creek Road, Suite A, Brentwood, CA 94513 - One (1) Quench water dispensing machine - in an amount not exceeding $2,988 9.151 Linus Pauling Drive, Hercules, CA 94547 - Two (2) Quench water dispensing machines - in an amount not exceeding $5,976 10.500 Ellinwood Way, Pleasant Hill, CA 94523 - Two (2) Quench water dispensing machines - in an amount not exceeding $5,976 11.2530 Arnold Drive, Suite 360, Martinez, CA 94553 - One (1) Quench water dispensing machine - in an amount not exceeding $3,024 EHSD seeks an additional purchase order for one (1) Quench water dispensing machine to be installed at the EHSD site location of 1875 Arnold Drive, Suite 200, Martinez, CA 94553. The agreement is for monthly rental and annual maintenance and includes a one-time installation fee. The purchase orders listed above include an indemnification clause requiring County to defend, indemnify and hold harmless Quench from and against all claims and expenses relating to the equipment and the agreement, unless due to intentional conduct. There is also a provision for prevailing party’s attorney fees. Under Quench’s terms and conditions, Quench may increase the monthly rent up to five percent (5%) in any calendar year without advance notice, and more than five percent (5%) with sixty (60) days’ notice. In addition, EHSD seeks a purchase order for the maintenance of water dispensing machines at the following EHSD site locations: 1.4545 Delta Fair Boulevard, Antioch CA, 94509 - Two (2) Quench water dispensing machines - in an amount not exceeding $1,872 2.40 Douglas Drive, Martinez, CA 94553 - Two (2) Quench water dispensing machines - in an amount not exceeding $1,872 3.1650 Cavallo Road, Antioch, CA 94509 - Two (2) Quench water dispensing machines - in an amount not exceeding $1,844 These three (3) agreements are for annual maintenance only, as the County has previously purchased and owns the Quench water dispensing machines at these EHSD facilities. Rates vary by location. These purchase orders include agreements and terms and conditions, including a limitation of liability limiting Quench’s liability to the fee payable to Quench under the agreement. There is also a provision for prevailing party’s attorney fees. In accordance with health and safety requirements regulated by local and state policies, employers are required to provide a workplace environment with clean water for staff. Quench offers water machines (water coolers and water fountains) that meet the basic requirements of health and safety. CHILDREN'S IMPACT STATEMENT: CONTRA COSTA COUNTY Printed on 8/8/2025Page 2 of 3 powered by Legistar™ File #:25-1963,Version:1 The equipment provided under this purchase supports one (1) of the community outcomes established in the Children’s Report Card: (5) "Communities that are Safe and Provide a High Quality of Life for Children and Families” by providing EHSD staff and clients safe and healthy drinking water sources at designated EHSD site locations. CONSEQUENCE OF NEGATIVE ACTION: EHSD will not enter into an agreement with this contractor to provide water dispensing machines to EHSD. CONTRA COSTA COUNTY Printed on 8/8/2025Page 3 of 3 powered by Legistar™ 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:125-1964 Name: Status:Type:Consent Item Passed File created:In control:4/3/2025 BOARD OF SUPERVISORS On agenda:Final action:5/20/2025 5/20/2025 Title:APPROVE and AUTHORIZE the Purchasing Agent, or designee, to execute on behalf of the Employment and Human Services Director, a purchase order with Cornerstone onDemand, Inc., in an amount not to exceed $528,000 for the purchase of a learning management system for the period October 1, 2025 through September 30, 2028. (54% Federal, 38% State, 8% County) Attachments: Action ByDate Action ResultVer.Tally approvedBOARD OF SUPERVISORS5/20/2025 1 Pass To:Board of Supervisors From:Marla Stuart, Employment and Human Services Director Report Title:20-684-0 (Admin IT) Cornerstone OnDemand, Inc. Learning Management System ☒Recommendation of the County Administrator ☐ Recommendation of Board Committee RECOMMENDATIONS: APPROVE and AUTHORIZE the Purchasing Agent,or designee,to execute on behalf of the Employment and Human Services Director,a purchase order with Cornerstone onDemand,Inc.,for the purchase of a learning management system in an amount not to exceed $528,000 for the period October 1,2025 through September 30, 2028. FISCAL IMPACT: $528,000:54%Federal,38%State,8%County;of which $176,000 is budgeted in FY 25/26,$176,000 will be budgeted in FY 26/27, and $176,000 will be budgeted in FY 27/28. BACKGROUND: The Employment and Human Services Department (EHSD)seeks to purchase the Learning Management System (LMS)that will enable the department to provide automated training concepts for maintaining eligibility,worker accuracy,productivity and workload management.This enables EHSD to use Cornerstone onDemand’s fixed pricing structure which eliminates incorrect billing and aligns with the purchase order process.The Purchase Order is subject to the terms of Cornerstone’s Master Agreement which includes a limitation of liability at the amount of fees paid in the 12 months prior to the claim arising,as well as an indemnification from the County to Cornerstone for any claims related to the County’s data.The vendor was selected per procurement requirements outlined in Administrative Bulletin 600.3. CONTRA COSTA COUNTY Printed on 8/8/2025Page 1 of 2 powered by Legistar™ File #:25-1964,Version:1 CONSEQUENCE OF NEGATIVE ACTION: The County will be limited in its ability to provide automated training and reporting, including State mandated staff training. CHILDREN'S IMPACT STATEMENT: This purchase order supports all five of the community outcomes established in the Children's Report Card: (1) "Children Ready for and Succeeding in School"; (2) "Children and Youth Healthy and Preparing for Productive Adulthood";(3)"Families that are Economically Self-Sufficient"; (4) "Families that are Safe, Stable and Nurturing"; and (5) "Communities that are Safe and Provide a High Quality of Life for Children and Families,” by supporting staff working directly with families and children. CONTRA COSTA COUNTY Printed on 8/8/2025Page 2 of 2 powered by Legistar™ 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:125-1965 Name: Status:Type:Consent Item Passed File created:In control:4/16/2025 BOARD OF SUPERVISORS On agenda:Final action:5/20/2025 5/20/2025 Title:APPROVE and AUTHORIZE the Employment and Human Services Director, or designee, to execute a contract amendment with Jewish Family and Community Services East Bay to increase the payment limit by $9,198 to an amount not to exceed $226,955 to provide additional Family Caregiver Support Program services, with no change to the term July 1, 2024 through June 30, 2025. (100% Federal) Attachments: Action ByDate Action ResultVer.Tally approvedBOARD OF SUPERVISORS5/20/2025 1 Pass To:Board of Supervisors From:Marla Stuart, Employment and Human Services Director Report Title: Contract Amendment with Jewish Family and Community Services East Bay #40-537-3 (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 Jewish Family and Community Services East Bay to increase the payment limit by $9,198 to an amount not to exceed $226,955 to provide additional Family Caregiver Support Program services, with no change to the term July 1, 2024 through June 30, 2025. FISCAL IMPACT: $9,198: 100% Federal funds all of which is budgeted in FY 24-25 BACKGROUND: On September 24, 2024, the Board of Supervisors approved Item C.57, to execute a contract with Jewish Family and Community Services East Bay for a term July 1, 2024 through June 30, 2025 for the Older Americans Act, Title IIIE Family Caregiver Support Program. The contract was procured via Request for Proposal (RFP) 1198 which followed the protocol outlined in Administrative Bulletin 600.3. This amendment is to apply one-time-only funds from the California Department of Aging for additional services. CONSEQUENCE OF NEGATIVE ACTION: Should the proposed action not be approved by the Board of Supervisors, the County will not be able to continue to provide family caregivers with the additional support they need to continue to provide caregiving in the home to the older adult in their care. CHILDREN’S IMPACT STATEMENT: CONTRA COSTA COUNTY Printed on 8/8/2025Page 1 of 2 powered by Legistar™ File #:25-1965,Version:1 This contract supports one of Contra Costa County’s community outcomes of the Children’s Report Card”: (4) "Families that are Safe, Stable and Nurturing". CONTRA COSTA COUNTY Printed on 8/8/2025Page 2 of 2 powered by Legistar™ 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:125-1966 Name: Status:Type:Consent Item Passed File created:In control:4/17/2025 BOARD OF SUPERVISORS On agenda:Final action:5/20/2025 5/20/2025 Title:APPROVE and AUTHORIZE the Employment and Human Services Director, or designee, to execute a contract with STAND! For Families Free From Violence in an amount not to exceed $400,000 to provide services to prevent and intervene in interpersonal violence, including facilitating the Lethality Assessment Program for the period of July 1, 2025 to June 30, 2027. (100% County) Attachments: Action ByDate Action ResultVer.Tally approvedBOARD OF SUPERVISORS5/20/2025 1 Pass To:Board of Supervisors From:Marla Stuart, Employment and Human Services Director Report Title:20-572-1 with STAND! For Families Free From Violence Renewal ☒Recommendation of the County Administrator ☐ Recommendation of Board Committee RECOMMENDATIONS: APPROVE and AUTHORIZE the Employment and Human Services Director, or designee, to execute a contract with STAND! For Families Free From Violence in an amount not to exceed $400,000 to provide services to prevent and intervene in interpersonal violence including facilitating the Lethality Assessment Program for the period of July 1, 2025 to June 30, 2027. FISCAL IMPACT: $400,000; 100% County; $200,000 of which is budgeted for FY 25-26, and $200,000 will be budgeted in FY 26 -27. BACKGROUND: The Employment and Human Services Department engaged in RFP 1205 solicitation in FY 24-25 in which STAND! For Families Free From Violence (STAND!) was selected to provide intervention and/or prevention services for survivors of interpersonal violence in Contra Costa County. Under this contract, STAND! has provided services to support safe and strong families by eliminating family violence. In addition to providing a complete spectrum of prevention, intervention, and treatment programs, STAND! partners with local residents, partners, and institutions, to stop domestic violence and child abuse. The initial contract was for the period July 1, 2024 to June 30, 2025, for an amount not to exceed $200,000, which did not require the approval of the Board of Supervisors. CONTRA COSTA COUNTY Printed on 8/19/2025Page 1 of 2 powered by Legistar™ File #:25-1966,Version:1 This renewal is for a two-year period of July 1, 2025 to June 30, 2027, for an amount not to exceed $400,000. This renewal will allow interpersonal violence prevention services to continue. CONSEQUENCE OF NEGATIVE ACTION: Should the proposed action not be approved by the Board of Supervisors, the County will not provide comprehensive services to intervene in interpersonal violence. CHILDREN’S IMPACT STATEMENT: This contract supports (3) three of Contra Costa County’s community outcomes of the “Children’s Report Card”: (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. CONTRA COSTA COUNTY Printed on 8/19/2025Page 2 of 2 powered by Legistar™ 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:125-1967 Name: Status:Type:Consent Item Passed File created:In control:4/17/2025 BOARD OF SUPERVISORS On agenda:Final action:5/20/2025 5/20/2025 Title:APPROVE and AUTHORIZE the Employment and Human Services Director, or designee, to execute a contract with Contra Costa Family Justice in an amount not to exceed $775,176 to provide services to prevent and intervene in interpersonal violence in Contra Costa County for the period July 1, 2025 through June 30, 2027. (100% County) Attachments: Action ByDate Action ResultVer.Tally approvedBOARD OF SUPERVISORS5/20/2025 1 Pass To:Board of Supervisors From:Marla Stuart, Employment and Human Services Director Report Title:20-571-1 Contra Costa Family Justice Alliance Renewal ☒Recommendation of the County Administrator ☐ Recommendation of Board Committee RECOMMENDATIONS: APPROVE and AUTHORIZE the Employment and Human Services Director, or designee, to execute a contract with Contra Costa Family Justice in an amount not to exceed $775,176 to provide services to prevent and intervene in interpersonal violence in Contra Costa County for the period July 1, 2025 through June 30, 2027. FISCAL IMPACT: $775,176; 100% County; $387,588 is budgeted for FY 25/26 and $387,588 will be budgeted for FY 26-27. BACKGROUND: On September 10, 2024, Contra Costa County Board of Supervisors approved Consent Item C.48 to execute a contract with the Family Justice Center (FJC) in an amount not to exceed $387,588 to provide services to intervene in and prevent interpersonal violence in Contra Costa County for the period July 1, 2024 through June 20, 2025. The FJC provides navigation services for survivors of violence as well as telehealth services to reduce barriers to healthcare for survivors of violence. FJC also provides workshops to educate attendees on issues around interpersonal violence. This contract renewal will allow for continued services to prevent and intervene in interpersonal violence in CONTRA COSTA COUNTY Printed on 8/19/2025Page 1 of 2 powered by Legistar™ File #:25-1967,Version:1 Contra Costa County for the period July 1, 2025 through June 30, 2027. CONSEQUENCE OF NEGATIVE ACTION: Should the proposed action not be approved by the Board of Supervisors, the County will not effectively intervene in, nor prevent interpersonal violence, nor will navigation services be provided to survivors of interpersonal violence. CHILDREN’S IMPACT STATEMENT: This contract supports three (3)of Contra Costa County’s community outcomes of the Children’s Report Card”; (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.” CONTRA COSTA COUNTY Printed on 8/19/2025Page 2 of 2 powered by Legistar™ 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:125-1968 Name: Status:Type:Consent Item Passed File created:In control:4/17/2025 BOARD OF SUPERVISORS On agenda:Final action:5/20/2025 5/20/2025 Title:APPROVE and AUTHORIZE the Employment and Human Services Director, or designee, to execute a contract with Bay Area Legal Aid in an amount not to exceed $321,188 to provide free civil legal services to low-income survivors of domestic violence, sexual assault and human trafficking, and to run Domestic Violence Restraining Order Clinics for the period July 1, 2025, to June 30, 2027. (100% County) Attachments: Action ByDate Action ResultVer.Tally approvedBOARD OF SUPERVISORS5/20/2025 1 Pass To:Board of Supervisors From:Marla Stuart, Employment and Human Services Director Report Title:20-573-1 Bay Area Legal Aid Renewal ☒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 renewal with Bay Area Legal Aid in an amount not to exceed $321,188 to provide free civil legal services to low-income survivors of domestic violence, sexual assault and human trafficking, and to run Domestic Violence Restraining Order Clinics for the period July 1, 2025, to June 30, 2027. FISCAL IMPACT: $321,188: 100% County; $160,594 of which is budgeted in FY 25/26 and $160,594 of which will be budgeted in FY 26/27. BACKGROUND: The Employment and Human Services Department engaged in RFP 1205 solicitation in FY 24-25 for the provision of interpersonal violence prevention and intervention services. Bay Area Legal Aid was selected to provide free civil legal services to low-income survivors of domestic violence, sexual assault and human trafficking, and hold Domestic Violence Restraining Order clinics in Contra Costa County. The initial contract was for the period July 1, 2024 to June 30, 2025, for an amount not to exceed $160,594, which did not require the approval of the Board of Supervisors. This renewal to continue services is for a two- year period of July 1, 2025 to June 30, 2027, for an amount not to exceed $321,188. CONTRA COSTA COUNTY Printed on 8/19/2025Page 1 of 2 powered by Legistar™ File #:25-1968,Version:1 CONSEQUENCE OF NEGATIVE ACTION: Should the proposed action not be approved by the Board of Supervisors, survivors of domestic violence, sexual assault, and human trafficking in Contra Costa County will not receive free civil legal services and no- cost assistance to self-represented litigants in preparing requests for domestic violence restraining orders. CHILDREN’S IMPACT STATEMENT: This contract supports (3) three of Contra Costa County’s community outcomes of the “Children’s Report Card”: (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. CONTRA COSTA COUNTY Printed on 8/19/2025Page 2 of 2 powered by Legistar™ 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:125-1969 Name: Status:Type:Consent Item Passed File created:In control:5/2/2025 BOARD OF SUPERVISORS On agenda:Final action:5/20/2025 5/20/2025 Title:APPROVE and AUTHORIZE the Purchasing Agent, or designee, to execute on behalf of the Interim Health Services Director, a purchase order with Computacenter United States Inc. in an amount not to exceed $1,734,448 for networking hardware and software for Contra Costa Regional Medical Center, health clinics, school sites, and branch offices. (100% Hospital Enterprise Fund I) Attachments: Action ByDate Action ResultVer.Tally approvedBOARD OF SUPERVISORS5/20/2025 1 Pass To:Board of Supervisors From:Dr. Ori Tzvieli, Interim Health Services Director Report Title:Purchase Order with Computacenter United States 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 Interim Health Services Director, a purchase order with Computacenter United States Inc. in an amount not to exceed $1,734,448 for networking hardware and software for Contra Costa Regional Medical Center (CCRMC), health clinics, school sites, and branch offices. FISCAL IMPACT: Approval of this action will result in a one-time expenditure of up to $1,734,448 and will be funded by Hospital Enterprise Fund I revenues. BACKGROUND: Every 5-6 years, the Contra Costa Health (CCH) network team needs to refresh the network equipment to keep up with the latest technology and security trends. After approximately 6 years, vendor support ends for network devices, and the hardware and software are no longer maintained by the vendor. In addition, technical support will no longer respond to support calls to troubleshoot failures on the devices. CCH has approximately 500-600 devices that need to be refreshed. The CCH network team has decided to break down purchases to 150-200 devices a year to allow for adequate resources to be available to deploy the equipment. A Request for Proposal (RFP) was conducted to solicit bids for the networking hardware and software. After a thorough evaluation Computacenter United States Inc. was selected as the preferred vendor under BID #CCC2024-HSD-3 on January 14, 2025. The products and services being purchased, include vendor technical support and warranty services for any CONTRA COSTA COUNTY Printed on 8/19/2025Page 1 of 2 powered by Legistar™ File #:25-1969,Version:1 faulty hardware and are governed by the Master Products and Services Agreement, dated November 14, 2023, between Computacenter United States Inc. and Contra Costa County, as amended, and the Letter Agreement, dated December 15, 2024, between Cisco Systems, Inc. and Contra Costa County which have been previously approved by the Board of Supervisors. CONSEQUENCE OF NEGATIVE ACTION: Failure to approve this action will cause delay in other projects which include wireless access point deployment, medical equipment installs, and new site tune ups. CONTRA COSTA COUNTY Printed on 8/19/2025Page 2 of 2 powered by Legistar™ 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:125-1970 Name: Status:Type:Consent Item Passed File created:In control:5/2/2025 BOARD OF SUPERVISORS On agenda:Final action:5/20/2025 5/20/2025 Title:APPROVE and AUTHORIZE the Purchasing Agent, or designee, to execute on behalf of the Interim Health Services Director, a purchase order with Cardinal Health 200, LLC in amount not to exceed $532,000 for the purchase of reagents, blood culture bottles, and other products as needed for Contra Costa Regional Medical Center for the period of July 1, 2025 through January 31, 2027. (100% Hospital Enterprise Fund I) Attachments: Action ByDate Action ResultVer.Tally approvedBOARD OF SUPERVISORS5/20/2025 1 Pass To:Board of Supervisors From:Dr. Ori Tzvieli, Interim Health Services Director Report Title:Purchase Order with Cardinal Health 200, 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 Interim Health Services Director, a purchase order with Cardinal Health 200, LLC in amount not to exceed $532,000 for the purchase of reagents, blood culture bottles, and other products as needed for Contra Costa Regional Medical Center (CCRMC) for the period of July 1, 2025 through January 31, 2027. FISCAL IMPACT: Approval of this action will result in expenditures of up to $532,000 and will be funded by Hospital Enterprise Fund I revenues. BACKGROUND: Cardinal Health 200, LLC is a subsidiary of Cardinal Health, Inc., a global healthcare services and products company. Cardinal Health, LLC is a large American multinational healthcare services and products company. It provides pharmaceuticals, medical products, and services to healthcare systems, hospitals, pharmacies, and clinics globally. Cardinal Health provides a wide range of products relevant to diagnostics, including blood culture bottles, pregnancy test kits, and reagents for various testing platforms. On November 12, 2024, the Board of Supervisors approved agenda item C.67 to amend purchase order #28102 with Cardinal Health 200, LLC to increase the payment limit in the amount of $171,000 to a new limit of $356,000 with no change to the original term of October 1, 2023, through June 30, 2025. On January 14, 2025, the Board of Supervisors approved agenda item C.75 to amend purchase order #28102 with Cardinal Health 110, LLC to increase the payment limit in the amount of $133,000 to a new limit of CONTRA COSTA COUNTY Printed on 8/19/2025Page 1 of 2 powered by Legistar™ File #:25-1970,Version:1 $489,000 with no change to the original term ending June 30, 2025. Cardinal Health offers comprehensive blood culture collection kits, rapid pregnancy test kits for early detection with fast results, and reagents and calibration sets for diagnostic assays, including cardiac markers and multi- analyte tests. CCRMC has been utilizing Cardinal Health as a primary supplier for its medical supplies. To ensure continued support for patient care, it is necessary to allocate additional funds to cover the rising supply costs with monthly expenditures amounting to approximately $28,000. Cardinal Health 200, LLC is a member of the Vizient Group Purchasing Organization (GPO), which means that CCRMC will now receive substantial rebates. This will further solidify our shared dedication to delivering high -quality, cost-effective healthcare solutions. CONSEQUENCE OF NEGATIVE ACTION: If this action is not approved CCRMC may face delays or shortages in obtaining essential supplies and could lead to interruptions in testing services, which are vital for patient care. CONTRA COSTA COUNTY Printed on 8/19/2025Page 2 of 2 powered by Legistar™ 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:125-1971 Name: Status:Type:Consent Item Passed File created:In control:5/8/2025 BOARD OF SUPERVISORS On agenda:Final action:5/20/2025 5/20/2025 Title:APPROVE and AUTHORIZE the Interim Health Services Director, or designee, to execute a contract with Dajenya S. Kafele, LCSW, in an amount not to exceed $450,000 to provide telehealth behavioral health therapy services for Contra Costa Health Plan members and County recipients for the period June 1, 2025 through May 31, 2028. (100% Contra Costa Health Plan Enterprise Fund II) Attachments: Action ByDate Action ResultVer.Tally approvedBOARD OF SUPERVISORS5/20/2025 1 Pass To:Board of Supervisors From:Dr. Ori Tzvieli, Interim Health Services Director Report Title:Contract #77-777 with Dajenya S. Kafele, LCSW ☒Recommendation of the County Administrator ☐ Recommendation of Board Committee RECOMMENDATIONS: APPROVE and AUTHORIZE the Interim Health Services Director,or designee,to execute on behalf of the County Contract #77-777 with Dajenya S.Kafele,LCSW,sole proprietor,in an amount not to exceed $450,000,to provide telehealth behavioral health therapy services for Contra Costa Health Plan (CCHP) members and County recipients for the period June 1, 2025 through May 31, 2028. FISCAL IMPACT: Approval of this Contract will result in contractual service expenditures of up to $450,000 over a three-year period and will be funded 100% by CCHP Enterprise Fund II revenues. BACKGROUND: CCHP has an obligation to provide certain telehealth behavioral health therapy services for its members under the terms of their Individual and Group Health Plan membership contracts with the County.This Contractor will be part of the CCHP Provider Network providing these services and fostering a deep understanding of the CCHP organizations, mission, values, and long-term objectives starting June 1, 2025. 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 will cooperate with and participate in CCHP’s Quality Management Program which consists of quality improvement activities to improve the quality of care and services and member experience.Cooperation includes collection and evaluation of performance measurement data and participation in the organization’s clinical and service measure Quality Improvement Programs.These contracted services were determined to be exempt from Administrative Bulletin 600.3 solicitation requirements CONTRA COSTA COUNTY Printed on 8/19/2025Page 1 of 2 powered by Legistar™ File #:25-1971,Version:1 by the Public Works Department’s Purchasing Division. Approval of new Contract #77-777 will allow the Contractor to provide telehealth behavioral therapy health services for CCHP members and County recipients through May 31, 2028. CONSEQUENCE OF NEGATIVE ACTION: If this Contract is not approved certain specialized behavioral health therapy 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 8/19/2025Page 2 of 2 powered by Legistar™ 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:125-1972 Name: Status:Type:Consent Item Passed File created:In control:5/8/2025 BOARD OF SUPERVISORS On agenda:Final action:5/20/2025 5/20/2025 Title:APPROVE and AUTHORIZE the Purchasing Agent, or designee, to execute on behalf of the Interim Health Services Director, a purchase order with Remote Satellite Systems International Inc. in an amount not to exceed $8,000 for satellite phones and voice service, and the related agreement for the rental and use of equipment for the period July 1, 2025 through June 30, 2026. (100% Public Health Emergency Planning Unit Funds) Attachments:1. Remote Satellite Systems International Inc. - Terms and Conditions Action ByDate Action ResultVer.Tally approvedBOARD OF SUPERVISORS5/20/2025 1 Pass To:Board of Supervisors From:Dr. Ori Tzvieli, Interim Health Services Director Report Title:Purchase Order with Remote Satellite Systems International 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 Interim Health Services Director, a purchase order with Remote Satellite Systems International Inc. in an amount not to exceed $8,000 for satellite phones and voice service; and the Remote Satellite Systems International Inc. Terms and Conditions of Purchase or Rental and Use of Equipment and Communications and Other Services for the period from July 1, 2025 through June 30, 2026. FISCAL IMPACT: Approval of this action will result in expenditures of up to $8,000 and will be funded by Public Health Emergency Planning Unit Funds (5752). BACKGROUND: The Contra Costa County Health Emergency Response Unit utilizes the Remote Satellite Systems International Inc. Information Sharing Assessment Tool (ISAT) economy plan to ensure satellite coverage during emergency response operations. This plan provides high-quality voice service with reliable connectivity, minimizing dropped calls. The annual subscription covers seven satellite phones, each priced at $67.00 per month, including 10 voice minutes per device. Additional usage beyond the allotted minutes is subject to overage fees, which will be charged as they occur. On April 9, 2024, the Board of Superviors approved item C.79 to execute a purchase order with Remote Satellite Systems International Inc. in an amount not to exceed $6,000, and related agreement for the rental and use of equipment for the period of July 1, 2024 through June 30, 2025. CONTRA COSTA COUNTY Printed on 8/19/2025Page 1 of 2 powered by Legistar™ File #:25-1972,Version:1 The terms and conditions obligate the County to indemnify Remote Satellite Systems International Inc. for any third-party claims resulting from the County's use of the service in violation of the agreement. The terms exclude Remote Satellite Systems International Inc. from liability for any loss or damage relating to the equipment. CONSEQUENCE OF NEGATIVE ACTION: If this action is not approved, the Health Emergency Response Unit will lose satellite coverage, limiting communication in remote areas with poor cell service and potentially delaying emergency response efforts. CONTRA COSTA COUNTY Printed on 8/19/2025Page 2 of 2 powered by Legistar™ These Terms and Conditions (collectively, the “Agreement”) set forth the terms and conditions which will apply to and govern the purchase or rental of equipment and/or communications, integration, training, support and/or other services from Remote Satellite Systems International, Inc. ("RSS") and/or equipment and/or satellite network service provider(s) for which RSS is a dealer and the provision and use of the same. By manual or electronic execution of this Agreement or a quote or order form referencing this Agreement or acceptance or use of any such equipment or services by you or your Representative (as such terms are defined below), you confirm that your authorized Representative has read, and you have accepted and agree to be bound by all of the terms and conditions set forth in this Agreement. You agree as follows: 1. Definitions. As used in this Agreement: (i) The terms “we”, “our”, “us” and "RSS" mean, collectively, Remote Satellite Systems International, Inc. and its subsidiaries and divisions from time to time. (ii) The term “you”, “your” or “Customer” means the person or entity which is agreeing to this Agreement and/or purchasing or renting and/or accepting or using any Equipment or Service. (iii) The term “Authority” means any government agency or instrumentality or regulator. (iv) The term “Equipment” means any and all satellite telephones, modems and other hardware or equipment that we or any manufacturer or Network Provider for which we act as a dealer may provide to you or a Representative from time to time, including any software or firmware provided or used in connection therewith. (v) The terms “including” or “includes” are intended to identify some, but not all, examples relevant to the subject matter and, therefore, should be read as “including, but not limited to” or “includes, but not limited to;”. (vi) The term “Network” means a satellite communications network(s), the services of which or access to which is provided to you or a Representative, which may include Globalstar, Iridium, Inmarsat, MSAT, Thuraya, PanAmSat and others. (vii) The term “Network Provider” means a sponsor or provider of Network Services. (viii) The term “Network Services” means any voice, data, sound, video or other communications or other services whatsoever that may be provided to you or a Representative or access to which may be provided to you or a Representative by, through or in connection with a Network. (viii) The term “Network Terminal(s)” means collectively, any satellite telephone, modem or other Equipment that is used to access or use a Network or Network Services. (ix) The term “RSS Parties” means collectively, RSS, our officers, directors, control persons, employees and agents. (x) The term “RSS Services” means any Services that are provided for a fee directly by RSS and not directly or indirectly by a Source. (xi) The term "Representative" means individually, and the term "Representatives" means collectively, any and all of your officers, directors and employees and any person(s) and/or entity(ies) which is(are) authorized to act on your behalf, and the officers, directors and employees of such person(s) and/or entity(ies). (xii) The term "Service" means individually, and the term "Services" means collectively, any and all Network Services, RSS Services and other services whatsoever that were, are or will be from time to time provided by us or any Source to you or a Representative, or access or use of which was, is or will be from time to time directly or indirectly provided to you or a Representative, including any and all (A) rental of Equipment, (B) Network Services, (C) video, audio and image encoding and communication; (D) consultation, training, integration, support and maintenance, and (C) other application, software, system, tool, internet capability, site or service, hardware, device, content or communications facility and other services whatsoever. (xiii) The term "Source" means individually, and the term “Source(s)” means collectively, the Network Providers, the manufacturers, distributors and dealers of the Equipment and the direct and indirect third party licensors, vendors, service providers, subcontractors and sources of any of the same or any of the Services. (xvi) the term “Taxes” means any and all taxes, surcharges, tariffs and similar charges assessed by any Authority, including Universal Service Fund contributions assessed by the U.S. Federal Communications Commission. 2. Customer Representations. The individual entering into this Agreement represents and warrants that either: (i) (s)he is entering into this Agreement as principal and is the Customer; or (ii) if (s)he is not the Customer, that (s)he has the express authority to enter into this Agreement on behalf of and to bind the Customer to its terms. If the Customer breaches this latter representation, the individual entering into this Agreement acknowledges and agrees that (s)he will be responsible for all obligations of the Customer. 3. Responsibility of RSS & Disclaimers. TO THE EXTENT PERMITTED BY APPLICABLE LAW AND SUBJECT TO OUR EXPRESS OBLIGATIONS IN THIS SECTION AND THE OBLIGATIONS OF ANY SOURCE UNDER ANY EXPRESS WARRANTY ISSUED BY SUCH SOURCE, NONE OF RSS, THE NETWORK PROVIDERS AND THE OTHER SOURCES PROVIDE ANY GUARANTIES OR WARRANTIES WHATSOEVER, EITHER EXPRESS OR IMPLIED, INCLUDING ANY AND ALL IMPLIED WARRANTIES OF MERCHANTABILITY OR FITNESS FOR A PARTICULAR PURPOSE, OR ANY WARRANTY OF QUALITY, ACCURACY, TITLE, NON-INFRINGEMENT, TIMELINESS, CURRENCY, ABSENCE OF VIRUSES OR DAMAGING OR DISABLING CODE, ANY WARRANTIES OR REPRESENTATIONS THAT ANY EQUIPMENT, NETWORKS AND SERVICES, OR ACCESS TO ANY PORTION OF IT WILL BE (I) UNINTERRUPTED OR ERROR-FREE, OR (II) THAT DEFECTS IN SUCH EQUIPMENT, NETWORKS AND SERVICES WILL BE CORRECTABLE OR CORRECTED, OR OTHER ATTRIBUTES, WHETHER EXPRESS OR IMPLIED (IN LAW OR IN FACT), ORAL OR WRITTEN, OR FROM A COURSE OF DEALING OR USAGE OF TRADE, REGARDING ANY NETWORK, NETWORK SERVICE, EQUIPMENT, OTHER SERVICE PROVIDED BY A SOURCE OR INFORMATION REGARDING THE SAME; PROVIDED, HOWEVER, THAT TO THE EXTENT TIMELY REQUESTED BY YOU, PERMITTED AND REASONABLY PRACTICAL, RSS WILL PASS ON ANY APPLICABLE WARRANTIES PROVIDED TO RSS BY THE APPLICABLE SOURCE. ALTHOUGH AS PART OF ITS CUSTOMER SERVICE, RSS GENERALLY ENDEAVORS TO PROVIDE REASONABLE ASSISTANCE IN Terms and Conditions of Purchase or Rental and Use of Equipment and Communications and Other Services 1455 N Dutton Ave. Suite A Santa Rosa, CA 95401 Phone (707) 545RSS8199 Fax (707) 546-51-8198 e-mail: sales@remotesatellite.com WEB: http://www.remotesatellite.com General Terms and Conditions – Revised for Contra Costa County Page 2 of 5 RESOLVING ANY SIGNIFICANT DEFECTS, FAILURES, INTERRUPTION OR OTHER PROBLEMS (AN “ISSUE”) OF WHICH IT RECEIVES TIMELY NOTICE WITH SUFFICIENT DETAIL OR OBTAINING AVAILABLE WARRANTY SERVICE FROM THE APPLICABLE EQUIPMENT SOURCE, RSS ASSUMES NO RESPONSIBILITY FOR RESOLVING ANY ISSUE OR THE AVAILABILITY OR EFFICACY OF ANY SUCH WARRANTY SERVICE OR ASSISTANCE. NEITHER WE NOR ANY SOURCE HAS ANY RESPONSIBILITY TO INFORM YOU OF ANY DIFFICULTIES WE OR OTHER THIRD PARTIES EXPERIENCE CONCERNING USE OF EQUIPMENT, NETWORKS AND SERVICES OR TO TAKE ANY ACTION IN CONNECTION WITH THOSE DIFFICULTIES. TO THE EXTENT THAT RSS PROVIDES ANY RSS SERVICES, RSS WILL USE REASONABLE EFFORTS TO PROVIDE SUCH SERVICE IN A WORKMANLIKE MANNER, BUT RSS MAKES NO REPRESENTATIONS OR WARRANTIES WHATSOEVER, EITHER EXPRESS OR IMPLIED, REGARDING THE EFFECTIVENESS OR RESULTS OF ANY RSS SERVICES OR THAT ANY RSS SERVICES WILL BE FREE OF ANY ISSUE. YOUR SOLE REMEDY FOR ANY FAILURE BY RSS TO PROVIDE ANY RSS SERVICES IN ACCORDANCE WITH THE WARRANTY IN THE IMMEDIATELY PRECEDING SENTENCE IS TO REQUEST WITHIN 30 DAYS OF SUCH FAILURE A PRO-RATA REFUND OF ANY FEES CHARGED AND PAID FOR THE RSS SERVICES WHICH WERE SUBJECT TO SUCH FAILURE AND HAD AN ISSUE THAT MATERIALLY AND ADVERSELY AFFECTED THE USEFULNESS TO YOU OF SUCH RSS SERVICES. THE LIMITED WARRANTY IN THIS AGREEMENT GIVES YOU SPECIFIC LEGAL RIGHTS. YOU MAY HAVE OTHER RIGHTS WHICH VARY FROM STATE/JURISDICTION TO STATE/JURISDICTION. ANY IMPLIED WARRANTIES THAT CAN NOT BE EXCLUDED ARE LIMITED TO 90 DAYS OR THE SHORTEST PERIOD PERMITTED BY APPLICABLE LAW, WHICHEVER IS GREATER. 4. Right to Reject Orders & Sales. We reserve the right to limit or reject orders or to terminate any Services at any point, without explanation, such termination to be effective immediately. 5. Transmission and Capacity Limitations. You understand and acknowledge that satellite communications service is provided subject to the availability of capacity on the applicable Network which is limited by the space technology involved and availability of assigned radio spectrum and the applicable satellite footprint. Satellite communications service may become unavailable or limited because of capacity limitations or emergency preemption by governmental authorities who have jurisdiction over the Network, and may be interrupted or curtailed by modifications, upgrades, repairs, and similar activities of the Network Provider. Each Network Provider has reserved the right to allocate satellite capacity among all uses of the Network. Satellite communications service is subject to transmission and reception limitations caused by: (1) the user’s location, including topographical conditions, whether man-made or natural, that obstruct the line of transmission between the user and the Network satellites; (2) the condition of the Network’s equipment; (3) the condition of your Network Terminal; (4) acts of God, (5) weather conditions, atmospheric conditions (i.e., space debris, solar flares, and other atmospheric anomalies or disturbances), magnetic interference, environmental and other like conditions. In particular, due to the technical nature of data setups and the inherent sophistication of data transmission through a variety of operating systems, RSS makes no representation as to the success of data transmission or calls through any Network. Customer agrees that all data transmission or calls attempts regardless of ultimate successful transmission and termination will be paid for and no credits will be given in the event of dispute of this nature. Along with potential incorrect use (i.e.: next to a building/obstruction), the Globalstar and Iridium systems (consisting of low earth orbiting satellite constellations) have inherent flaws and anomalies that can create dropped calls of either voice or data nature. Dropped calls will not be credited. 6. Satellite Network Service Only. You understand and acknowledge that the Network Providers do not provide terrestrial, cellular or PCS service or any service other than satellite communications service. In the event that you elect to utilize any service in conjunction with Network Services, you understand and acknowledge that neither RSS nor any Network Provider is responsible for, and neither warrants nor represents the quality or availability of, such service and expressly disclaims any warranty regarding the interoperability of such service with satellite communications service. 7. Privacy Limitations. You understand that because Network Services involve radio technology, voice and data communications transmitted over the Network may not be completely private. You understand that calls to emergency referral services, such as "911," are typically recorded and consents to the recording of such calls. Also, you consent to the Network Provider’s monitoring and recording your calls to the Network Provider in order to ensure the quality of Network Services. 8. Abuse and Fraudulent Use. You are responsible for taking care of the Equipment and ensuring that it is used responsibly. Network Service may not be used (1) to make foul or profane expressions, to impersonate another person with fraudulent or malicious intent, or to call another person so frequently or at such times of the day or in any manner so as to annoy, abuse, threaten or harass, or (2) for any purpose in violation of law, or (3) in any manner which interferes unreasonably with the use of satellite communications service by any other customer or with RSS’s reasonable ability to provide service to others. If you fails to adhere to these rules of satellite communications service, RSS may terminate this Agreement in accordance with Section 21 below. 9. Regulatory Authority Affecting this Agreement. You agree that RSS may amend this Agreement upon written notice to you to comply with FCC or other U.S. or foreign Authority requirements or other reasons, and such amendment(s) does not constitute a repudiation or breach of this Agreement. You agree to abide by such amended terms and requirements. 10. Telephone Numbers/Fax Numbers/Fax Email. A telephone number may not be used in more than one Network Terminal. You have no property right or other continuing right in any assigned telephone/fax number or email address, and none can be acquired by usage or otherwise. RSS reserves the right to assign, designate, or change any such telephone/fax numbers or email address when reasonably necessary in the conduct of its business. RSS may reassign the telephone/fax numbers or email address formerly held by you immediately upon the deactivation of your Network Terminal. or Fax Services. 11. Designation of Authorized User(s). You may notify RSS at any time of your designation of authorized user(s) on your account. By so doing, you give RSS permission (1) to provide account information and services directly to such user(s) to the extent such information and services would otherwise be available to you, and (2) to make changes to your account as such user(s) may request from time to 1455 N Dutton Ave. Suite A Santa Rosa, CA 95401 Phone (707) 545RSS8199 Fax (707) 546-51-8198 e-mail: sales@remotesatellite.com WEB: http://www.remotesatellite.com General Terms and Conditions – Revised for Contra Costa County Page 3 of 5 time. You agree to accept financial responsibility for all decisions and changes made by such user(s) relating to your account. You may remove an authorized user(s) from the account at any time by notifying RSS in writing. 12. Network Terminal Loss or Theft; Return of Rentals. In the event your Network Terminal is lost, stolen, or otherwise absent from the your possession or control or used by an unauthorized person, you shall be liable for all usage and toll, long distance and roaming charges originating from your telephone number until the loss, theft or other occurrence is reported to RSS and RSS is able to terminate the Network Service of such number. You shall provide a police report of such loss or theft upon RSS’s request. Thereafter, you shall not use the telephone number assigned to your Network Terminal until you give RSS notice that such Network Terminal is in the your possession and you request restoration of the ability to use such telephone number. Such restoration may be subject to a charge. Monthly charges shall continue until Network Services are terminated. If you fail to timely return any rental Equipment, RSS may charge you for the full replacement cost of the Equipment, so well as all applicable charges for Services for so long as provided or used in connection therewith. 13. Responsibility for Usage and Charges and Payment. You are responsible for the timely payment of all charges and fees for all Services furnished to you, including all (a) activation, monthly service, service usage fees, (b) air time and other Network Services charges, including all toll, long distance and roaming charges, that are identified by our or the applicable Source’s systems as originated from or connected with Network Terminals (i) sold or rented to you or your Representative or (ii) which you or your Representative have indicated is used by you or your Representative, (c) other fees and charges for Services we provide you or a Representative at your or any such Representative’s request, and (d) Taxes related to any of the foregoing, in each case in clause (a), (b), (c) or (d) above, without any deduction, withholding or offset of any kind. You further agree and acknowledge that the records generated by our or the applicable Source’s systems of such access or use will be presumed to be accurate records of such access or use and charges in connection therewith. 14. Payment Terms & Invoices. RSS generally will invoice you monthly. You shall pay the full amount within thirty (30) days of the date of the invoice and in accordance to the instructions on the billing statement or invoice. You may pay your bill by direct debit, credit card or by mailing a check or money order to the remittance address set forth in the invoice sent to you. Payment must be made in U.S. Dollars. Your requests for direct billing are subject to credit approval and may be subject to required deposits and/or direct payment by credit card or a guarantee authorized against a valid accepted credit card. If we do not receive or are charged back for payment, we may suspend any Service until outstanding charges are paid in full. If you have problems with or questions regarding information contained in any invoice or billing statement we send to you, you must notify us in writing immediately. Absent such notice, we will have the right to assume that you have received all billing statements and invoices sent to you and all information therein is correct. 15. Credit Cards. Foreign credit cards will be accepted only after a complete verification has been done with the issuing bank. The issuing bank must contact the credit card holder and confirm the authorization for the charge to be approved. Verification of foreign credit cards may delay order processing for up to 72 hours. All deposits will still apply. RSS reserves the right to decline any credit card transaction. You shall inform us of any changes to your credit card details. 16. Taxes. The rates, charges and prices for Services and the sale or rental of Equipment are exclusive of applicable Taxes. You will be solely responsible for and you shall pay all Taxes arising from the provision of Services and the sale or rental of Equipment, excluding any taxes or other charges based on RSS’s net income, but not excluding taxes or other charges based on RSS revenues. You must provide RSS with all applicable tax or Universal Service Fund exemption certificates, and RSS will use reasonable efforts to work with you to obtain applicable tax exemptions to the extent consistent with applicable law. In the absence of applicable exemption certificates, RSS may invoice you and you shall pay 100% of all Taxes that are payable by RSS. 17. Credit Information & Approval & Deposits. Sales and rentals of Equipment and provision of Services are subject to RSS credit approval. RSS requires the establishment of credit or the ability to pay invoices according to the established terms. You authorize RSS to obtain credit information concerning you from trade references and credit reporting agencies and such other sources as RSS deems necessary to augment credit information supplied by you. Based on such credit information, and other factors RSS deems relevant to your creditworthiness, including your payment history and/or usage patterns, RSS may require you to make a deposit as a payment guarantee. Deposits may also be required for Non-US citizens. RSS may, in its sole discretion, provide Service to you prior to a credit review without waiving its right to require a deposit from you, and RSS may discontinue any or all Service if you do not remit a deposit. Deposits may be subject to increase or reduction as RSS deems necessary in its sole discretion to ensure timely payment of invoices. Such deposit shall not accrue interest unless required by law. Customers will generally be advised prior to service activation if a deposit is required. Deposits will be refunded at Service termination, or when RSS in its discretion determines that the Customer has establish good credit history. If RSS refunds the deposit to you, the refund will generally be sent to you by first class U.S. mail to your last address according to RSS’s records. 18. Late or Deficient Payments; Failures to Make Payments; Credit Limits. Payments received after the due date on the bill may incur late payment charges on all amounts past due in the amount of 1.5% per month (18% per annum) or the maximum rate allowed by law, whichever is lower. If payment is returned or rejected by a bank or other financial institution for any reason (e.g., non-sufficient funds, overdrawn account for direct debit, over the credit limit, expired date on credit card), then you shall pay a $25 return or rejection charge (or such other fee then being charged by RSS). Moreover, RSS reserves the right to (i) decommission or suspend your and your Representatives’ Network Terminals for non-payment, and/or (ii) charge a $75.00 fee per Network Terminal for reactivation of the suspended Network Terminals. RSS may refer your account, 1455 N Dutton Ave. Suite A Santa Rosa, CA 95401 Phone (707) 545RSS8199 Fax (707) 546-51-8198 e-mail: sales@remotesatellite.com WEB: http://www.remotesatellite.com General Terms and Conditions – Revised for Contra Costa County Page 4 of 5 if past due, to attorneys and/or collection agencies for further action. RSS reserves the right to interrupt the provision of any Service at any time without notice and to require accelerated interim payments in the event that (1) RSS deems your usage unusual or excessive in relation to your security deposit, credit limit and/or normal usage patterns, or (2) your payment is returned or rejected as described above. 19. Sales & Rentals Are Final. All sales and rentals of Equipment and Services orders by you or a Representative that are accepted by us are final and irrevocable. 20. Modifying Services. We and/or the Source(s), at any time (i) with or without notice, may modify any aspect the Services, any capability accessible through any of the Services, and (ii) upon written notice to you, may modify any applicable charges or fees. In addition, we may from time to time modify this Agreement as may be necessary to accommodate changes to the Applicable Laws, the requirements of any Sources or as we determine is necessary to avoid inappropriate risk. You may change your pricing plan to a higher bundle free of charge. Moving to a lower pricing plan with fewer included minutes will incur a fee of $50.00 and will renew the twelve month contract period. 21. Terminations. Early terminations during the first year of Network Service for Globalstar are subject to a $250.00 cancellation fee per Network Terminal. You may renew for successive one (1) year service periods at the same terms and conditions contained herein. Early terminations during the 12 months of service for MSAT are subject to a $300.00 cancellation fee per Network Terminal. After the end of the initial 12 month term the rates and charges for the Service are subject to change upon thirty (30) days' written notice to Customer. For Inmarsat, Iridium and Thuraya services, RSS reserves the right to charge a $250.00 fee for early termination of service. Notice of termination should be made in writing to RSS at the address set forth in this Agreement or such other address of which we give you notice. Termination notice will be sent no less than thirty (30) days prior to the expiration of any term of this Agreement. RSS reserves the right to terminate any Services at any time. The terms and provisions of this Agreement shall survive the termination or expiration of any service agreement, rental period and the provision of Services. 22. Compliance with Applicable Laws. You hereby assume full responsibility for, and shall ensure, compliance with any and all requirements and restrictions of Applicable Laws whatsoever, that may apply to (i) export of any Equipment outside the United States or Canada, or (ii) use of any of the Services outside the United States or Canada and (iii) any communication to or from you or any other person who accesses any of the Services. If you wish to operate a Network Terminal while in a foreign territory, you assume responsibility for obtaining any and all licenses, consents or approvals that may be required to operate within that territory. The Network Providers do not guarantee any authority to communicate with their networks other than those allowing trans-border operations of their equipment. 23. Limits of Liability. YOU ASSUME THE ENTIRE RISK OF AND AGREE TO RELEASE AND DISCHARGE RSS PARTIES AND THE APPLICABLE SOURCE(S) FROM ANY AND ALL RESPONSIBILITY AND LIABILITY FOR ANY LOSS, COST, CLAIM OR DAMAGE (INCLUDING DIRECT, INDIRECT OR CONSEQUENTIAL DAMAGES OR LOST PROFITS) ARISING OUT OF OR OTHERWISE RELATING TO YOUR ACCESS TO ANY OF THE EQUIPMENT, NETWORKS AND SERVICES, OR ANY USE OF ANY OF EQUIPMENT, NETWORKS AND SERVICES OR ANY MALFUNCTION, DELAY, INTERRUPTION, OMISSION OR FAILURE OF ANY OF EQUIPMENT, NETWORKS AND SERVICES, EVEN IF WE OR THE APPLICABLE SOURCE HAS BEEN ADVISED OF THE POSSIBILITY OF SUCH LOSSES OR DAMAGES. YOU UNDERSTAND AND AGREE THAT THE FOREGOING DISCLAIMERS AND LIMITATIONS AND THE INDEMNITY IN SECTION 25 ALLOCATE THE RISKS BETWEEN US AND YOU AS AUTHORIZED BY APPLICABLE LAWS. THE FEES CHARGED BY US REFLECT AND ARE SET IN RELIANCE UPON THIS ALLOCATION OF RISK AND THE EXCLUSION OF DAMAGES SET FORTH IN THIS AGREEMENT. SOME STATES/JURISDICTIONS DO NOT ALLOW THE EXCLUSION OR LIMITATION OF INCIDENTAL OR CONSEQUENTIAL DAMAGES, SO THE ABOVE LIMITATION OR EXCLUSION MAY NOT APPLY TO YOU. MOREOVER, THESE LIMITATIONS DO NOT APPLY TO ANY LIABILITIES TO THE EXTENT THAT THEY CAN NOT BE EXCLUDED OR LIMITED BY APPLICABLE LAW. 24. Force Majeure. Notwithstanding anything else in this Agreement, RSS will not be liable to you or anyone else for any failure or Issue regarding any Service or Equipment due to causes beyond RSS’ reasonable control (“Force Majeure”), including acts of God, fire, explosion, vandalism, cable cut, storm or other catastrophes, national emergency, insurrections, terrorism, war, equipment failure or problems, satellite or other Network failure or problems, acts or omissions of any Source, riots, direction, action or request of any government or authority or instrumentality thereof. RSS’ obligation to perform will be suspended for the duration of a period of Force Majeure, but Force Majeure does not suspend in any way payment obligations under this Agreement. 25. Indemnification Obligations. YOU AGREE TO INDEMNIFY AND HOLD ALL RSS PARTIES HARMLESS AGAINST ANY AND ALL COSTS, EXPENSES, LOSSES, LIABILITIES, OBLIGATIONS, DAMAGES, PENALTIES, TO WHICH ANY SUCH RSS PARTIES MAY BECOME SUBJECT, INCLUDING REASONABLE LEGAL AND OTHER PROFESSIONAL FEES INCURRED IN DEFENDING OR APPEALING PENDING CLAIMS, ACTIONS, SUITS, PROCEEDINGS, AND AMOUNTS AWARDED THEREUNDER (ALL OF THE FOREGOING COLLECTIVELY, "EXPENSES"), ARISING OUT OF OR RELATING TO ANY BREACH OF THIS AGREEMENT OR FAILURE BY YOU TO CARRY OUT ANY OBLIGATION OR RESPONSIBILITY HEREUNDER, EXCEPT TO THE EXTENT A COURT OF APPLICABLE JURISDICTION FINDS THAT SUCH EXPENSES RESULTED FROM THE APPLICABLE INDEMNIFIED PARTY'S GROSS NEGLIGENCE OR WILLFUL MISCONDUCT. 26. Consent to Monitoring Use. You consent to the monitoring of your use of the Equipment and the Services by us and the Network Providers and use of information complied based on such use for purposes of enabling us and or Network Providers to maintain, operate provide and/or improve the Network and the Services you use and or calculate fees and charges. In addition, we may disclose such information to the extent that we determine in good faith to be required by any applicable laws or order or enforcement of our rights or the defense of claims. 27. Electronic Documents. You consent to the delivery of billing statements or invoices, any other communication or agreement and any agreements or changes in the terms and conditions of any Services, by e-mail, Web site or other 1455 N Dutton Ave. Suite A Santa Rosa, CA 95401 Phone (707) 545RSS8199 Fax (707) 546-51-8198 e-mail: sales@remotesatellite.com WEB: http://www.remotesatellite.com General Terms and Conditions – Revised for Contra Costa County Page 5 of 5 electronic means, subject to compliance with any applicable laws, rules or regulations. Any such documents that are delivered to you electronically are deemed to be “in writing.” If your signature, agreement, consent or acknowledgment is required or requested with respect to any such document or otherwise by any Services and such signature, agreement, consent or acknowledgment is communicated electronically (by a “click” in the appropriate space or such other action as may be indicated on the Services), you will be deemed to have signed or acknowledged the document to the same extent and with the same effect as if you had signed the document manually. You acknowledge your understanding that you have the right to withdraw your consent to the electronic delivery and signature of documents at any time by providing prior written notice to us. However, if you revoke your consent, your access to or use of the Services may be restricted or terminated. 28. Cumulative Rights and Remedies; Survival. Our rights and remedies and your obligations in this Agreement are cumulative and are in addition to our rights and remedies and your obligations under law or any agreement between you and any Source(s), as any of the same may be amended or supplemented from time to time. This Agreement shall be binding upon you and your respective successors and assigns and inure to the benefit of RSS Parties, the Source(s) and their respective successors and assigns. This Agreement is irrevocable and shall survive the termination of any such Agreement, use of the Services, and your account with us. 29. Agreement Modifications; Headings. This Agreement may be modified or waived only by a written instrument duly executed by one of our executive officers. Any failure by us at any time to enforce performance by you of any provision of this Agreement shall in no way affect our rights thereafter to enforce the same, nor shall the waiver by us of any breach of any provision hereof be deemed to be a waiver by us of any other breach of the same or any other provision hereof. Any and all headings in the text of this Agreement are solely for convenience or reference and do not constitute a part of this Agreement, nor do they affect the meaning, construction or effect of this Agreement. 30. Assignments & Transfers. You shall not transfer, sell or rent any Network Terminal, Network Service or other Service. This Agreement cannot be assigned without the express written consent of RSS. 31. Governing Law. This Agreement will be governed and construed in all respects by the laws of the State of California (without reference to the choice or conflicts of law provisions thereof) and applicable federal laws. You agree to the foregoing as of the date below: Contra Costa County Signature: Print name & date: Remote Satellite Systems International Inc. Signature: Print name & date: Signature: Print name & date: 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:125-1973 Name: Status:Type:Consent Item Passed File created:In control:5/8/2025 BOARD OF SUPERVISORS On agenda:Final action:5/20/2025 5/20/2025 Title:APPROVE and AUTHORIZE the Interim Health Services Director, or designee, to execute a contract with Center for Early Intervention on Deafness, in an amount not to exceed $450,000 to provide audiology and hearing aid dispensing services for Contra Costa Health Plan members and County recipients for the period May 1, 2025 through April 30, 2028. (100% Contra Costa Health Plan Enterprise Fund II) Attachments: Action ByDate Action ResultVer.Tally approvedBOARD OF SUPERVISORS5/20/2025 1 Pass To:Board of Supervisors From:Dr. Ori Tzvieli, Interim Health Services Director Report Title:Contract #27-711-8 with Center for Early Intervention on Deafness ☒Recommendation of the County Administrator ☐ Recommendation of Board Committee RECOMMENDATIONS: APPROVE and AUTHORIZE the Interim Health Services Director, or designee, to execute on behalf of the County Contract #27-711-8 with Center for Early Intervention on Deafness, a non-profit corporation, in an amount not to exceed $450,000, to provide audiology and hearing aid dispensing services for Contra Costa Health Plan (CCHP) members and County recipients for the period May 1, 2025 through April 30, 2028. FISCAL IMPACT: Approval of this Contract will result in contractual service expenditures of up to $450,000 over a three-year period and will be funded 100% by CCHP Enterprise Fund II revenues. BACKGROUND: CCHP has an obligation to provide certain non-physician audiology and hearing aid dispensing services 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 June 1, 2013. This Contract is entered into under and subject to the following legal authorities: California Government Code §§ 26227 and 31000; Health and Safety Code § 1451. Health Services Personnel approved this Contract to ensure no conflicts with labor relations. Contractor currently cooperates with and participates in CCHP’s Quality Management Program which consists of quality improvement activities to improve the quality of care and services and member experience. Cooperation includes collection and evaluation of performance measurement data and participation in the organization’s clinical and service measure Quality Improvement Programs. These contracted services were determined to be exempt from Administrative Bulletin 600.3 CONTRA COSTA COUNTY Printed on 8/19/2025Page 1 of 2 powered by Legistar™ File #:25-1973,Version:1 solicitation requirements by the Public Works Department’s Purchasing Division. In May 2022, the County Administrator approved and Purchasing Services Manager executed Contract #27-711 -7 with Center for Early Intervention on Deafness, for the provision of audiology and hearing aid dispensing services for CCHP members and County recipients for the period May 1, 2022 through April 30, 2025. Approval of Contract #27-711-8, will allow the Contractor to continue to provide audiology and hearing aid dispensing services for CCHP members and County recipients for the period May 1, 2025 through April 30, 2028. CONSEQUENCE OF NEGATIVE ACTION: If this Contract is not approved certain specialized audiology and hearing aid dispensing 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 8/19/2025Page 2 of 2 powered by Legistar™ 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:125-1974 Name: Status:Type:Consent Item Passed File created:In control:5/8/2025 BOARD OF SUPERVISORS On agenda:Final action:5/20/2025 5/20/2025 Title:APPROVE and AUTHORIZE the Purchasing Agent, or designee, to execute on behalf of the Interim Health Services Director, a purchase order with Siemens Medical Solutions USA, Inc., in an amount not to exceed $294,163 for the purchase of a mobile C-Arm Imaging system for the Contra Costa Regional Medical Center. (100% Hospital Enterprise Fund I) Attachments: Action ByDate Action ResultVer.Tally approvedBOARD OF SUPERVISORS5/20/2025 1 Pass To:Board of Supervisors From:Dr. Ori Tzvieli, Interim Health Services Director Report Title:Purchase Order with Siemens Medical Solutions USA, 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 Interim Health Services Director, a purchase order with Siemens Medical Solutions USA, Inc., in an amount not to exceed $294,163 for the purchase of a mobile C-Arm Imaging system for the Contra Costa Regional Medical Center (CCRMC). FISCAL IMPACT: Approval of this action will result in a one-time expenditure of up to $294,163 and will be funded by Hospital Enterprise Fund I revenues. BACKGROUND: Siemens Medical Solutions USA, Inc., is a leading medical technology company. The company specializes in providing a wide range of healthcare solutions and services, including medical imaging systems, laboratory diagnostics, and healthcare information technology products. The Siemens Cios Alpha VA30 is a mobile C-Arm imaging system. It is used in surgeries and interventional procedures like vascular, orthopedic, and urologic cases. It provides high-definition 2D images using advanced CMOS flat-panel detector technology. The 30x30 cm detector gives a large field of view, capturing more anatomy. The system has a powerful 25 kW generator and active cooling to support long procedures. It includes radiation dose-reduction features to keep patients and staff safe. The interface is user-friendly, with touch controls and easy positioning. The current interventional radiology equipment at CCRMC has reached its end-of-life and is no longer safe for CONTRA COSTA COUNTY Printed on 8/19/2025Page 1 of 2 powered by Legistar™ File #:25-1974,Version:1 use in patient care. As a result, interventional radiology services are currently unavailable at our facility. This lack of service has led to an increased number of patient transfers to external hospitals, which not only delays timely access to care but also incurs significant costs associated with out-of-network transportation and treatment. To restore essential services and uphold the community standard of care in interventional radiology, it is critical that we move forward with the purchase of new equipment. This investment will enable us to deliver timely, high-quality care within our own facility and reduce the reliance on external providers. Siemens Medical Solutions USA, Inc. is a supplier of the Vizient Group Purchasing Organization (GPO), which means that CCRMC, a Vizient member, is eligible to receive substantial rebates and access lower pricing. This purchase is governed by the Vizient Supplier Agreement entered into between Vizient Supply, LLC and Siemens Medical Solutions USA, Inc. on July 1, 2024 (Agreement No. XR0945). Utilizing CCRMC's GPO membership for this purchase furthers our shared dedication to delivering high-quality, cost-effective healthcare solutions. CONSEQUENCE OF NEGATIVE ACTION: If this action is not approved, CCRMC may face continued service disruptions in interventional radiology, leading to increased patient transfers, delays in care, and higher costs associated with outsourcing these services. CONTRA COSTA COUNTY Printed on 8/19/2025Page 2 of 2 powered by Legistar™ 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:125-1975 Name: Status:Type:Consent Item Passed File created:In control:5/9/2025 BOARD OF SUPERVISORS On agenda:Final action:5/20/2025 5/20/2025 Title:APPROVE and AUTHORIZE the Purchasing Agent, or designee, to execute on behalf of the Interim Health Services Director, a purchase order with Hologic Sales and Service, LLC in an amount not to exceed $164,625 and an Equipment Purchase Attachment for the purchase of Hologic Panther Instrument System and Fusion Module upgrade. (100% Future of Public Health Grant) Attachments: Action ByDate Action ResultVer.Tally approvedBOARD OF SUPERVISORS5/20/2025 1 Pass To:Board of Supervisors From:Dr. Ori Tzvieli, Interim Health Services Director Report Title:Rescind Prior Board Action Pertaining to Purchases with Hologic Sales and Services, LLC ☒Recommendation of the County Administrator ☐ Recommendation of Board Committee RECOMMENDATIONS: RESCIND Board Action of March 25, 2025 (C.69), which pertained to equipment purchases for the Contra Costa Public Health Laboratory; and APPROVE and AUTHORIZE the Purchasing Agent, or designee, to execute on behalf of the Interim Health Services Director, 1) a capital purchase order with Hologic Sales and Service, LLC in an amount not to exceed $164,625 and 2) an Equipment Purchase Attachment for the purchase of a Hologic Panther Instrument System and Fusion Module upgrade. FISCAL IMPACT: Approval of this action will result in a one-time expenditure of up to $164,625 and will be funded by the Future of Public Health grant funds. BACKGROUND: The Contra Costa Public Health Laboratory has used Hologic Sales and Service, LLC formally know as Hologic, Inc. since 2015. The laboratory has rented a Hologic Panther and Fusion attachment from the manufacturer since 2020. Approval of this action will allow for the purchase of a Hologic Panther Instrument system and Fusion Module upgrade that are currently on-site, fused together and in-use at the Contra Costa Public Health Laboratory. The Fusion Module is necessary for current and future diagnostic testing and includes the ability to run high-volume laboratory-developed tests (LDTs). An example of a LDT currently under development at the Contra Costa Public Health Laboratory is Candida auris, a fungal healthcare associated infection of high importance. Additionally, this Panther System serves as a backup for continuity of operations when our second Panther instrument (without a Fusion) fails. The vendor’s liability under the agreement is limited to the price, fee or charge received from the County CONTRA COSTA COUNTY Printed on 8/19/2025Page 1 of 2 powered by Legistar™ File #:25-1975,Version:1 except for personal injury or death resulting from Hologic’s negligence or intentional wrongful acts of omission. Hologic is not liable for (a) any losses, damages, or expenses, directly or indirectly arising from the sale and (b) any legal theory or for any cause whatsoever. If the county has not notified Hologic within one (1) year after a claim arises, the County shall be barred from instituting any legal action against Hologic thereafter. These remedies shall comprise Hologic’s entire liability and the County’s exclusive remedy for breach of warranty. If either Party defaults on any terms of the agreement, the non-Defaulting Party is entitled to recover from the Defaulting Party any and all expenses and damages that the non-Defaulting Party sustains by reason of Default including, but not limited to, reasonable attorneys’ fees. On March 25, 2025 the Board of Supervisors approved agenda item C.69 to execute 1) a purchase order with Hologic Sales and Services, LLC in an amount not to exceed $150,000 and 2) an Equipment Purchase Attachment for the purchase of a Hologic Panther Instrument System and Fusion Module updgrade. The original agenda item did not account for applicable taxes. Approval of this action will change the funding source to the Future of Public Health Grant and increase the payment limit by $14,625 to a new amount of $164,625 to account for the applicable 9.75% tax and will allow the Public Health Laboratory to purchase a Hologic Panther Instrument System and Fusion Module upgrade. This purchase will be made via sole source justification, for product and service continuity. CONSEQUENCE OF NEGATIVE ACTION: If this action is not approved, use of the current Hologic Panther and Fusion attachment will continue under a rental agreement with the vendor. Purchase of a separate, new Fusion, and at a later date, a separate purchase of a Hologic Panther would cost the county additional funds and include additional installation fees. Purchasing as an on-site set is more cost-effective. CONTRA COSTA COUNTY Printed on 8/19/2025Page 2 of 2 powered by Legistar™ 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:125-1976 Name: Status:Type:Consent Item Passed File created:In control:5/9/2025 BOARD OF SUPERVISORS On agenda:Final action:5/20/2025 5/20/2025 Title:APPROVE and AUTHORIZE the Health Services Director, or designee, to execute a contract amendment with the State of California Department of Food and Agriculture, to extend the term through December 31, 2025 with no change in the amount payable to the County of $106,819 to continue the County's Healthy Refrigeration Grant Program in Bay Point. (No County match) Attachments: Action ByDate Action ResultVer.Tally approvedBOARD OF SUPERVISORS5/20/2025 1 Pass To:Board of Supervisors From:Dr. Ori Tzvieli, Interim Health Services Director Report Title:Grant Amendment #78-011-2 with the State of California Department of Food and Agriculture ☒Recommendation of the County Administrator ☐ Recommendation of Board Committee RECOMMENDATIONS: APPROVE and AUTHORIZE the Health Services Director, or designee, to execute on behalf of the County Grant Amendment #78-011-2 (State #22-1399-000-SG Amendment 2) with the State of California Department of Food and Agriculture, to amend Grant Agreement #78-011, as amended by Grant Amendment #78-011-1, to extend the termination date from May 31, 2025 to December 31, 2025 with no change in the amount payable to the County of $106,819 to continue the County's Healthy Refrigeration Grant (HRG) Program in Bay Point. FISCAL IMPACT: Approval of this Grant Amendment will not impact the payment limit of $106,819 payable to the County. No County match required. BACKGROUND: In February 2021, the Contra Costa Health Services HRG Program provided a Town Hall presentation to County residents located in the Bay Point Community to discuss findings from a prior survey. The survey determined the local shops in this area had very low to limited refrigeration to provide fresh produce, dairy, eggs, milk, and meats. County staff listened to residents of the Bay Point community agreeing with the survey results regarding the lack of fresh fruits and vegetables in the area and the dire need for food security resources in the area. The HRG program has allowed the health service department to provide healthy retail outreach, technical expertise and refrigeration equipment application assistance in low income and low-food access areas of Bay Point to increase access points for consumers to purchase healthy food options. The Department conducts outreach through multiple platforms and in multiple languages to offer culturally and linguistically appropriate CONTRA COSTA COUNTY Printed on 8/19/2025Page 1 of 2 powered by Legistar™ File #:25-1976,Version:1 hands-on technical assistance, nutrition education and support to corner stores in applying and implementing equipment grants. On November 1, 2022, the Board of Supervisors approved Grant Agreement #78-011 with the State of California Department of Food and Agriculture, to pay County in the amount not to exceed $106,819 for the HRG Program through October 1, 2024. This Agreement includes mutual indemnification for all claims, losses, causes of action, judgements, damages and expenses caused by their officers, agents or employees. On October 22, 2024, the Board of Supervisors approved Grant Amendment #78-011-1 with the State of California Department of Food and Agriculture, to extend the termination date from October 1, 2024 to May 31, 2025, with no change in the amount payable to the County for the continuation of County's HRG Program. Approval of Grant Amendment #78-011-2 will allow the continuation of County's HRG Program through December 31, 2025. CONSEQUENCE OF NEGATIVE ACTION: If this Grant Amendment is not approved, County's HRG Program, which has shown to benefit the Bay Point community, will not be available. CONTRA COSTA COUNTY Printed on 8/19/2025Page 2 of 2 powered by Legistar™ 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:125-1977 Name: Status:Type:Consent Item Passed File created:In control:4/24/2025 BOARD OF SUPERVISORS On agenda:Final action:5/20/2025 5/20/2025 Title:APPROVE and AUTHORIZE the Interim Health Services Director, or designee, to execute a contract with Anchor Business Solutions, LLC, in an amount not to exceed $205,500 to provide primary support services for the Contra Costa Health Finance Division’s use of the PeopleSoft General Ledger reporting services for the period March 1, 2025 through February 28, 2026. (100% Hospital Enterprise Fund I) Attachments: Action ByDate Action ResultVer.Tally approvedBOARD OF SUPERVISORS5/20/2025 1 Pass To:Board of Supervisors From:Dr. Ori Tzvieli, Interim Health Services Director Report Title:Contract #23-794-2 with Anchor Business Solutions, LLC ☒Recommendation of the County Administrator ☐ Recommendation of Board Committee RECOMMENDATIONS: APPROVE and AUTHORIZE the Interim Health Services Director, or designee, to execute on behalf of the County Contract #23-794-2 with Anchor Business Solutions, LLC, a limited liability company, in an amount not to exceed $205,500 to provide primary support services for the Contra Costa Health (CCH) Finance Division’s use of the PeopleSoft General Ledger and all custom interfaces to produce data required for California Department of Health Care Access and Information (HCAI) annual reporting requirements for the period March 1, 2025 through February 28, 2026. FISCAL IMPACT: Approval of this Contract will result in annual Contractual service expenditures of up to $205,500 and will be funded 100% by Hospital Enterprise Fund I. BACKGROUND: CCH Finance Division is obligated to produce timely, accurate and specific financial reporting services for Contra Costa County. Anchor Business Solutions, LLC has been providing support services for the PeopleSoft General Ledger products since March 1, 2023 and are considered subject matter experts (SME) in this reporting process. This software system was chosen to provide accurate reporting that is unavailable through County’s general ledger system and allows interfacing of data from payroll, timekeeping and general ledger data to be translated to an auditable report. Contractor mantains and updates applications accurately and efficiently and has developed extensive custom features required to meet California HCAI reporting requirements. This Contract is entered into under and subject to the following legal authorities: California Government Code §§ 26227 and 31000. CCH Personnel approved this Contract to ensure no conflicts with labor relations. The CCH Quality Management, Utilization Management and Contract Monitor staff meet on a regular basis to ensure CONTRA COSTA COUNTY Printed on 8/19/2025Page 1 of 2 powered by Legistar™ File #:25-1977,Version:1 monitoring and performance measures in the Contract are upheld. This Contractor has been approved by the Public Works Department’s Purchasing Division on April 24, 2025. On March 19, 2023, the Board of Supervisors approved Contract #23-794-1 with Anchor Business Solutions, LLC, in an amount not to exceed $205,500 for the provision of consulting, data analytics and reporting, system planning and operation improvements for the CCH Finance Division for the period March 1, 2024 through February 28, 2025. Approval of Contract #23-794-2 will allow the Contractor to continue providing primary support services for timely, accurate and specific financial reporting of data required by the California Department of HCAI annual reporting requirements through February 28, 2026. This Contract is late due to an oversight by CCH staff in processing the necessary documentation for the contract renewal. CONSEQUENCE OF NEGATIVE ACTION: If this Contract is not approved, the Contractor will not provide specific support services to CCH Finance Division required for annual reporting to HCAI and CCH will be out of compliance with California reporting requirements. CONTRA COSTA COUNTY Printed on 8/19/2025Page 2 of 2 powered by Legistar™ 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:125-1978 Name: Status:Type:Consent Item Passed File created:In control:5/1/2025 BOARD OF SUPERVISORS On agenda:Final action:5/20/2025 5/20/2025 Title:APPROVE the list of providers recommended by Contra Costa Health Plan's Peer Review Credentialing Committee and the Interim Health Services Director on April 10 and 29, 2025, 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 List - April 10, 2025, 2. Provider List - April 29, 2025 Action ByDate Action ResultVer.Tally approvedBOARD OF SUPERVISORS5/20/2025 1 Pass To:Board of Supervisors From:Dr. Ori Tzvieli, Interim 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 Peer Review Credentialing Committee and the Interim Health Services Director on April 10 and 29, 2025, 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 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 8/20/2025Page 1 of 1 powered by Legistar™ Contra Costa Health Plan Providers Approved by PRCC Name Specialty Arandia, Ruel, NP Mid-Level Family Medicine Azizuddin, Yumna, NP Mid-Level Family Medicine Farey, Krista, MD Family Medicine Ginsburg, Zoe, MD Family Medicine Raygor, Jyotsana, MD Pediatrics Rehman, Naima, MD Family Medicine Ring, Catherine, NP Pediatrics Ruiz Ambriz, Sandra, PA Mid-Level Internal Medicine Aleman, Jeanette, BCBA Qualified Autism Provider Almirol, Jenna, BCBA Qualified Autism Provider Amparano, Shawn, BCBA, M.Ed. Qualified Autism Provider Barrientos, Alexandria, BCBA Qualified Autism Provider Castillo, Lydia, BCBA, M.Ed. Qualified Autism Provider Castillo, Mayra, BCBA Qualified Autism Provider Chauhan, Nirali, SLP Speech Pathology Church, Jason, BCBA Qualified Autism Provider Clover, Jessica, PsyD Behavioral Health Crump, Sharlyn, BCBA Qualified Autism Provider Dockter - Reynolds, Veronica, BCBA Qualified Autism Provider Eifler, Amber, BCBA Qualified Autism Provider Esch, Kathleen, BCBA Qualified Autism Provider Favila, Catalina, LCSW Behavioral Health Galace, Toni, PsyD Behavioral Health Grewal, Kirandeep, PA Mid-Level Orthopaedic Surgery Assistant Jackson, Katie, SLP Speech Pathology Lal, Shevani, BCBA Qualified Autism Provider Lampignano, Sofia, BCBA Qualified Autism Provider Linderman, Jessica, BCBA Qualified Autism Provider Liss, Sarah, MD Pediatric Behavioral Health Lopez, Raul, BCBA Qualified Autism Provider Love, Lester, MD Psychiatry Lundy, Helen, BCBA, M.Ed. Qualified Autism Provider MacPhee, Ryan, NP Mid-Level Psychiatry McMahon, Angela, AMFT Behavioral Health Contra Costa Health Plan Providers Approved by PRCC April 10, 2025 Monroe, Eboni, BCBA, M.Ed. Qualified Autism Provider Murr, Melissa, PsyD Behavioral Health Navarro, Nicolette, BCBA Qualified Autism Provider Nishan, Patricia, BCBA Qualified Autism Provider Pham, Cynthia, BCBA Qualified Autism Provider Pinzon, Susana, BCBA Qualified Autism Provider Provencher, Kallie, BCBA, M.Ed. Qualified Autism Provider Rounds, Amanda, BCBA, M.Ed. Qualified Autism Provider Salerno, Carolina, BCBA Qualified Autism Provider Scheidegger, Corey, PhD Behavioral Health Shabaniani, Kristina, PA Mid-Level Family Planning Sharp, Darcie, PsyD Behavioral Health Song, Linfei, BCBA Qualified Autism Provider Stecher, Ivy, BCBA Qualified Autism Provider Thomas, Melina, BCBA Qualified Autism Provider Vazquez, Maria, BCBA Qualified Autism Provider Victoria, Michelle, BCBA Qualified Autism Provider Zhang, Shiyu, Psy.D Behavioral Health Bopl April 10, 2025 Recredentialing – Organizational April 10, 2025 Name Providing the Following Services One Health Home Health Center Contra Costa Health Plan Providers Approved by PRCC April 29, 2025 April 29, 2025 Name Specialty Garey, Samantha, PA Mid-Level Internal Medicine Kasberger, Kate, MD Pediatrics Li, Kevin, MD Internal Medicine Ornelas, Sandra, NP Mid-Level Internal Medicine Seer, NFN, MD Family Medicine Arras, Nichole, BCBA Qualified Autism Provider Asulin, Shiran, BCBA Qualified Autism Provider Baird, Melissa, BCBA Qualified Autism Provider Barbic, Elizabeth, LMFT Behavioral Health Boyd, Ashley, BCBA Qualified Autism Provider Desai, Vijeta, BCBA, M.Ed. Qualified Autism Provider Ethridge, Lisa, BCBA Qualified Autism Provider Freeman, Jasmine, BCBA Qualified Autism Provider Freeman, Nia, BCBA Qualified Autism Provider Gallegos, David, BCBA, M.Ed. Qualified Autism Provider Gibson, Victoria, BCBA Qualified Autism Provider Gillis, Jessica, BCBA Qualified Autism Provider Godinez, Erik, BCBA Qualified Autism Provider Gonzalez, Celene, LMFT Behavioral Health Granpeesheh, Doreen, BCBA, PhD Qualified Autism Provider Grayson, Denisha, BCBA Qualified Autism Provider Honath, Casey, OT Occupational Therapy Hounshell, Lynda, BCBA Qualified Autism Provider Ivy-Louthaman, Leslie, BCBA Qualified Autism Provider Kaufman, Adam, BCBA Qualified Autism Provider Kaufman, Jessica, BCBA, M.Ed. Qualified Autism Provider Lopez, Pauline, SLP Speech Pathology Macis, Angela, BCBA Qualified Autism Provider Magoon, Samantha, BCBA Qualified Autism Provider Mai, Daniel, BCBA Qualified Autism Provider Manoff, Hannah, ACSW Behavioral Health Mirza, Hiba, BCBA Qualified Autism Provider Mokler, Rachel, BCBA Qualified Autism Provider Panjwani, Amreen, BCBA Qualified Autism Provider Paulsen, Kellie, BCBA Qualified Autism Provider Pers, Susan, PA Mid-Level Family Planning Roach, Sonia, BCBA, M.Ed. Qualified Autism Provider Rudy, Aaron, BCBA Qualified Autism Provider Contra Costa Health Plan Providers Approved by PRCC April 29, 2025 Name Specialty Shea, Timothy, DPM Podiatry Swain, Melissa, BCBA Qualified Autism Provider Tran. Adrienne, BCBA Qualified Autism Provider Vuong, Linh, PA Endocrinology Webber, Lindsey, BCBA Qualified Autism Provider Wong, Emily, BCBA Qualified Autism Provider Ye, Dianna, BCBA Qualified Autism Provider RECREDENTIALING PROVIDERS April 29, 2025 Name Specialty Bakal, Arthur, MD Internal Medicine Navolanic, Peter, II MD Family Medicine Carrillo Juarez, Dilexci, BCBA Qualified Autism Provider Charbonneau, Denise M, ACSW Clinical Social Worker Colladay, Jonathan S, MFT Mental Health Therapist/ Counselor Elcenko, Noble, Jr, DC Chiropractor Felipe, Synthia BCBA Qualified Autism Provider Flanigan, Kathleen, LPCC Licensed Professional Clinical Counselor Geering, Michelle, BCBA Qualified Autism Provider Jauregui, Mychael, MFTI Mental Health Therapist/ Counselor Junaid, Imran, MD Sleep Medicine/ Allergy & Immunology Kamp-Feldman, Amanda, BCBA Qualified Autism Provider Lo, Eileen S. OD Optometry Martinez, Christine R, PA Mid-Level Orthopaedic Surgery Assistant Miranda, Shauna J, MFT Mental Health Therapist/ Counselor Rixen, Daniel J, DC Chiropractor Rosenberg, Shoshana, LCSW Clinical Social Worker Santa Maria, Kimberli, BCBA Qualified Autism Provider Sit, Melody W., LCSW Clinical Social Worker Tran, Nina, DO Optometry Trehan, Malu, RDN Dietitian Tsao, Coco, NP Surgery - Thoracic Wernick, Olivia Z. LCSW Clinical Social Worker Wilson, Patricia E. CRNA Mid Level Anesthesiology Contra Costa Health Plan Providers Approved by PRCC April 29, 2025 Bopl April 29, 2025 Recredentialing – Organizational April 29, 2025 Name Providing the Following Services Anchor Health, LLC Hospice - Inpatient/Outpatient & 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:125-2012 Name: Status:Type:Consent Item Passed File created:In control:5/8/2025 BOARD OF SUPERVISORS On agenda:Final action:5/20/2025 5/20/2025 Title:APPROVE and AUTHORIZE the Auditor-Controller, or designee, to pay an amount not to exceed $45,000 to Health Management Associates, Inc., for consultation and technical assistance to the Contra Costa Health Plan by acting as the Interim Chief Operations Officer for the month of December 2024, as recommended by the Interim Health Services Director. (100% Contra Costa Health Plan Enterprise Fund II) Attachments: Action ByDate Action ResultVer.Tally approvedBOARD OF SUPERVISORS5/20/2025 1 Pass To:Board of Supervisors From:Dr. Ori Tzvieli, Interim Health Services Director Report Title:Payments for Services Provided by Health Management Associates, Inc. ☒Recommendation of the County Administrator ☐ Recommendation of Board Committee RECOMMENDATIONS: APPROVE and AUTHORIZE the Auditor-Controller,or designee,to pay $45,000 to Health Management Associates,Inc.,for consultation and technical assistance provided to Contra Costa Health Plan (CCHP)by acting as the Interim Chief Operations Officer for the month of December 2024,as recommended by the Interim Health Services Director. FISCAL IMPACT: Approval of this payment will result in a one-time expenditure of up to $45,000 and will be funded 100%of CCHP Enterprise Fund II. BACKGROUND: All Medi-Cal Managed Care Plans,which include CCHP,are required to have a Chief Operations Officer (COO).CCHP begin its search for the COO in August 2023 in which Health Management Associates,Inc.had the most qualified,experienced,trained candidate as outlined in the Medi-Cal Managed Care contract with Department of Health Care Services. This Contract was entered into under and subject to the following legal authorities:California Government Code §§26227 and 31000.Health Services Personnel approved this Contract to ensure no conflicts with labor relations.This Contractor was approved by the Public Works Department Purchasing Agent on October 4, 2023. On December 5,2023,the Board of Supervisors approved Contract #77-639 with Health Management Associates,Inc.,in an amount of $768,784 to provide consultation and technical assistance to the CCHP for the CONTRA COSTA COUNTY Printed on 8/20/2025Page 1 of 2 powered by Legistar™ File #:25-2012,Version:1 period October 23, 2023 through October 22, 2024. On September 10,2024,the Board of Supervisors approved Contract Amendment #77-639-1 with Health Management Associates,Inc.,to increase the contract payment limit by $270,270,to a new payment limit of $1,039,054 and to extend the termination date from October 22,2024 to December 31,2024 for additional consultation and technical assistance to the Contra Costa Health Plan as the acting interim COO. Due to an increase in needed services by CCHP,additional consultation and technical assistance was requested by the County without sufficient time to amend the Contract.Contractor provided these services in good faith which exceeded the original payment limit by $45,000. The Contractor is entitled to payment for the reasonable value of its services under the equitable relief theory of quantum meruit.That theory provides that where a contractor has been asked to provide services without a valid contract,and the Contractor does so to the benefit of the County,the Contractor is entitled to recover the reasonable value of those services.The Contractor has provided services at the request of the County after the original contract payment limit had been reached.The Department cannot pay Contractor for services rendered that exceed the contract limits.As such,the Department recommends that the Board authorize the Auditor- Controller to issue a one-time payment not to exceed $45,000. CONSEQUENCE OF NEGATIVE ACTION: If this payment is not approved,the Contractor will not be paid for services requested by County and provided by Contractor in good faith. CONTRA COSTA COUNTY Printed on 8/20/2025Page 2 of 2 powered by Legistar™ 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:125-2013 Name: Status:Type:Consent Item Passed File created:In control:5/9/2025 BOARD OF SUPERVISORS On agenda:Final action:5/20/2025 5/20/2025 Title:RATIFY execution of a Change Request to the Master Services License Agreement with OptumInsight, Inc., to increase the payment limit by $940,000 to an amount not to exceed $1,499,021 for an Interim Compliance Director for the Contra Costa Health Plan; and APPROVE and AUTHORIZE the Interim Health Services Director, or designee, to execute on behalf of the County an amendment with OptumInsight, Inc., to increase the payment limit by $224,400 to an amount not to exceed $1,723,421 for an Interim Medi-Cal Compliance Senior Director for the Contra Costa Health Plan, through December 31, 2025. (100% Contra Costa Health Plan Enterprise Fund II) Attachments: Action ByDate Action ResultVer.Tally approvedBOARD OF SUPERVISORS5/20/2025 1 Pass To:Board of Supervisors From:Dr. Ori Tzvieli, Interim Health Services Director Report Title:Change Request #23-513-6 with OptumInsight, Inc. ☒Recommendation of the County Administrator ☐ Recommendation of Board Committee RECOMMENDATIONS: (1)RATIFY the April 1,2025 execution by the Contra Costa Health Plan Chief Executive Officer of a Change Request with Optum Insight,Inc.to the Master Services License Agreement (MSLA),to increase the payment limit by $940,000 to a new total of $1,499,021 and extend the term through December 31, 2025 for an Interim Compliance Director for the Contra Costa Health Plan; and (2)APPROVE and AUTHORIZE the Interim Health Services Director,or designee,to execute on behalf of the County a Consulting Services Schedule #23-513-6 with OptumInsight Inc.,effective May 1,2025,to increase the payment limit by $224,400 to a new total of $1,723,421 and,for an Interim Medi-Cal Compliance Senior Director for the Contra Costa Health Plan, through December 31, 2025. FISCAL IMPACT: Approval of this Amendment will increase the total by $1,164,400 and will be funded by 100% Contra Costa Health Plan Enterprise (CCHP) Fund II revenues. BACKGROUND: CCHP is mandated by Department of Health Care Services (DHCS) to implement D-SNP program by January 1, 2026. CCHP members enrolled in the D-SNP program will have both Medi-Cal and Medicare coverages. This Contractor has been providing these services and fostering a deep understanding of the CCHP organizations, mission, values, and long-term objectives since January 1, 2012. Health Services Personnel approved this Contract to ensure no conflicts with labor relations. The Department is in the process recruiting for a permanent Director of Compliance. CONTRA COSTA COUNTY Printed on 8/20/2025Page 1 of 2 powered by Legistar™ File #:25-2013,Version:1 On July 9, 2019, as corrected on October 22, 2019, the Board of Supervisors approved Contract #23-513-4 with Optum360 Solutions, LLC, in an amount to exceed $139,021 for license software and support services for the period January 31, 2020 through January 30, 2025. On December 17, 2024, the Board of Supervisors approved Amendment Agreement #23-513-5 with OptumInsight, Inc, a subsidiary of Optum360 Solutions, LLC, effective November 4, 2024, to increase the payment limit by $430,000 to a new total payment limit of $559,021 for additional consultation services for the Medicaid D-SNP Project Management and extend the termination date to October 1, 2025. CCHP is required to manage and coordinate all of their benefits across the two coverages and meet all the regulatory requirements from DHCS and Center for Medicare and Medicaid Services (CMS). This Contractor will provide an additional staff-augmentation in the role of Interim Compliance Director and a Medi-Cal Compliance Senior Director who will interpret regulatory guidance under the direction of the Chief Executive Officer and Chief Compliance Officer for D-SNP Project Management Support services to CCHP. Approval of Contract #23-513-6 will allow the Contractor to continue to provide support services and license and software support for the Electronic Health Records Systems, D-SNP Project Management services and add an Interim Compliance Director, through December 31, 2025. CONSEQUENCE OF NEGATIVE ACTION: If this Change Request is not approved, County will not receive additional services from Contractor of an Interim Compliance Director as required by DHCS and CMS. CONTRA COSTA COUNTY Printed on 8/20/2025Page 2 of 2 powered by Legistar™ 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:125-1979 Name: Status:Type:Consent Item Passed File created:In control:3/10/2025 BOARD OF SUPERVISORS On agenda:Final action:5/20/2025 5/20/2025 Title:ADOPT Position Adjustment Resolution No. 26432 to reclassify one (1) Information System Assistant II (represented) position and its incumbent in the Health Services Department. (100% Hospital Enterprise Fund I) Attachments:1. PAR 26432.pdf, 2. Signed PAR 26432 Action ByDate Action ResultVer.Tally approvedBOARD OF SUPERVISORS5/20/2025 1 Pass To:Board of Supervisors From:Dr. Ori Tzvieli, Interim Health Services Director Report Title:Reclassify one Information System Assistant II position and its incumbent in the Health Services Department. ☒Recommendation of the County Administrator ☐ Recommendation of Board Committee RECOMMENDATIONS: ADOPT Position Adjustment Resolution No. 26432 to reclassify one (1) Information System Assistant II (LTVH) (represented) position #11752 and its incumbent (EE #88950) at salary plan and grade 3R5 1005 ($4,243 - $5,157) to Lead Information Systems Assistant (LTTB) (represented) at salary plan and grade 3R5 1078 ($4,561 -$5,544) in the Health Services Department. FISCAL IMPACT: Upon approval, there is an annual cost increase of approximately $7,450.03 with an annual increase of $1,088.37 in pension costs already included. This position is 100% funded by Hospital Enterprise Fund I. BACKGROUND: At the request of the Health Services department, Human Resources conducted a classification study on Information Systems Assistant II position #11752, in the payroll unit of the Personnel division. After a thorough evaluation, it was determined that the current job duties and responsibilities being performed by the incumbent are necessary for the success of the Department and are outside the scope of the Information Systems Assistant II (LTVH) classification. The Human Resources Department has determined that the position and incumbent be reclassified to the classification of Lead Information Systems Assistant (LTTB). CONSEQUENCE OF NEGATIVE ACTION: If this action is not approved, the incumbent may not be appropriately classified. CONTRA COSTA COUNTY Printed on 8/20/2025Page 1 of 2 powered by Legistar™ File #:25-1979,Version:1 CONTRA COSTA COUNTY Printed on 8/20/2025Page 2 of 2 powered by Legistar™ 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:125-1980 Name: Status:Type:Consent Item Passed File created:In control:5/8/2025 BOARD OF SUPERVISORS On agenda:Final action:5/20/2025 5/20/2025 Title:APPROVE and AUTHORIZE the Purchasing Agent, on behalf of the Chief Information Officer, to execute (1) a purchase order with Insight Public Sector, Inc., in an amount not to exceed $4,200,000; and (2) a Microsoft Enterprise Enrollment Agreement for Microsoft enterprise software applications for the period of May 1, 2025, through April 30, 2028. (100% User Departments) Attachments: Action ByDate Action ResultVer.Tally approvedBOARD OF SUPERVISORS5/20/2025 1 Pass To:Board of Supervisors From:Marc Shorr, Information Technology Director Report Title:Purchase Order with Insight Public Sector ☒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 (1) a purchase order with Insight Public Sector, Inc., in an amount not to exceed $4,200,000; and (2) a Microsoft Enterprise Enrollment Agreement for Microsoft enterprise software applications for the period of May 1, 2025, through April 30, 2028. FISCAL IMPACT: The cost for this purchase will be paid in three annual installments and will be charged to user departments on a per license basis. The cost is included in DoIT’s FY25-26 budget and will be budgeted for the subsequent years through the end of the term. 100% User Departments. BACKGROUND: The Department of Information Technology (DoIT) is procuring Microsoft software licenses to support its ongoing growth and operational needs. These licenses will enable the County to maintain critical software infrastructure across multiple departments, including, Agriculture, Airport, Animal Services, Assessor, Auditor- Controller, Board of Supervisors, County Administrator, Clerk of the Board, Clerk- Recorder, County Counsel, District Attorney, Conservation and Development, Employment and Human Services, Elections, First 5, Human Resources and Public Defender, while ensuring accessibility to essential Microsoft productivity and collaboration tools. Additionally, this investment will support the County’s cloud infrastructure, data management systems, and software development initiatives. This purchase enables DoIT to scale IT resources, improve security, and maintain compliance by combining Microsoft software assurance and subscriptions. The mix of user- and device-based licenses ensures up-to-date CONTRA COSTA COUNTY Printed on 8/20/2025Page 1 of 2 powered by Legistar™ File #:25-1980,Version:1 features, reduces downtime, and provides flexible access for diverse departmental needs. Microsoft’s master agreement number 8084445 contains a limitation of Microsoft’s liability to the County for any claim arising out of the agreement will not exceed the amount the County paid for the online service during the twelve (12) months before the incident. Under the agreement, the County has to defend and indemnify Microsoft from any claims arising from County’s high-risk use of the online services. This purchase was awarded through the formal solicitation process, RFP_F_Contr-0000000028. CONSEQUENCE OF NEGATIVE ACTION: Failure to renew Microsoft licenses would disrupt access to essential tools, increase security risks, and result in non-compliance. It would also prevent critical updates and support, impacting the County’s ability to scale IT resources and maintain efficient, secure operations. CONTRA COSTA COUNTY Printed on 8/20/2025Page 2 of 2 powered by Legistar™ 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:225-1981 Name: Status:Type:Consent Item Passed File created:In control:5/5/2025 BOARD OF SUPERVISORS On agenda:Final action:5/20/2025 5/20/2025 Title:APPROVE and AUTHORIZE the County Librarian, or designee, to apply for and accept California State Library grant funding in the amount not to exceed $275,000, for Library Literacy Services for fiscal year 2025-2026. (74% Library Fund, 26% California State Library) Attachments:1. Application Certification A. McKee (1).pdf Action ByDate Action ResultVer.Tally approvedBOARD OF SUPERVISORS5/20/2025 2 Pass To:Board of Supervisors From:Alison McKee, County Librarian Report Title:Apply for and Accept Funding from the California State Library for Library Literacy Services for FY 2025 - 2026 ☒Recommendation of the County Administrator ☐ Recommendation of Board Committee RECOMMENDATIONS: APPROVE and AUTHORIZE the County Librarian, or designee, to apply for and accept California State Library grant funding in the amount not to exceed $275,000 to meet the operational and services expenses required by Project Second Chance (PSC), the Contra Costa County Library adult literacy program, to provide adult and family literacy services, including English as a Second Language services, for the period of July 1, 2025 to June 30, 2026. FISCAL IMPACT: Funds committed to Project Second Chance by the Contra Costa County Library, foundation grants, and private donations will be matched by the California State Library using a funding formula that is based on: The State Library’s budget for adult literacy, the number of students served by Project Second Chance and the total amount of local funding that the Contra Costa County Library certifies will be allocated to support Project Second Chance. For fiscal year 2025/26, the Library has pledged adult and family literacy funds currently budgeted in the amount of $751,843 (74% Library fund and 26% California State Library). BACKGROUND: Project Second Chance was founded in 1984 with a grant from the California State Library. In 2003, AB 1266 was passed. Article 4.6, Section 18880-18884 of that bill, established the California Library Literacy and English Acquisition Services Program and the formula that determines how local funds, generated by individual library jurisdictions, are matched by the California State Library, using funds legislated specifically for this purpose. CONTRA COSTA COUNTY Printed on 8/20/2025Page 1 of 2 powered by Legistar™ File #:25-1981,Version:2 CONSEQUENCE OF NEGATIVE ACTION: The Library will not receive California State Library funding for adult or family literacy services, reducing the number of students that can be served. CONTRA COSTA COUNTY Printed on 8/20/2025Page 2 of 2 powered by Legistar™ California Library Literacy Services Application Certification Grantee: Contra Costa County Library Application: CLLS Continuing Libraries Application Reporting Period: July 1, 2025 – June 30, 2026 Certification I certify to the best of my knowledge and belief that the information provided herein is true, complete, and accurate. I am aware that the provision of false, fictitious, or fraudulent information, or the omission of any material fact, may subject me to criminal, civil, or administrative consequences including, but not limited to violations of U.S. Code Title 18, Sections 2, 1001, 1343 and Title 31, Sections 3729-3730 and 3801-3812. This certification will be issued, signed, and submitted using the online signature and agreement platform, DocuSign. In accordance with Government Code 16.5, the Uniform Electronic Transactions Act (Civil Code, sections 1633.1 – 1633.17), and the Secretary of State regulations this is an acceptable technology capable of creating signatures that conform to requirements set forth in Government Code section 16.5. [unless DocuSign is unallowable or inconsistent with practices and policies of the local jurisdiction. If the use of DocuSign is not acceptable to your organization, please contact your grant monitor regarding alternate options.] Authorized Representative Signature: Date Signed: May 13, 2025 Authorized Representative Name: Alison McKee Authorized Representative Title: County Librarian Name of Organization: Contra Costa County Library Organization Address (complete and official): 777 Arnold Drive, Suite 210, Martinez, CA 94553 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:125-1982 Name: Status:Type:Consent Item Passed File created:In control:5/7/2025 BOARD OF SUPERVISORS On agenda:Final action:5/20/2025 5/20/2025 Title:APPROVE and AUTHORIZE the County Librarian, or designee, to execute a contract with The Library Corporation in an amount not to exceed $230,273 to continue to provide an integrated technology solution, support and maintenance for Library inventory management for the period February 1, 2025, through January 31, 2026, and the COGNOS subscription for the period December 1, 2024, through January 31, 2026. (100% Library Fund) Attachments: Action ByDate Action ResultVer.Tally approvedBOARD OF SUPERVISORS5/20/2025 1 Pass To:Board of Supervisors From:Alison McKee, County Librarian Report Title:Contract with The Library Corporation through January 31, 2026 ☒Recommendation of the County Administrator ☐ Recommendation of Board Committee RECOMMENDATIONS: RESCIND Board Action of April 15, 2025, (C.76), which pertained to authorizing executing a contract with The Library Corporation; APPROVE and AUTHORIZE the County Librarian, or designee, to execute a contract with The Library Corporation, the Library’s current Integrated Library System (ILS) vendor, in an amount not to exceed $230,273 to continue to provide an integrated technology solution, support and maintenance for Library inventory management for the period February 1, 2025, through January 31, 2026, and the COGNOS subscription for the period December 1, 2024, through January 31, 2026. FISCAL IMPACT: 100% Library Fund. BACKGROUND: On May 19, 2009, the Board of Supervisors approved the Library’s agreement with The Library Corporation which provided an integrated solution for the library inventory management, including circulation, and security needs. The ILS is a required component for providing Library services and is used by all of the Library’s branches and library card holders. The Library Corporation Integrated Library System (ILS) was selected through a competitive procurement process. This Order Form is for the annual renewal of the subscription, support and maintenance. The renewal and added support cost for one year is $230,273. The term is February 1, 2025, through January 31, 2026, and includes the COGNOS subscription for the term of December 1, 2024, through January 31, 2026. The Library Corporation’s Agreement terms include a limitation of liability that caps liability at the total price CONTRA COSTA COUNTY Printed on 8/20/2025Page 1 of 2 powered by Legistar™ File #:25-1982,Version:1 paid to date for software and services under the Agreement. CONSEQUENCE OF NEGATIVE ACTION: The Integrated Library System (ILS) is a required component for providing Library services. Without it, the library would not be able to manage library inventory and be able to process the circulation transactions. CONTRA COSTA COUNTY Printed on 8/20/2025Page 2 of 2 powered by Legistar™ 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:125-2017 Name: Status:Type:Consent Item Passed File created:In control:5/13/2025 BOARD OF SUPERVISORS On agenda:Final action:5/20/2025 5/20/2025 Title:APPROVE and AUTHORIZE the County Librarian, or designee, to execute a contract with Ax9 Security, Inc. in an amount not to exceed $1,510,000 for as needed unarmed security services for the period July 1, 2025, through June 30, 2028. (100% Library Fund) Attachments: Action ByDate Action ResultVer.Tally approvedBOARD OF SUPERVISORS5/20/2025 1 Pass To:Board of Supervisors From:Alison McKee, County Librarian Report Title:Contract with Ax9 Security, Inc. for as needed security services through June 30, 2028 ☒Recommendation of the County Administrator ☐ Recommendation of Board Committee RECOMMENDATIONS: APPROVE and AUTHORIZE the County Librarian, or designee, to execute a contract with Ax9 Security, Inc. in an amount not to exceed $1,510,000 for as needed unarmed security services for the period July 1, 2025, through June 30, 2028 subject to approval by the County Administrator and approval as to form by the County Counsel, or their designees. . FISCAL IMPACT: 100% Library Fund BACKGROUND: The Library Department requires additional unarmed security services on an as needed basis at the Martinez, Concord, San Pablo and Walnut Creek Libraries. Government Code Section 31000 authorizes the County to contract for services including the services that Ax9 Security, Inc. provides. CONSEQUENCE OF NEGATIVE ACTION: If the contract is not approved, the Library Department will not be able to provide as needed unarmed security services. CONTRA COSTA COUNTY Printed on 8/20/2025Page 1 of 1 powered by Legistar™ 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:125-1983 Name: Status:Type:Consent Item Passed File created:In control:5/7/2025 BOARD OF SUPERVISORS On agenda:Final action:5/20/2025 5/20/2025 Title:APPROVE AND AUTHORIZE the Chief Probation Officer, or designee, to execute a contract amendment with Impact Justice, to extend the term through June 30, 2025, to continue providing services to the youth, with no change to the payment limit of $961,364. (100% State) Attachments: Action ByDate Action ResultVer.Tally approvedBOARD OF SUPERVISORS5/20/2025 1 Pass To:Board of Supervisors From:Esa Ehmen-Krause, County Probation Officer Report Title:Impact Justice Amendment ☒Recommendation of the County Administrator ☐ Recommendation of Board Committee RECOMMENDATIONS: APPROVE AND AUTHORIZE the Chief Probation Officer, or designee, to execute a contract amendment with Impact Justice, to extend the term from April 1, 2025, to June 30, 2025, to continue providing youth services to the Probation Department, with no change to the payment limit of $961,364. FISCAL IMPACT: This request has no additional fiscal impact, as it is only to extend the term of the contract for an additional two months. This contract is 100% funded by the Juvenile Justice Crime Prevention Act (JJCPA) revenue. BACKGROUND: In 2021, California began phasing out the California Division of Juvenile Justice (DJJ). In July 2021, California ceased all transfers of Youth to the state’s three remaining Youth prisons. This requires the Youth to remain in their residing counties. To determine the best to way to provide supervision and essential services to the Youth, the Probation Department has partnered with Impact Justice to facilitate planning and implementation processes for the transfer of DJJ Youth into the custody of the Contra Costa County. On March 23, 2021, the Board of Supervisors approved for the Probation Department to execute a contract with Impact Justice through April 1, 2025. The Department is now requesting to extend the contract date through June 30, 2025, with no change to the payment limit, as agreed upon with the contractor so that they may complete the work during an additional two-month period. CONTRA COSTA COUNTY Printed on 8/20/2025Page 1 of 2 powered by Legistar™ File #:25-1983,Version:1 CONSEQUENCE OF NEGATIVE ACTION: The Probation Department will be unable to plan and determine the best way to provide supervision and identify essential services to transfer DJJ Youth into the custody of Contra Costa County. CONTRA COSTA COUNTY Printed on 8/20/2025Page 2 of 2 powered by Legistar™ 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:125-1984 Name: Status:Type:Consent Item Passed File created:In control:5/1/2025 BOARD OF SUPERVISORS On agenda:Final action:5/20/2025 5/20/2025 Title:ADOPT Traffic Resolution No.2025/4548 to establish a speed limit of 50 miles per hour on Kirker Pass Road, which extends from the Concord City Limit/County Line and extending northerly to 1000 feet north of North Hess Road, as recommended by the Public Works Director, Concord area. (No fiscal impact) Attachments:1. TR 2025/4548, 2. Traffic Resolution 2025/4548 Action ByDate Action ResultVer.Tally approvedBOARD OF SUPERVISORS5/20/2025 1 Pass To:Board of Supervisors From:Warren Lai, Public Works Director/Chief Engineer Report Title:Establish a speed limit on a portion of Kirker Pass Road (Road No. 5663), Concord, area. ☒Recommendation of the County Administrator ☐ Recommendation of Board Committee RECOMMENDATIONS: ADOPT Traffic Resolution No.2025/4548 to establish a speed limit of 50 miles per hour (mph)on Kirker Pass Road (Road No.5261),which extends from the Concord City Limit/County Line and extending northerly to 1000 feet north of North Hess Road (Road No.5663)and RESCIND Traffic Resolution No.2005/4105,as recommended by the Public Works Director, Concord area. DETERMINE, based on the results of the Engineer and Traffic Survey (E&TS), that a limit of 65 miles per hour on this segment of roadway is more than is reasonable or safe, and that a 50 mile per hour speed limit is appropriate to facilitate the orderly movement of traffic and is reasonable and safe. DIRECT the Public Works Director, or designee, to install appropriate speed limit signs on this segment of roadway to make the new speed limit effective. FISCAL IMPACT: No fiscal impack BACKGROUND: Kirker Pass Road is classified as a principal arterial roadway by the Federal Highway Highway Administration. Such a classification requires that the speed limit be set according to standards set by the California Manual on Uniform Traffic Control Devices (CA MUTCD)and California Vehicle Code (CVC)22358,if the speed limit is to be set lower than the prima facie speed limit of 65-mph.This requires an Engineering and Traffic Survey (E&TS) to be conducted to establish an appropriate speed limit. On 3/13/2025 an E&TS was conducted according to established traffic engineering practices on two sections of Kirker Pass Road.Based on the results of the E&TS,the Traffic Engineer recommends establishing 50-mph onCONTRA COSTA COUNTY Printed on 8/20/2025Page 1 of 2 powered by Legistar™ File #:25-1984,Version:1 Kirker Pass Road.Based on the results of the E&TS,the Traffic Engineer recommends establishing 50-mph on Kirker Pass Road,beginning at the Concord City Limit/County Line and extending northerly to 1000 feet north of North Hess Road.The remaining section of Kirker Pass Road,1000 feet north of North Hess Road to the Pittsburg City Limit will remain 55 mph. This Board of Supervisors action will also rescind Traffic Resolution No.2005/4105,which set the current 55- mph speed limit on Kirker Pass Road. CONSEQUENCE OF NEGATIVE ACTION: Law enforcement would not be able to enforce speed limits on Kirker Pass Road. CONTRA COSTA COUNTY Printed on 8/20/2025Page 2 of 2 powered by Legistar™ 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:1RES 2025- 169 Name: Status:Type:Consent Resolution Passed File created:In control:4/22/2025 BOARD OF SUPERVISORS On agenda:Final action:5/20/2025 5/20/2025 Title:ADOPT Resolution No. 2025-169 approving the submission of a claim to the Metropolitan Transportation Commission (MTC) to seek Fiscal Year 2025/2026 Transportation Development Act funding in the amount of $888,130 for bicycle and pedestrian projects sponsored by the County and the Cities of Brentwood, Clayton, Concord, Lafayette, Moraga, Pleasant Hill, Pittsburg, San Ramon and Walnut Creek, Countywide. (100% Transportation Development Act, Article 3 Funds) Attachments:1. Attachment A - TDA Project List 2025-2026, 2. TDA 25-26 letter 5-7-2025 Action ByDate Action ResultVer.Tally adoptedBOARD OF SUPERVISORS5/20/2025 1 Pass To: Board of Supervisors From:Warren Lai, Public Works Director/Chief Engineer Report Title:ADOPT Resolution approving the submission of a claim to the Metropolitan Transportation Commission (MTC)to seek Fiscal Year 2025/2026 Transportation Development Act (TDA)funding in the amount of $888,130 for bicycle and pedestrian projects sponsored by the County and the Cities of Brentwood, Clayton,Concord,Lafayette,Moraga,Pleasant Hill,Pittsburg,San Ramon,Walnut Creek,Countywide.(100% Transportation Development Act, Article 3 Funds) ☒Recommendation of the County Administrator ☐ Recommendation of Board Committee RECOMMENDATIONS: ADOPT Resolution approving the submission of a claim to the Metropolitan Transportation Commission (MTC)to seek Fiscal Year 2025/2026 Transportation Development Act (TDA)funding in the amount of $888,130 for bicycle and pedestrian projects sponsored by the County and the Cities of Brentwood,Clayton, Concord,Lafayette,Moraga,Pleasant Hill,Pittsburg,San Ramon,Walnut Creek,and DIRECT the Public Works Director,or designee,to forward the claim to the MTC for final approval and final allocation of funding, effective July 1, 2025, Countywide. FISCAL IMPACT: 100% Transportation Development Act, Article 3 Funds. BACKGROUND: Article 3 of the TDA,Public Utilities Code (PUC)Section 99200 et seq.,authorizes submission of claims to a regional transportation planning agency for the funding of projects exclusively for the benefit and/or use of pedestrians and bicyclists.The MTC,as the regional transportation planning agency for the San Francisco Bay region,has adopted MTC Resolution No.4108,which delineates procedures and criteria for submission of requests for the allocation of TDA Article 3 funds.Each claimant whose project or projects have been prioritized for inclusion in the Fiscal Year 2025/2026,TDA Article 3 Countywide coordinated claim is required CONTRA COSTA COUNTY Printed on 8/20/2025Page 1 of 3 powered by Legistar™ File #:RES 2025-169,Version:1 to submit a resolution from its governing body to MTC requesting an allocation of TDA Article 3 funds. On March 12,2025,two members of the City-County Engineering Advisory Committee (CCEAC)and two members of the Countywide Bicycle Advisory Committee (CBAC)performed a Zoom review of the project applications.At that time,the allocation from the MTC was estimated at $1,100,000.The funding recommendations for those projects were approved by the CCEAC at their March 20,2025,meeting and subsequently approved by the Contra Costa Mayor's Conference at their April 3, 2025, meeting. Subsequent to the Mayor’s Conference approval,the City of Orinda submitted a letter to withdraw their project from consideration due to a change in project conditions.Attachment A to the resolution reflects the removal of the City of Orinda’s project and the revised funding claim for 2025/2026. CONSEQUENCE OF NEGATIVE ACTION: Failure to approve the recommendation and forward the list will eliminate a potential funding source. THE BOARD OF SUPERVISORS OF CONTRA COSTA COUNTY, CALIFORNIA and for Special Districts, Agencies and Authorities Governed by the Board IN THE MATTER OF approving and authorizing the recommendation of the Public Works Director,or designee,for allocating the Transportation Development Act (TDA),Article 3 funds for bicycle and pedestrian projects for Fiscal Year 2025/2026 and directing the Public Works Director,or designee,to forward the list to the Metropolitan Transportation Commission (MTC)for final approval and allocation of funding effective July 1, 2025, Countywide. WHEREAS,Article 3 of the TDA,Public Utilities Codes (PUC)Section 99200 et seq.,authorizes the submission of claims to a regional transportation planning agency for the funding of projects exclusively for the benefit and/or use of pedestrians and bicyclists; and, WHEREAS,the MTC,as the regional transportation planning agency for the San Francisco Bay region,has adopted MTC Resolution No.4108,which delineates procedures and criteria for submission of requests for the allocation of TDA Article 3 funds; and, WHEREAS,MTC Resolution No.4108 requires that requests from eligible claimants for the allocation of TDA Article 3 funds be submitted as part of a single,countywide coordinated claim,composed of certain required documents; and, WHEREAS,the Contra Costa County Board of Supervisors has undertaken a process in compliance with MTC Resolution No.4108 for consideration of project proposals submitted by eligible claimants of TDA Article 3 funds in Contra Costa County,and a prioritized list of projects,included as Attachment A of this Resolution, was developed as a result of this process; and, WHEREAS,each claimant in Contra Costa County whose project or projects have been prioritized for inclusion in the Fiscal Year 2025/2026 TDA Article 3 countywide coordinated claim has forwarded to the Contra Costa County Board of Supervisors a certified copy of its governing body resolution for submittal to MTC requesting an allocation of TDA Article 3 funds NOW,THEREFORE,BE IT RESOLVED that the Contra Costa County Board of Supervisors approves the prioritized list of projects included as Attachment A to this resolution;and furthermore,be it RESOLVED that the Contra Costa County Board of Supervisors approves the submittal to MTC,of the Contra Costa County CONTRA COSTA COUNTY Printed on 8/20/2025Page 2 of 3 powered by Legistar™ File #:RES 2025-169,Version:1 the Contra Costa County Board of Supervisors approves the submittal to MTC,of the Contra Costa County Fiscal Year 2025/2026 TDA Article 3 countywide,coordinated claim,composed of the following required documents:(A)transmittal letter;(B)a certified copy of this resolution,including Attachment A;(C)one copy of the governing body resolution and required attachments,for each claimant whose project or projects are the subject of the coordinated claim;and (D)a description of the process for public and staff review of all proposed projects submitted by eligible claimants for prioritization and inclusion in the countywide, coordinated claim. CONTRA COSTA COUNTY Printed on 8/20/2025Page 3 of 3 powered by Legistar™ Re: Description of Project Total Project Cost 1 Pedestrian Push Button Upgrade Project (Brentwood) 2 Mountaire Parkway Bicycle Lanes (Clayton)$50,000 $243,799 3 Court Lane and Joan Avenue Bicycle Improvements (Concord) 4 Olympic Boulevard Roundabout East Leg (Lafayette) $30,000 $65,000 5 Campolindo High School Safety (Moraga) 6 Pleasant Hill Pedestrian Crossings (Pleasant Hill)$125,000 $391,000 7 Walk-smart Crosswalk Improvements (Pittsburg)$113,130 $125,700 8 Citywide Accessible Pedestrian Signals (San Ramon)$120,000 $358,500 9 2025 Trail Crossing Improvements (Walnunt Creek) 10 Bicycle and Pedestrian Safety Education (Contra Costa Health)$50,000 $50,000 *11 Glorietta Boulevard and Martha Road (Orinda) Allocation of Fiscal Year 2025/2026 TDA Article 3 Pedestrian/Bicycle Project Funds to Claimants in *Subsequent to the Mayor's Conference approval, the City of Orinda submitted a letter to withdraw their project from consideration due to a change in project conditions. 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:1RES 2025- 170 Name: Status:Type:Consent Resolution Passed File created:In control:4/30/2025 BOARD OF SUPERVISORS On agenda:Final action:5/20/2025 5/20/2025 Title:ADOPT Resolution No. 2025-170 approving and authorizing the Public Works Director, or designee, to fully close a portion of Winslow Street between Alhambra Street and Carquinez Scenic Drive, on May 20, 2025, from 7:30 a.m. through 5:30 p.m., for the purpose of a utility pole replacement, Crockett area. (No fiscal impact) Attachments: Action ByDate Action ResultVer.Tally adoptedBOARD OF SUPERVISORS5/20/2025 1 Pass To: Board of Supervisors From:Warren Lai, Public Works Director/Chief Engineer Report Title:Approve and Authorize to fully close a portion of Winslow Street, on May 20, 2025, from 7:30 a.m. through 5:30 p.m., for the purpose of a utility pole replacement, Crockett area. ☒Recommendation of the County Administrator ☐ Recommendation of Board Committee RECOMMENDATIONS: ADOPT Resolution approving and authorizing the Public Works Director,or designee,to fully close a portion of Winslow Street between Alhambra Street and Carquinez Scenic Drive,on May 20,2025,from 7:30 a.m. through 5:30 p.m., for the purpose of a utility pole replacement, Crockett area. (District V) FISCAL IMPACT: No fiscal impact. BACKGROUND: Pacific Gas &Electric shall follow guidelines set forth by the Public Works Department to maintain public safety.Pacific Gas &Electric plans to fully close a portion of Winslow Street for a utility pole replacement in the Crockett area. The closure is being requested due to due to the narrow width of the street. CONSEQUENCE OF NEGATIVE ACTION: Applicant will be unable to close the road for the purpose a utility pole replacement. c: Kellen O’Connor-Engineering Services, Marke Smith-Engineering Services, Devon Patel-Engineering Services, Bob Hendry-Engineering Services, Chris Lau-Maintenance, CHP, Sheriff-Patrol Div. Commander CONTRA COSTA COUNTY Printed on 8/20/2025Page 1 of 3 powered by Legistar™ File #:RES 2025-170,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:Approving and Authorizing the Public Works Director,or designee,to fully close a portion of Winslow Street between Alhambra Street and Carquinez Scenic Drive,on May 20,2025,from 7:30 a.m. through 5:30 p.m., for the purpose of a utility pole replacement, Crockett area. (District V) RC25-13 NOW,THEREFORE,BE IT RESOLVED that permission is granted to Pacific Gas &Electric to fully close a portion of Winslow Street between Alhambra Street and Carquinez Scenic Drive,except for emergency traffic, local residents,US Postal Service and garbage trucks,on May 20,2025,for the period of 7:30 a.m.through 5:30 p.m., subject to the following conditions: 1.Traffic will be detoured via roads identified in a traffic control plan, reviewed by the Public Works Department. Emergency vehicles, residents within the event area and essential services will be allowed access as required. 2.All signing to be in accordance with the California Manual on Uniform Traffic Control Devices. 3.Pacific Gas & Electric shall comply with the requirements of the Ordinance Code of Contra Costa County. 4.Provide the County with a Certificate of Insurance in the amount of $1,000,000.00 for Comprehensive General Public Liability which names the County as an additional insured prior to permit issuance. 5.Obtain approval for the closure from the CHP, Sheriff’s Office, and the Contra Costa Fire Protection District. CONTRA COSTA COUNTY Printed on 8/20/2025Page 2 of 3 powered by Legistar™ File #:RES 2025-170,Version:1 CONTRA COSTA COUNTY Printed on 8/20/2025Page 3 of 3 powered by Legistar™ 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:1RES 2025- 171 Name: Status:Type:Consent Resolution Passed File created:In control:5/1/2025 BOARD OF SUPERVISORS On agenda:Final action:5/20/2025 5/20/2025 Title:ADOPT Resolution No. 2025-171 authorizing the Public Works Director, or designee, to execute Right of Way Certifications required for state and federally funded road projects, and DIRECT the Principal Real Property Agent to provide a copy of the Resolution to the appropriate office of the California Department of Transportation, Countywide. (No fiscal impact) Attachments:1. Exhibit 13-A Short Form Right of Way Certification Local Assistance Project, 2. Exhibit 13-B Right of Way Certification Local Assistance Project, 3. Exhibit 17-EX-10 Design Build Certification, 4. Exhibit 17-EX-13 CM & GC Certification, 5. Exhibit 17-EX-18 ROW Certification Action ByDate Action ResultVer.Tally adoptedBOARD OF SUPERVISORS5/20/2025 1 Pass To: Board of Supervisors From:Warren Lai, Public Works Director/Chief Engineer Report Title:Execution of Right of Way Certifications, Countywide ☒Recommendation of the County Administrator ☐ Recommendation of Board Committee RECOMMENDATIONS: ADOPT Resolution authorizing the Public Works Director,or designee,to execute Right of Way Certifications required for state and federally funded road projects; and, DIRECT the Principal Real Property Agent to provide a copy of the Resolution to the appropriate office of Caltrans, Countywide. FISCAL IMPACT: No fiscal impact. BACKGROUND: In order to obtain federal and state aid assistance in connection with state and federally funded road projects,and for the California Department of Transportation (Caltrans)to approve the projects for advertising,it is necessary that the County certify to Caltrans that the rights of way necessary for the proper execution of the projects will be or have been acquired. Caltrans will accept Right of Way Certifications signed by the Public Works Director if the Board of Supervisors has adopted a Resolution authorizing him or her to sign the certifications. A copy of the Right of Way Certification (“R/W Certification”)forms currently required by Caltrans are attached to the CONTRA COSTA COUNTY Printed on 8/20/2025Page 1 of 3 powered by Legistar™ File #:RES 2025-171,Version:1 A copy of the Right of Way Certification (“R/W Certification”)forms currently required by Caltrans are attached to the Resolution,which accompanies this Board Order.The Caltrans forms provide for detailed information about the right of way and the project.They also require the County to certify that the right of way has been duly acquired and to defend and indemnify Caltrans if the right of way is not clear as certified. Staff recommend that the Board adopt the attached Resolution to authorize the Public Works Director,or designee,to execute R/W Certifications in connection with County road projects funded by the state or federal government.The authorization given by the attached Resolution is valid for a two-year period,at which time the Public Works Department will have to seek further authorization. CONSEQUENCE OF NEGATIVE ACTION: Bidding and construction of federally funded public works projects with short funding deadlines will be subject to delay and potential loss of funds. THE BOARD OF SUPERVISORS OF CONTRA COSTA COUNTY, CALIFORNIA and for Special Districts, Agencies and Authorities Governed by the Board IN THE MATTER OF referencing the following background information:In order to obtain state and federal aid assistance in connection with state and federally funded road projects,and for the California Department of Transportation (Caltrans)to approve the projects for advertising,it is necessary that the County certify to Caltrans that the rights of way necessary for the proper execution of projects will be or have been acquired.Caltrans will accept Right of Way Certifications (“R/W Certification”)signed by the Public Works Director or designee,if the Board of Supervisors adopts a Resolution authorizing him or her to sign the certification.Copies of the R/W Certification forms currently required by Caltrans are attached to this Resolution. WHEREAS,Caltrans will accept R/W Certifications signed by the Public Works Director or designee,if the Board of Supervisors has adopted a resolution authorizing him or her to sign the certification. NOW,THEREFORE,BE IT RESOLVED the Board AUTHORIZES the Public Works Director,or designee,to execute all R/W Certifications required for state and federally funded road projects using the forms attached to this Resolution.The Board DIRECTS the Principal Real Property Agent to forward a copy of the Resolution to the CONTRA COSTA COUNTY Printed on 8/20/2025Page 2 of 3 powered by Legistar™ File #:RES 2025-171,Version:1 Resolution.The Board DIRECTS the Principal Real Property Agent to forward a copy of the Resolution to the appropriate office of Caltrans.The authorization provided by this Resolution is valid for two years from the date of adoption. CONTRA COSTA COUNTY Printed on 8/20/2025Page 3 of 3 powered by Legistar™ Local Assistance Procedures Manual Exhibit 13-A Short Form Right of Way Certification Local Assistance Project Page 1 of 5 January 2025 Exhibit 13-A: Short Form Right of Way Certification Local Assistance Project (off the State Highway System) NOTE: This form is intended for projects that DO NOT require Right of Way (R/W) acquisition, relocation assistance, have NO railroad involvement, and the ONLY Utility Relocation involvement is limited to utility cover adjustments. Local Public Agency: Federal Project No.: Project Location: Project Description: Required Attachment Checklist ☐ Final NEPA Clearance ☐ PS&E package ☐ Resolution (if not on file) ☐ Cooperative / Agency Agreements (if applicable) ☐ LAPM 14-D / REV: Notice to Owner, Exhibit 14-E: Report of Investigation, Exhibit 14-I: Local Agency/Utility Owner Special Agreement, Exhibit 14-F: Utility Agreements (must be reviewed and approved prior to certification of Exhibit 14-C, if applicable). ☐ Exhibit 14-C: FHWA Specific Authorization / Approval of Utility Agreement (must be reviewed and approved prior to certification of Exhibit 13-A, if applicable) Right of Way Certification No.1 For each item below, except Item 5, select the ONE option most suitable to your project. If the chosen option directs you to use Exhibit 13-B, please STOP. Exhibit 13-A is not applicable to your project. 1. Status of Required Property Rights ☐ No acquisition of R/W is required; all proposed work is within the existing R/W. ☐ R/W has been acquired in accordance with applicable policy and procedure covering the acquisition of real property. LPA has legal and physical possession, right to enter, and required permits. If this box is checked, STOP and use Exhibit 13-B: Right of Way Certification 2. Status of Affected Operating Railroad Facilities ☐ None affected Local Assistance Procedures Manual Exhibit 13-A Short Form Right of Way Certification Local Assistance Project Page 2 of 5 January 2025 ☐ The _______________ Railroad has approved the proposed work, which is within their R/W but does not require the adjustment of railroad facilities. The necessary clauses will be placed in the contract special provisions. If this box is checked, STOP and use Exhibit 13-B. ☐ The _______________ Railroad (and when needed, the Public Utilities Commission) has approved the proposed work, which is within the railroad R/W and does require the adjustment of railroad facilities. The railroad, or its contract forces, will provide the necessary labor, materials and/or equipment to adjust their facilities. The necessary clauses will be placed in the contract special provisions. If this box is checked, STOP and use Exhibit 13-B. 3. Material Site(s) ☐ None required ☐ Material site(s) required. If this box is checked, STOP and use Exhibit 13-B. 4. Disposal Site(s) ☐ None required ☐ Disposal site(s) required. If this box is checked, STOP and use Exhibit 13-B. 5. Status of Required Utility Relocation (check all that apply) ☐ No relocation required; therefore, Buy America requirements do not apply. ☐ Utility Agreements are not required on this project; therefore, Buy America requirements do not apply. ☐ Utility involvement is limited to adjusting UTILITY COVERS (manhole cover, water valve cover, and box lids) to grade and said work is compliant with all terms and conditions including Buy America requirements. If this box is checked, please complete page 5 of this form entitled “Utility Cover Adjustment Summary” and provide a copy of the Specific Authorization if federally participating. ☐ All utility work (other than the adjustment of utility covers) has been completed. If this box is checked, STOP and use Exhibit 13-B. ☐ All utility work (other than the adjustment of utility covers) will be completed by a stated date prior to award of the contract. If this box is checked, STOP and use Exhibit 13-B. ☐ All necessary arrangements have been made for the completion of all remaining utility work (other than the adjustment of utility covers) required to be coordinated with project construction. Arrangements have been made with the owners of all utility encroachments which will remain within the right of way of the project so that adequate control of the right of way will be achieved. If this box is checked, STOP and use Exhibit 13-B. ☐ Utility facilities (other than the adjustment of utility covers) will be relocated by the project’s contractor under bid items. If this box is checked, STOP and use Exhibit 13-B. 6. Right of Way Clearance ☐ There are no improvements or obstructions located within the limits of this project. ☐ All right of way clearance work has been completed and there are no improvements or obstructions remaining within the right of way area required for construction. If this box is checked, STOP and use Exhibit 13-B. ☐ All necessary arrangements have been made for remaining right of way clearance work to be undertaken and completed as required for proper coordination with the construction schedule. If this box is checked, STOP and use Exhibit 13- B. 7. Airspace Agreements: Local Assistance Procedures Manual Exhibit 13-A Short Form Right of Way Certification Local Assistance Project Page 3 of 5 January 2025 ☐ There are no airspace lease properties within the limits of the project. ☐ All necessary arrangements have been made with airspace lessee(s) and/or in contract provisions to minimize conflicts between lessee’s activities and contractor’s operations. If this box is checked, STOP and use Exhibit 13-B. ☐ Airspace lease has been cancelled. If this box is checked, STOP and use Exhibit 13-B. ☐ Other (if this box is checked, STOP and use Exhibit 13-B) 8. Compliance with Relocation Assistance Program Requirements ☐ Compliance was not required as there were no displacements for this project. ☐ Occupants who have not yet moved from the R/W will be protected against unnecessary inconvenience and disproportionate injury or any action coercive in nature. If this box is checked, STOP and use Exhibit 13-B. ☐ LPA has complied with all the steps relative to the relocation advisory assistance and payments as required by applicable policy and procedure, and no person has been required to relocate without at least a 90 day written notice. If residential relocation was involved, all individuals and/or families have been relocated to decent, safe and sanitary housing, or the LPA has made replacement housing available to the displacees. If this box is checked, STOP and use Exhibit 13-B. 9. Cooperative / Agency Agreements ☐ None required ☐ Required 10. Environmental Mitigation ☐ No acquisition of environmental mitigation parcels is required for this project. ☐ All environmental mitigation parcels for the project have been acquired. If this box is checked, STOP and use Exhibit 13-B. ☐ Acquisition of environmental mitigation parcels is ongoing. If this box is checked, STOP and use Exhibit 13-B. 11. Indemnification by Local Public Agency This Local Public Agency (LPA) agrees to indemnify, defend, and hold harmless the Department of Transportation (Caltrans) from any and all liabilities which may result in the event the right of way for this project is not clear as certified. LPA shall pay from its own non-matching funds, any costs which arise out of delays to the construction of the project because utility facilities have not been removed or relocated, or because rights of way have not been made available to LPA for the orderly performance of the project work. 12. Certification I hereby certify the right of way on this project as conforming to 23 CFR 635.309(b) and (c)(1) and 49 CFR Part 24. The project may be advertised with contract award being made at any time. Note: Certification must be signed by person authorized by current resolution of the LPA. Local Public Agency: __________________________________ Federal Project No.: __________________________________ Authorized by Resolution No.: ____________________________ Dated: ______________________ I do hereby attest I have authority via resolution to sign this document on behalf of my agency. Local Assistance Procedures Manual Exhibit 13-A Short Form Right of Way Certification Local Assistance Project Page 4 of 5 January 2025 By: ______________________________________________ Signature ______________________________________________ Title ______________________________________________ Date The undersigned Caltrans Official has reviewed this Right of Way Certification as to form and content. Based on the review of the documents submitted, the Certificate is accepted on behalf of the LPA. It remains the sole responsibility of the LPA to ensure compliance with the Uniform Act. Accepted as to form and content: By: _______________________________________________ Signature _______________________________________________ Title _______________________________________________ Date Local Assistance Procedures Manual Exhibit 13-A Short Form Right of Way Certification Local Assistance Project Page 5 of 5 January 2025 Distribution: 1) LPA completes this form, signs, and sends it to DLAE. 2) DLAE reviews and forwards to District RW Local Programs Office 3) District RW Local Programs Office reviews, accepts, and signs Exhibit 13-A. A fully executed original is sent back to the LPA and the DLAE. All parties must ensure that proper record retention is followed. Utility Cover Adjustment Summary Items to be disclosed on this summary include: covers of utility facilities, either publicly owned (by City/County and other public agencies, including the project sponsoring agency) or privately owned that services the general population. Utility covers of facility that directly services the street/roadway operation (such as an electric pull box, which services streetlight and traffic signals) do not require disclosure on this form. a. Utility Cover Adjustments to be Performed by Owner Owner # Owner Date Date Owner/LPA Participation * Include a copy of Exhibit 14-C: FHWA Specific Authorization / Approval of Utility Agreement b. Utility Cover Adjustments to be Performed by Project Contractor # Owner # Owner Agreement Owner / LPA Participation * Include a copy of Exhibit 14-C: FHWA Specific Authorization / Approval of Utility Agreementc. Federal Participation ☐ Yes ☐ No These adjustments are required as the direct result of the proposed construction activities and the LPA is legally liable to pay for the adjustment ☐ Yes ☐ No Adjustments specified for federal participation have received FHWA Specific Authorization Yes ☐ No (Exhibit 14-C) approval? If “no”, not federally participating. Local Assistance Procedures Manual Exhibit 13-B Right of Way Certification Local Assistance Project Page 1 of 10 January 2024 Exhibit 13-B: Right of Way Certification Local Assistance Project (off the State Highway System) NOTE: This form is intended for use on Local Assistance projects off the State Highway System (SHS), where federal funds are used and utility relocations, railroad involvement and/or where Right of Way (R/W) or rights in real property may be required. This form could also be used when work required for Local Public Agency (LPA) projects is located primarily off the SHS but may also encroach onto the SHS. [Eliminate this paragraph before submitting document to your DLAE] Local Public Agency: __________________________ R/W Certification No.: ______________________ (Enter 1, 2, or 3 for the type of Certification) Project ID: __________________________ Project Location: __________________________ Project Description: ___________________________________________________________________________________ ___________________________________________________________________________________ ___________________________________________________________________________________ 1. Status of Required Right of Way No acquisition of R/W is required as all proposed work is within existing R/W OR R/W (has been) (will be) acquired in accordance with applicable policy and procedure covering the acquisition of real property. LPA (has) (will have) legal and physical possession and right to enter on all lands as follows: [For items A.1-7 and B, if the total at time of completing certification is 0, enter 0 on the 1.A and 1.B lines below and eliminate corresponding table/s] A. Total Number of Parcels Required1: _________ 1. Parcels acquired (escrow closed or Final Order of Condemnation recorded): _________ (Yes or No) Final Order of Condemnation Date 2. Parcels covered by Order for Possession: _________ 3. Parcels covered by executed R/W Contract with Possession Clause: _________ Available to Owner / Deposited to Escrow3 1 Parcels listed in items A1-A7 on pages 1 and 2 should total the number shown on line 1A above. 2 Items A1-A7: List as full acquisition, partial acquisition, fee, permanent easement (including type), temporary construction easement, etc. Detail should be added showing expiration dates of documents with fixed termination dates, i.e., temporary easements. Local Assistance Procedures Manual Exhibit 13-B Right of Way Certification Local Assistance Project Page 2 of 10 January 2024 3 Funds must be deposited into an escrow account and be made available (able to withdraw), as legally permissible, to the grantor/s, as a condition of use of a possession clause in a Right of Way contact. 4. Parcels covered by Possession and Use Agreement Only: _________ into Escrow 1 5. Parcels covered by Right of Entry only (requires HQ R/W and FHWA pre-approval)2: _________ Escrow 6. Parcels covered by Resolution of Necessity only 3: _________ Required2 Resolution Date Date Funds Deposited Date OP Service Date and Effective Date 7. Parcels covered by other acquisition documents as follows 4: _________ Location / PM Required2 Deposited into Escrow B. Construction Permits / Other Required Permits5: _________ 1 Funds must be deposited into an escrow account and be made available (able to withdraw), as legally permissible, to the grantor/s, as a condition of use. 2 Rights of Entry must only be used in emergencies, or extremely unusual/extraordinary circumstances. All Rights of Entry must be pre-approved by the Division of HQs RW&LS and approved by FHWA. 3 To be used only rarely in a Certification No. 3; Resolution of Necessity must be adopted and the Order for Possession served, but is not yet effective. 4 This section covers acquisitions where the document is a license, permit etc., not otherwise covered by A1-A6 above. Examples include Licenses from State Lands Commission, Flood Control Districts, and Letters of Consent from US Forest Service. 5 These permits are not counted as parcels, are not appraised, recorded, or require payment (e.g., Permits to Enter). Local Assistance Procedures Manual Exhibit 13-B Right of Way Certification Local Assistance Project Page 3 of 10 January 2024 2. Status of Access Control [Select appropriate statement(s) and remove those that do not apply]: Conventional Highway – a highway with no control of access; abutting property owners have access rights. (OR) Freeway / Expressway – a highway with limited/restricted rights of access. (OR) Non-Interstate Access Controlled Highway (or other facility with full access control). Except as provided in the approved plans for the project, all rights of access to, or from the section of highway to be improved under the project and the abutting property either are prohibited by law, or have been acquired, or are being acquired in condemnation proceedings heretofore commenced and which will be prosecuted to completion. (OR) Except as provided in the approved plans for the project, all rights of access to, or from the section of highway to be improved under the project and the abutting property either are prohibited by law, or have been acquired under a previous project. 3. Status of Affected Railroad Operating Facilities [Select appropriate statement(s) and remove those that do not apply]: None affected (OR) The __________________ Railroad has approved the proposed work, which is within their right of way but which does not require the adjustment of railroad facilities. The necessary clauses will be placed in the contract special provisions. The project may now be advertised. (OR) The __________________ Railroad (and when needed, the Public Utilities Commission) has approved the proposed work, which is within the railroad right of way and does require the adjustment of railroad facilities. The railroad, or its contract forces, will provide the necessary labor, materials and/or equipment to adjust their facilities. The necessary clauses will be placed in the contract special provisions. The project may now be advertised. CPUC Approval Type and Date: _______________ C&M Execution Date: _______________ 4. Material Site(s) [Select appropriate statement(s) and remove those that do not apply]: None required Commercial Optional site(s) secured as follows: Mandatory site(s) secured as follows: Local Assistance Procedures Manual Exhibit 13-B Right of Way Certification Local Assistance Project Page 4 of 10 January 2024 5. Disposal Site(s) [Select appropriate statement(s) and remove those that do not apply]: None required Commercial Optional site(s) secured as follows: Mandatory site(s) secured as follows: 6. Status of Required Utility Relocations There are no Utility Relocations required on this project; therefore, Buy America compliance does not apply to the utility portion of the project. (OR) All utility work has been or will be completed in accordance with applicable policy and procedure covering the adjustment of utility facilities. All utility notices have been issued and arrangements have been made with the owners of all conflicting utility encroachments remaining within the right of way, so that adequate control of the project right of way will be achieved. If applicable, federal participation has been determined. (AND) • All utility work has been completed. ☐ Project specific utility agreement(s) is/(are) fully executed and include(s) the Buy America language. ☐ Buy America compliance is not applicable for utility relocations as Utility Agreements are not required. (OR) • All utility work will be completed by a stated date prior to award of the contract (see schedule below). ☐ Project specific utility agreement(s) is/(are) fully executed and include(s) the Buy America language. ☐ Buy America compliance is not applicable for utility relocations as Utility Agreements are not required. (OR) • All necessary arrangements have been made for remaining utility work to be completed as required for proper coordination with project construction. The special provisions in the contract provide for the coordination (see schedule below). ☐ Project specific utility agreement(s) is/(are) fully executed and include(s) the Buy America language. ☐ Buy America compliance is not applicable for utility relocations as Utility Agreements are not required. Local Assistance Procedures Manual Exhibit 13-B Right of Way Certification Local Assistance Project Page 5 of 10 January 2024 (AND when applicable) The following utilities are located within the project right of way but require no relocation: The following utilities are in conflict with the project and require relocation as follows (if applicable): Notice and Notice Date (Owner =O) (LPA = C) Agreement Date Participation (Yes or No)6 Date Concurrent with Construction or Bid Item(s) listed below7 (AND) (Owner / LPA) (Yes or No) 7. Right of Way Clearance There were no improvements or obstructions located within the limits of this project. (OR) All right of way clearance work has been completed and there are no improvements or obstructions remaining within the right of way area required for construction. (OR) All necessary arrangements have been made for remaining right of way clearance work to be undertaken and completed as required for proper coordination with the construction schedule as follows: Non-Salvable Disposal 8 Available to Construction 6 A copy of Specific Authorization to Relocate Utility Facilities memorandum must be attached for each facility relocation item. 7 Additional information is required for each bid item if highway contractor will complete work as part of the highway contract. 8 Demolition Contract, Construction Contract, or Owner. Local Assistance Procedures Manual Exhibit 13-B Right of Way Certification Local Assistance Project Page 6 of 10 January 2024 8. Airspace Agreements: There are no airspace lease properties within the limits of the project (OR) All necessary arrangements have been made with airspace lessee(s) and/or special provisions in the contract to minimize conflicts between lessee’s activities and contractor’s operations. (OR) Airspace lease [describe] has been cancelled effective [date]. (OR) 9. Compliance with Relocation Assistance Program Requirements Compliance was not required as there were no displacements for this project. (OR) The LPA has complied with the Federal Uniform Relocation Assistance and Real Property Acquisition Act, as amended. The LPA has also complied with all the steps relative to relocation advisory assistance and payments as required by applicable policies and procedures, and no person has been required to relocate without at least 90 days written notice. If residential relocation was involved, all individuals and/or families have been relocated to a decent, safe, and sanitary housing, or the LPA has made replacement housing available to the relocatees. Types of relocation involved on this project (check all that apply): ☐ Personal property relocation ☐ Residential relocation ☐ Business, farm, or nonprofit relocation Exceptions: Occupants of residences, businesses, farms, or nonprofit organizations who have not yet moved from the right of way will be protected against unnecessary inconvenience and disproportionate injury or any action coercive in nature. (Owner) (Tenant) 10. Cooperative Agreements None required. (OR) 9 Residential, Business, Farm, Nonprofit Organization, or Personal Property only. Local Assistance Procedures Manual Exhibit 13-B Right of Way Certification Local Assistance Project Page 7 of 10 January 2024 Attach a copy of each Cooperative Agreement 11. Environmental Mitigation No environmental mitigation parcels are required for this project. (OR) All environmental mitigation parcels for the project have been acquired. (OR) Acquisition of environmental mitigation parcels is ongoing. Give detailed explanation: 12. Indemnification by Local Public Agency (LPA) The LPA agrees to indemnify, defend, and hold harmless the Department of Transportation (Caltrans) from any and all liabilities which may result in the event the right of way for this project is not clear as certified. The LPA shall pay from its own non-matching funds, any costs which arise out of delays to the construction of the project because utility facilities have not been removed or relocated, or because rights of way have not been made available to LPA for the orderly performance of the project work. 13. Certification [use the appropriate statement] I hereby certify the right of way on this project as conforming to 23 CFR 635.309(b) and (c)(1) or (c)(2) and 49 CFR Part 24. The project may be advertised with contract award being made at any time. (OR) I hereby certify the right of way on this project as conforming to 23 CFR 635.309(c)(3)(i)(iii)(iv) and 49 CFR Part 24. The project may be advertised at any time. The project will be certified as conforming to 23 CFR 635.309 (b) and (c)(1) or (c)(2) and 49 CFR Part 24 by ( DATE ). [Attach letter explaining why a Conditional R/W Certification No. 3 is being used and substantiate that the Certification No.1 or No.2 date given above is realistic.] (OR) I hereby certify the right of way on this project as conforming to 23 CFR 635.309(c)(3)(ii),(iii) and (iv) with Work-Around and 49 CFR Part 24. The project may be advertised at any time. Appropriate notification has been included in the Bid Documents. An updated Certification will be provided by ( DATE ). [Attach letter explaining why a Special Certification No.3 with Work-Around is being used.] [When updating the Special Certification No.3 with Work-Around, use the following statement. This statement is required no later than 15 days prior to bid opening. If able to upgrade to a Certification No.1 or No.2, use appropriate CFR certification statement referenced above.]: Local Assistance Procedures Manual Exhibit 13-B Right of Way Certification Local Assistance Project Page 8 of 10 January 2024 I hereby certify the right of way on this project as conforming to 23 CFR 635.309(c)(3)(ii),(iii) and (iv) with Work-Around and 49 CFR Part 24. The project has been advertised and the contract may be awarded. I have confirmed that all appropriate notifications have been included in the Bid Documents concerning said Work-Around. Local Public Agency: ___________________________________ Project ID: ___________________________________ Authorized by Resolution No.: _____________________________ Dated: ______________________ By: ___________________________________ Signature ___________________________________ Title ___________________________________ Date “I do hereby attest I have authority via resolution to sign this document on behalf of my agency.” The undersigned Caltrans Official has reviewed this Right of Way Certification as to form and content. Based on the review of the documents submitted, the Certificate is accepted on behalf of the LPA. Accepted as to form and content: By: __________________________________________ Date: _______________________ District Deputy Director / Office Chief – R/W (AND) [HQ Right of Way signature required for Conditional R/W Certification No.3 and Special R/W Certification No.3 with WorkAround.] RECOMMENDED FOR APPROVAL: By: __________________________________________ Date: _______________________ Chief, HQ Division of Right of Way and Land Surveys (AND) [FHWA signature block is required for Conditional R/W Certification No.3 and Special R/W Certification No. 3 with WorkAround for projects located on the Interstate system.] APPROVED: By: __________________________________________ Date: _______________________ Realty Officer Federal Highway Administration Local Assistance Procedures Manual Exhibit 13-B Right of Way Certification Local Assistance Project Page 9 of 10 January 2024 Distribution: 1) LPA completes and sends to DLAE for approval. 2) DLAE approves and returns to LPA. 3) LPA retains approved original in project files. Footnote Instructions 1. Parcels listed in items A1 – A7 on pages 1 and 2 should total the number shown on line 1A above. 2. For sections A1 – A7 list as full acquisition, partial acquisition, fee, permanent easement (including type), temporary construction easement, etc. Detail should be added showing expiration dates of documents with fixed termination dates, i.e., temporary easements. 3. Funds must be deposited into an escrow account and be made available (able to withdraw), as legally permissible, to the grantor, as a condition of use of a possession clause in a right of way contact. 4. Funds must be deposited into an escrow account and be made available (able to withdraw) as legally permissible, to the grantor as a condition of use. 5. Rights of Entry must only be used in emergencies, or extremely unusual/extraordinary circumstances. All Rights of Entry must be pre-approved by the Division of HQs RW&LS and approved by FHWA. 6. To be used only rarely in a Certification No. 3; Resolution of Necessity must be adopted and the Order for Possession served, but is not yet effective. 7. This section covers acquisitions where the document is a license, permit etc., not otherwise covered by A1 – A6 above. Examples include Licenses from State Lands Commission, Flood Control Districts, and Letters of Consent from the US Forest Service. 8. These permits are not counted as parcels, are not appraised, recorded, or require payment (e.g., Permits to Enter). 9. A copy of Specific Authorization to Relocate Facility Utilities Memorandum must be attached for each facility relocation item. 10. Additional information is required for each bid item if highway contractor will complete work as part of highway contract. Local Assistance Procedures Manual Exhibit 13-B Right of Way Certification Local Assistance Project Page 10 of 10 January 2024 11. Demolition Contract, Construction Contract, or Owner. 12. Residential, Business, Farm, Nonprofit Organization, or Personal Property only. (OPTIONAL – INSERT PUBLIC AGENCY LETTERHEAD HERE) EXHIBIT DESIGN-BUILD CERTIFICATION 17-EX-10 (REV 5/2023) EA# ________________ Page 1 of 11 Date: File: Dist.-Co.-Rte.-P.M.: EA (Design Phase No.): LOCAL PUBLIC AGENCY NAME Const. Fed.-Aid No.: 1 Right of Way Fed.-Aid No.: 1 Subject: Design-Build Right of Way Certification (insert a brief description of project location and purpose) Total number of parcels required (entire project) Number of parcels acquired to date Number of parcels remaining to be acquired 1. STATUS OF REQUIRED RIGHT OF WAY: This is the _____________ Design-Build Certification.2 Additional right of way is needed for this project. All right of way acquired for this project shall be in accordance with applicable policy and procedure covering the acquisition of real property. (Local Public Agency Name) has legal and physical possession and right to enter on all land as follows: A. Parcels required for this Certification (Design-Build Segment or Parcel Group #) 3 1. Parcels acquired as of this submittal (Escrow Closed or Final Order of Condemnation Recorded): Parcel No. Last Project R/W Required4 Excess (Yes/No) Order of EXHIBIT DESIGN-BUILD CERTIFICATION (Cont.) 17-EX-10 (REV 5/2023) EA# ________________ Page 2 of 11 2. Parcels covered by Order for Possession: Parcel No. Owner Last Name/Business Project R/W Required4 CTC Resolution Date Effective OP Date Rights Expiration 3. Parcels covered by executed R/W Contract with Possession Clause: Parcel No. Last Project R/W Required4 Effective Date of Contract5 Deposited 6 4. Parcels covered by Possession and Use Agreement only: Parcel No. Last Project R/W Required4 Effective Date of Contract5 Deposited 6 (To add table rows, set cursor to right of last column in empty table set, press enter, additional table rows will populate.) EXHIBIT DESIGN-BUILD CERTIFICATION (Cont.) 17-EX-10 (REV 5/2023) EA# ________________ Page 3 of 11 5. Parcels covered by other acquisition documents as follows: 7 Parcel or P.M. Location Owner Last Name/Business Project R/W Required4 Document Type Effective Date of Contract5 Expiration Date Deposited into 6 B. CONSTRUCTION PERMITS, OTHER REQUIRED PERMITS: 8 Parcel or P.M. Owner Last Name/Business Document Type Effective Date of Contract5 Expiration Date 2. STATUS OF AFFECTED RAILROAD OPERATING FACILITIES: None Affected. (OR) None affected. The _________ Railroad has approved the proposed work, which is within their right of way but which does not require the adjustment of railroad facilities. The necessary clauses will be placed in the contract special provisions. The project may be advertised. (OR) The ____________________________ Railroad/s has/have approved the proposed work, which is within their right of way but which does not require the adjustment of railroad facilities. The necessary clauses will be placed in the contract special provisions. The project may now be advertised. (OR) The _____________________________ Railroad/s (and when needed, the Public Utilities Commission) has approved the proposed work, which is within the railroad right of way and does require the adjustment of railroad facilities. The railroad/s or its/their contract forces, will provide the necessary labor, materials and/or equipment to adjust their facilities. The necessary clauses will be placed in the contract special provisions. The project may now be advertised. EXHIBIT DESIGN-BUILD CERTIFICATION (Cont.) 17-EX-10 (REV 5/2023) EA# ________________ Page 4 of 11 CPUC approval type and date: C&M execution date: 3. MATERIAL/DISPOSAL SITE(S): (Select appropriate statement/s, delete inapplicable statement/s) None required Commercial Optional site/s secured as follows: Mandatory site/s secured as follows: Agreement No. Last Date MM-DD-YY 4. STATUS OF REQUIRED UTILITY RELOCATIONS: Select appropriate statement(s), remove those that do not apply. There are no Utility Relocations required on the project. Therefore, Buy America compliance does not apply to the utility portion of the project. (OR) All utility work has been or will be completed in accordance with applicable policy and procedure covering the adjustment of utility facilities. All utility notices have been issued and arrangements have been made with the owners of all conflicting utility encroachments remaining within the right of way, so that adequate control of the project right of way will be achieved. If applicable, federal participation has been determined. (AND) All utility work has been completed. ☐ Project specific utility agreement(s) is (are) fully executed and are in compliance with Buy America. ☐ Project is not covered by a NEPA document and Buy America requirements do not apply. EXHIBIT DESIGN-BUILD CERTIFICATION (Cont.) 17-EX-10 (REV 5/2023) EA# ________________ Page 5 of 11 (OR) All utility work will be completed by a stated date prior to award of the contract (see schedule below). ☐ Project specific utility agreement(s) is (are) fully executed and are in compliance with Buy America. ☐ Project is not covered by a NEPA document and Buy America requirements do not apply. (OR) All necessary arrangements have been made for remaining utility work to be completed as required for proper coordination with project construction. The special provisions in the contract provide for the coordination (see schedule below). ☐ Project specific utility agreement(s) is (are) fully executed and in compliance with Buy America. ☐ Project is not covered by a NEPA document and Buy America requirements do not apply. (AND, when applicable) The following utilities are located within the project’s right of way, but require no relocations: Company Facility Type EXHIBIT DESIGN-BUILD CERTIFICATION (Cont.) 17-EX-10 (REV 5/2023) EA# ________________ Page 6 of 11 The following utilities are in conflict with the project and require relocation/adjustment as follows (if applicable): R/W Notice No. and Notice Date Company Type of Facility Liability % (Owner = O) (Local Public Agency = (LPA) Agreement Date9 Federal Participation Yes10/No Relocation Schedule Start & End Dates and Bid Items. (Also list bid item information below)11 List each (applicable) bid item here or state: no bid items. Bid Item No. Owner and Facility Type (Owner = O) Federal Participation (Yes/No)12 5. RIGHT OF WAY CLEARANCE: (Select the appropriate statement; remove those that do not apply.) There were no improvements or obstructions located within the limits of this segment of the project. (OR) All right of way clearance work has been completed and there are no improvements or obstructions remaining within the right of way area required for construction within this segment of the project. EXHIBIT DESIGN-BUILD CERTIFICATION (Cont.) 17-EX-10 (REV 5/2023) EA# ________________ Page 7 of 11 (OR) All necessary arrangements have been made for remaining right of way clearance work to be undertaken and completed as required for proper coordination with the construction schedule as follows: Parcel No. Location (P.M.) Description Salvable/ Non Salvable Method of Disposal13 Available to Construction 6. AIRSPACE AGREEMENTS: (Select the appropriate statement; remove those that do not apply.) There are no airspace lease properties within the limits of this project. (OR) All necessary arrangements have been made with the airspace lessee/s and/or special provisions in the contract to minimize conflicts between lessee/s activities and contractor’s operation. (OR) Airspace lease (describe) has been cancelled or will be canceled effective (date). (OR) (Provide explanation of other disposition of airspace lease area). 7. COMPLIANCE WITH RELOCATION ASSISTANCE PROGRAM: Compliance is not required as there are no displacements on this project. EXHIBIT DESIGN-BUILD CERTIFICATION (Cont.) 17-EX-10 (REV 5/2023) EA# ________________ Page 8 of 11 (OR) The project has no occupied parcels (except as explained below). The State has complied with all steps relative to relocation advisory assistance and payments as required by applicable policies and procedures, and no person has been required to relocate without at least 90 days written notice. If residential relocation was involved, all individuals and/or families have been relocated to decent, safe and sanitary housing, or the State has made replacement housing available to the displacees. Types of relocation involved on this project: (Mark all that apply with an “X”) Personal Property Relocation Residential Relocation Exceptions: Occupants of residences, businesses, farms and nonprofit organizations who have not yet moved from the right of way will be protected against unnecessary inconvenience and disproportionate injury or any action coercive in nature. Parcel No. Owner or Vacate Issue Date to Vacate Type of Occupancy14 Explanation: Describe the exceptions and the reason the R/W is not clear. EXHIBIT DESIGN-BUILD CERTIFICATION (Cont.) 17-EX-10 (REV 5/2023) EA# ________________ Page 9 of 11 8. COOPERATIVE AGREEMENTS: None required. (OR) List names of cooperating entities/agencies, agreement/document number, and date/s approved. Agency 9. ENVIRONMENTAL MITIGATION: No environmental mitigation parcels are required for this project. (OR) All environmental mitigation parcels on the project have been acquired. (OR) Acquisition of environmental parcels is ongoing (include explanation below). 10. INDEMNIFICATION The (Local Public Agency) agrees to indemnify, defend, and hold harmless the Department of Transportation (Caltrans) from any and all liability which may result in the event the right of way for this project is not clear as certified. The (Local Public Agency) shall pay, from additional funds secured outside of funding programmed for this project, any costs which arise out of delays to the construction of the project because utility facilities have not been removed or relocated, or because rights of way have not been made available to (Local Public Agency) for the orderly performance of the project work. EXHIBIT DESIGN-BUILD CERTIFICATION (Cont.) 17-EX-10 (REV 5/2023) EA# ________________ Page 10 of 11 11. CERTIFICATION: I hereby certify the right of way for (insert Parcel Group or Package #) as conforming to 49 CFR Part 24, 23 CFR(s): §635.309 (c)(1), (g), (h), and (p)(1)(v), §710.309 and the current Caltrans Design-Build certification process. This Design-Build project has been authorized by Section 6800 of the California Public Contract Code. All necessary arrangements for right of way clearance, utility, and railroad work have been made for it to be undertaken and completed as required for proper coordination with the physical construction schedules in the Design-Build Contract (insert Contract No.). Construction may commence on the portions of the construction corridor that are cleared by this certification. LOCAL PUBLIC AGENCY AUTHORIZED SIGNATURE “I do hereby attest I have authority via resolution to sign this document on behalf of my agency” NOTE Certification must be signed by person authorized by current resolution of City or County Board of Supervisors. By: Type name of authorized representative here Title: Date: By: Type name of Caltrans Authorized Right of Way Representative here Type title of authorized representative here EXHIBIT DESIGN-BUILD CERTIFICATION (Cont.) 17-EX-10 (REV 5/2023) EA# ________________ Page 11 of 11 (AND, if required per delegation matrix in R/W manual)) Date: (AND) Add FHWA signature block if FHWA approval is required. Projects requiring FHWA approval include Projects of Division Interest depending on delegations identified in the Project Oversight Agreement, and Certification No. 3 & 3W (only if project is Realty Officer Federal Highway Administration Date: Attachments c: District or Headquarters, Office Engineer - Attn: Scheduling Engineer Headquarters, Program Manager, HQ R/W - Attn: Project Delivery Liaison EXHIBIT DESIGN-BUILD CERTIFICATION (Cont.) 17-EX-10 (REV 5/2023) EA# ________________ ENDNOTE INSTRUCTIONS Endnote Instructions 1 Insert the word “None” or input the Federal Construction and/or Federal Right of Way Aid Number. If there is no Federal Aid for Construction, but the Federal Aid Number has not been assigned, insert the word “Pending”. 2 Insert the word “initial” for the original design-build certification. For subsequent design-build certifications for a project, insert a naming convention that describes the sequence or “package” of the certification, i.e., second, third, or, segment 2, segment 3, etc. 3 Parcels listed in items 1. A. 1–5 on pages 1 and 2 should total the number shown on line 1. A. 4 List as full acquisition, partial acquisition, fee, permanent easement (including type), temporary construction easement, etc. Do not use acronyms. Detail should be added showing expiration dates of documents with fixed termination dates, i.e., temporary easements. 5 Date must be day of/ or be post funds deposited date. 6 Funds must be deposited into an escrow account (internal or external) and be made available (able to withdraw), as legally permissible, to the grantor/s, as a condition of use of a possession clause in a right of way contract or by a stand-alone Possession and Use Agreement. 7 This section covers acquisitions where the document is a license, permit, etc., not otherwise covered by 1. A. 1-4. 8 Detail should be added showing expiration dates of documents with fixed termination dates. 9 Date of agreement in which the Utility Company agrees to move. Use the Utility Agreement Date if there is one. If there is no Utility Agreement, use the original encroachment permit date. 10 If there is Federal Participation, a copy of the Specific Authorization to Relocate Facility Utilities Memorandum (RW 13-15) must be attached for each facility relocation item. 11 Must include actual dates. If the relocation is concurrent with construction use the construction start and end dates. EXHIBIT DESIGN-BUILD CERTIFICATION (Cont.) 17-EX-10 (REV 5/2023) EA# ________________ ENDNOTE INSTRUCTIONS 12 A copy of Specific Authorization to Relocate Facility Utilities Memorandum (RW 13-15) must be attached for each Bid Item. 13 Demolition Contract, Construction Contractor or Owner 14 Residential, Business, Farm, Nonprofit Organization or Personal Property only. (OPTIONAL – INSERT PUBLIC AGENCY LETTERHEAD HERE) EXHIBIT CONSTRUCTION MANAGER/GENERAL CONTRACTOR 17-EX-13 (REV 5/2023) (CM/GC) CERTIFICATION EA# ________________ Page 1 of 11 LOCAL PUBLIC AGENCY NAME HERE Date: Attention: District Division Chief File: 1 1 From: DEPARTMENT OF TRANSPORTATION – DISTRICT _____ Subject: Initial CM/GC Right of Way Certification (insert a brief description of project location, purpose, and provide an explanation of the right of way delivery plan including the number of proposed certification package submittals). Total estimated number of parcels required (entire project) Number of parcels acquired to date: ________ Number of parcels remaining to be acquired: ________ 1. STATUS OF REQUIRED RIGHT OF WAY: This is the _______________ CM/GC Certification.2 Additional right of way is needed for this project. All right of way acquired for this project shall be in accordance with applicable policy and procedure covering the acquisition of real property. State has legal and physical possession and right to enter on all land as follows: A. Parcels required for this Certification (CM/GC Segment or Parcel Group#) 3 1. Parcels acquired as of this submittal (Escrow Closed or Final Order of Condemnation Recorded): Parcel No. Owner Last Name/Business Project R/W Required4 Excess (Yes/No)Order EXHIBIT CONSTRUCTION MANAGER/GENERAL CONTRACTOR 17-EX-13 (REV 5/2023) (CM/GC) CERTIFICATION (Cont.) EA# ________________ Page 2 of 11 2. Parcels covered by Order for Possession: Parcel No. Owner Last name/Business Project R/W Required4 OP Date 3. Parcels covered by executed R/W Contract with Possession Clause: Parcel No. Last Project R/W Required4 Effective Date of Contract5 Deposited into 6 (To add table rows, set cursor to right of last column in empty table set, press enter, additional table rows will populate.) 4. Parcels covered by Possession and Use Agreement only: Parcel No. Last Project R/W Required4 Effective Date of Contract5 Deposited into 6 5. Parcels covered by other acquisition documents as follows: 7 Parcel or P.M. Location Owner Last Name/Business Project R/W Required4 Document Type Effective Date of Contract5 Expiration Date Funds Deposited into 6 EXHIBIT CONSTRUCTION MANAGER/GENERAL CONTRACTOR 17-EX-13 (REV 5/2023) (CM/GC) CERTIFICATION (Cont.) EA# ________________ Page 3 of 11 B. CONSTRUCTION PERMITS, OTHER REQUIRED PERMITS: 8 Parcel or P.M. Location Last Document Type Effective Date Expiration Date 2. STATUS OF AFFECTED RAILROAD OPERATING FACILITIES: None affected (OR) None affected. The _______ Railroad has approved the proposed work, which is within their right of way but which does not require the adjustment of railroad facilities. The necessary clauses will be placed in the contract special provisions. The project may now be advertised. (OR) The _________________________ Railroad/s has/have approved the proposed work, which is within their right of way but which does not require the adjustment of railroad facilities. The necessary clauses will be placed in the contract special provisions. The project may now be advertised. (OR) The _________________________ Railroad/s (and when needed, the Public Utilities Commission) has approved the proposed work, which is within the railroad right of way and does require the adjustment of railroad facilities. The railroad/s or its/their contract forces, will provide the necessary labor, materials and/or equipment to adjust their facilities. The necessary clauses will be placed in the contract special provisions. The project may now be advertised. CPUC approval type and date: C&M execution date: EXHIBIT CONSTRUCTION MANAGER/GENERAL CONTRACTOR 17-EX-13 (REV 5/2023) (CM/GC) CERTIFICATION (Cont.) EA# ________________ Page 4 of 11 3. MATERIAL/DISPOSAL SITE(S): (Select appropriate statement/s, delete inapplicable statement/s) None required Commercial Optional site/s secured as follows: Mandatory site/s secured as follows: Parcel Agreement Owner Last Document Effective 4. STATUS OF REQUIRED UTILITY RELOCATIONS: Select appropriate statement(s), remove those that do not apply. There are no Utility Relocations required on the project. Therefore, Buy America compliance does not apply to the utility portion of the project. (OR) All utility work has been or will be completed in accordance with applicable policy and procedure covering the adjustment of utility facilities. All utility notices have been issued and arrangements have been made with the owners of all conflicting utility encroachments remaining within the right of way, so that adequate control of the project right of way will be achieved. If applicable, federal participation has been determined. (AND) All utility work has been completed. ☐ Project specific utility agreement(s) is (are) fully executed and are in compliance with Buy America. ☐ Project is not covered by a NEPA document and Buy America requirements do not apply. (OR) All utility work will be completed by a stated date prior to award of the contract (see schedule below). ☐ Project specific utility agreement(s) is (are) fully executed and are in compliance with Buy America. ☐ Project is not covered by a NEPA document and Buy America requirements do not apply. EXHIBIT CONSTRUCTION MANAGER/GENERAL CONTRACTOR 17-EX-13 (REV 5/2023) (CM/GC) CERTIFICATION (Cont.) EA# ________________ Page 5 of 11 (OR) All necessary arrangements have been made for remaining utility work to be completed as required for proper coordination with project construction. The special provisions in the contract provide for the coordination (see schedule below). ☐ Project specific utility agreement(s) is (are) fully executed and are in compliance with Buy America. ☐ Project is not covered by a NEPA document and Buy America requirements do not apply. (AND, when applicable) The following utilities are located within the project’s right of way, but require no relocations: Company Facility Type The following utilities are in conflict with the project and require relocation/adjustment as follows (if applicable): R/W Notice No. and Notice Date Company Type of Facility Liability % (Owner = O) (Local Public Agency = LPA) Agreement Date9 Federal Participation (Yes10/No) Schedule Start & End Dates and Bid Items. (Also list bid item information 11 EXHIBIT CONSTRUCTION MANAGER/GENERAL CONTRACTOR 17-EX-13 (REV 5/2023) (CM/GC) CERTIFICATION (Cont.) EA# ________________ Page 6 of 11 List each (applicable) bid item here or state no bid items12: Bid Item No. Owner and Facility Type (Owner = O) (Local Public Federal Participation (Yes/No) 5. RIGHT OF WAY CLEARANCE: (Select the appropriate statement; remove those that do not apply.) There were no improvements or obstructions located within the limits of this segment of the project. (OR) All right of way clearance work has been completed and there are no improvements or obstructions remaining within the right of way area required for construction within this segment of the project. (OR) All necessary arrangements have been made for remaining right of way clearance work to be undertaken and completed as required for proper coordination with the construction schedule as follows: Parcel No. Location (P.M.) Description Salvable/ Non Salvable Method of Disposal13 Available to Construction EXHIBIT CONSTRUCTION MANAGER/GENERAL CONTRACTOR 17-EX-13 (REV 5/2023) (CM/GC) CERTIFICATION (Cont.) EA# ________________ Page 7 of 11 6. AIRSPACE AGREEMENTS: (Select the appropriate statement; remove those that do not apply.) There are no airspace lease properties within the limits of this project. (OR) All necessary arrangements have been made with the airspace lessee/s and/or special provisions in the contract to minimize conflicts between lessee/s activities and contractor’s operation. (OR) Airspace lease (describe) has been cancelled effective (date). (OR) (Provide explanation of other disposition of airspace lease area). 7. COMPLIANCE WITH RELOCATION ASSISTANCE PROGRAM: There are no relocations required for this project (remove the remaining information in this section). (OR) The project has no occupied parcels (except as explained below). The State has complied with all the steps relative to relocation advisory assistance and payments as required by applicable policy and procedure, and no person has been required to relocate without at least 90 days written notice. If residential relocation was involved, all individuals and/or families have been relocated to decent, safe and sanitary housing, or the State has made replacement housing available to the displacees. EXHIBIT CONSTRUCTION MANAGER/GENERAL CONTRACTOR 17-EX-13 (REV 5/2023) (CM/GC) CERTIFICATION (Cont.) EA# ________________ Page 8 of 11 Types of relocation involved on this project: (Mark all that apply with an “X”) Personal Property Relocation Residential Relocation Exceptions: Occupants of the residences, businesses, farms or nonprofit organizations who have not yet moved from the right of way will be protected against unnecessary inconvenience and disproportionate injury or any action coercive in nature. Parcel No. Location (P.M.) Owner or Tenant Vacate Date to Vacate Type of Occupancy14 Explanation: Describe the exceptions and the reason the R/W is not clear. EXHIBIT CONSTRUCTION MANAGER/GENERAL CONTRACTOR 17-EX-13 (REV 5/2023) (CM/GC) CERTIFICATION (Cont.) EA# ________________ Page 9 of 11 8. COOPERATIVE AGREEMENTS: None required. (OR) List each agreement by number, names of cooperating entities and date/s agreements were approved. Agency Agreement Number or Document Number Date 9. ENVIRONMENTAL MITIGATION: No environmental mitigation parcels are required for this project. (OR) All environmental mitigation parcels on the project have been acquired. (OR) Acquisition of environmental parcels is ongoing (include explanation below). 10. INDEMNIFICATION The (Local Public Agency) agrees to indemnify, defend, and hold harmless the Department of Transportation (Caltrans) from any and all liability which may result in the event the right of way for this project is not clear as certified. The (Local Public Agency) shall pay, from additional funds secured outside of funding programmed for this project, any costs which arise out of delays to the construction of the project because utility facilities have not been removed or relocated, or because rights of way have not been made available to (Local Public Agency) for the orderly performance of the project work. EXHIBIT CONSTRUCTION MANAGER/GENERAL CONTRACTOR 17-EX-13 (REV 5/2023) (CM/GC) CERTIFICATION (Cont.) EA# ________________ Page 10 of 11 11. CERTIFICATION: I hereby certify the right of way for (insert Parcel Group #) as conforming to 23 CFR(s): Subpart C-Physical Construction Authorization, §635.309(c)(1) or (c)(2)15, (g), and (h), 49 CFR Part 24, and the current Caltrans CM/GC certification process. This CM/GC project has been authorized by Assembly Bill 2498 and approved by the California State Transportation Agency, and codified under Public Contract Code, Division 2, Part 1, Chapter 6.3. All necessary arrangements for right of way clearance, utility, and railroad work have been made for it to be undertaken and completed as required for proper coordination with the physical construction schedules in the CM/GC Construction Contract (insert Contract No.). Construction may commence on the portions of the construction corridor that are cleared by this certification. LOCAL PUBLIC AGENCY AUTHORIZED SIGNATURE “I do hereby attest I have authority via resolution to sign this document on behalf of my agency” NOTE Certification must be signed by person authorized by current resolution of City or County Board of Supervisors. By: Type name of authorized representative here Title: Date: By: Type name of Caltrans Authorized Right of Way Representative here Type title of authorized representative here EXHIBIT CONSTRUCTION MANAGER/GENERAL CONTRACTOR 17-EX-13 (REV 5/2023) (CM/GC) CERTIFICATION (Cont.) EA# ________________ Page 11 of 11 (AND) Add FHWA signature block if FHWA approval is required. Projects requiring FHWA approval include Projects of Division Interest depending on delegations identified in the Project Oversight Agreement, and Certification No. 3 & 3W (only if project is Realty Officer Federal Highway Administration Date: Attachments c: District Office Engineer – Scheduling Engineer Headquarters, Program Manager, HQ R/W – Attn: Project Delivery Liaison AND (if required per delegation matrix in R/W manual) Division Chief Headquarters Division of Right of Way and Land Surveys EXHIBIT CONSTRUCTION MANAGER/GENERAL CONTRACTOR 17-EX-13 (REV 5/2023) (CM/GC) CERTIFICATION (Cont.) ENDNOTE INSTRUCTIONS Endnote Instructions Note: Remove the endnote numbers from the document and do not include this page when sending the document to HQ for review. 1 Insert the word “None” or input the Federal Construction and/or Federal Right of Way Aid Number. If there’s no Federal Aid for Construction, but the Federal Aid Number has not been assigned, insert the word “Pending”. 2 Insert the word “initial” for the original CM/GC certification. For subsequent CM/GC certifications for a project, insert a naming convention that describes the sequence or “package” of the certification, i.e., second, third, or, segment 2, segment 3, etc. 3 Parcels listed in items 1. A. 1 - 5 on pages 1 and 2 should total the number shown on line 1. A. 4 List as full acquisition, partial acquisition, fee, permanent easement (including type), temporary construction easement, etc. Do not use acronyms. Detail should be added showing expiration dates of documents with fixed termination dates, i.e., temporary easements. 5 Date must be day of/ or be post funds deposited date. 6 Funds must be deposited into an escrow account and be made available (able to withdraw), as legally permissible, to the grantor/s, as a condition of use of a possession clause in a right of way contract or by a stand-alone Possession and Use Agreement. 7 This section covers acquisitions where the document is a license, permit, etc., not otherwise covered by 1. A. 1 - 4. When applicable, funds must be deposited into an escrow account and made available, as legally permissible, to the grantor/s. If there are no funds associated with an acquisition in this section, input NA in the “Date Funds Deposited into Escrow” column. 8 Detail should be added showing expiration dates of documents with fixed termination dates. 9 Date of agreement in which the Utility Company agrees to move. Use the Utility Agreement Date if there is one. If there is no Utility Agreement, use the original encroachment permit date. EXHIBIT CONSTRUCTION MANAGER/GENERAL CONTRACTOR 17-EX-13 (REV 5/2023) (CM/GC) CERTIFICATION (Cont.) ENDNOTE INSTRUCTIONS 10 If there is Federal Participation, a copy of the Specific Authorization to Relocate Facility Utilities Memorandum (RW 13-15) must be attached for each facility relocation item. 11 Must include actual dates. If relocation is concurrent with construction use the construction contract start and end dates. 12 A copy of the FHWA Specific Authorization to Relocate Utilities Memorandum (RW 13-15) must be included for all Bid Items. 13 Demolition Contract, Construction Contractor, or Owner. 14 Residential, Business, Farm, Nonprofit Organization, or Personal Property only. 15 The statement should reflect (c)(1) or (c)(2) – remove non-applicable reference from the statement. (OPTIONAL – INSERT LOCAL PUBLIC AGENCY LETTERHEAD HERE) EXHIBIT RIGHT OF WAY CERTIFICATION 17-EX-18 (REV 5/2023) EA# ________________ Page 1 of 12 LOCAL PUBLIC AGENCY NAME HERE Subject: Right of Way Certification No. for the project (Location and Work Description from PS&E) Project Milestones: RW Certification Date: ___________ Ready to List: ____________ Advertise: ___________ Bid Opening: __________ Award: _____________ Begin Construction: 1. STATUS OF REQUIRED RIGHT OF WAY: The acquisition of right of way was not required. All work proposed is within existing right of way acquired for a previous construction project. (OR) 1. STATUS OF REQUIRED RIGHT OF WAY: Right of way has been acquired in accordance with applicable policy and procedure covering the acquisition of real property. (Local Public Agency) has legal and physical possession and right to enter on all lands as follows: (OR) 1. STATUS OF REQUIRED RIGHT OF WAY: Right of way has been or will be acquired in accordance with applicable policy and procedure covering the acquisition of real property. (Local Public Agency) has, or will have legal and physical possession and right to enter on all lands as follows: Dist.-Co.-Rte.-P.M.: EA (Design Phase No.): Const. Fed.-Aid No.: 1 1 EXHIBIT RIGHT OF WAY CERTIFICATION (Cont.) 17-EX-18 (REV 5/2023) EA# ________________ Page 2 of 12 A. Total number of parcels required: 2 1. Parcels acquired (escrow closed or Final Order of Condemnation recorded): Parcel No. Owner Project R/W Required3 (per appraisal map) Excess (Yes/No) Date/Final Order of 2. Parcels covered by Order for Possession: Parcel No. Owner Project R/W Required (per appraisal map) Effective Date 3. Parcels covered by executed Right of Way Contract with Possession Clause: Parcel No. Owner Required3 (per appraisal Effective Date of Contract4 Date Funds Deposited into Escrow5 4. Parcels covered by Possession and Use Agreement only: Parcel No. Owner Required3 (per appraisal Effective Date of Contract4 Date Funds Deposited into Escrow6 (To add table rows, set cursor to right of last column in empty table set, then press enter, additional table rows will populate.) EXHIBIT RIGHT OF WAY CERTIFICATION (Cont.) 17-EX-18 (REV 5/2023) EA# ________________ Page 3 of 12 5. Parcels covered by Right of Entry (Requires HQ preapproved use in extraordinary circumstances only) 7 Parcel No. Owner Required3 (per appraisal Effective Date of Contract4 Date Funds Deposited into Escrow8 6. Parcels covered by Resolution of Necessity Only: 9 Parcel No.10 Owner Project R/W Required3 (per appraisal map) Date Suit Filing Funds Deposited11 OP Hearing date Date (All Parties) & Anticipated OP Effective 12 *13 7. Parcels covered by other acquisition documents as follows: 14 Parcel No. or Location P.M. Owner Required3 (per appraisal Document Type Effective Date of Contract4 Date Date Funds Deposited into Escrow B. Construction Permits, other required permits: 15 Location Date of 4 EXHIBIT RIGHT OF WAY CERTIFICATION (Cont.) 17-EX-18 (REV 5/2023) EA# ________________ Page 4 of 12 2. STATUS OF AFFECTED RAILROAD OPERATING FACILITIES: None affected. (OR) None Affected. The _________ Railroad is within the project limits and appears on the Plans but is not impacted. This Certification is subject to the Railroad Clearance Memo along with Section 5-1.20C from the District Railroad Coordinator. The project is now cleared for advertising. (OR) The ___________________ Railroad has approved the proposed work, which is within their right of way but which does not require the adjustment of railroad facilities. The necessary clauses will be placed in the contract special provisions. The project may now be advertised. (OR) The ____________________ Railroad (and when needed, the Public Utilities Commission) has approved the proposed work, which is within the railroad right of way and does require the adjustment of railroad facilities. The railroad, or its contract forces, will provide the necessary labor, materials and/or equipment to adjust their facilities. The necessary clauses will be placed in the contract special provisions. The project may now be advertised. CPUC approval document and date: C&M execution date: 3. MATERIAL/DISPOSAL SITE(S) - (Select appropriate statement/s) None required. Commercial Optional site(s) secured as follows: Mandatory site(s) secured as follows: Parcel Agreement Owner Document Effective Date Expiration Date EXHIBIT RIGHT OF WAY CERTIFICATION (Cont.) 17-EX-18 (REV 5/2023) EA# ________________ Page 5 of 12 4. STATUS OF REQUIRED UTILITY RELOCATIONS: Select appropriate statement(s), remove those that do not apply: There are no Utility Relocations required on the project. Therefore, Buy America compliance does not apply to the utility portion of the project. (OR) All utility work has been or will be completed in accordance with applicable policy and procedure covering the adjustment of utility facilities. All utility notices have been issued and arrangements have been made with the owners of all conflicting utility encroachments remaining within the right of way, so that adequate control of the project right of way will be achieved. If applicable, federal participation has been determined. (AND) All utility work has been completed. ☐ Project specific utility agreement(s) is (are) fully executed and are in compliance with Buy America. ☐ Project is not covered by a NEPA document and Buy America requirements do not apply. (OR) All utility work will be completed by a stated date prior to award of the contract (see schedule below). ☐ Project specific utility agreement(s) is (are) fully executed and are in compliance with Buy America. ☐ Project is not covered by a NEPA document and Buy America requirements do not apply. (OR) All necessary arrangements have been made for remaining utility work to be completed as required for proper coordination with project construction. The special provisions in the contract provide for the coordination (see schedule below). ☐ Project specific utility agreement(s) is (are) fully executed and are in compliance with Buy America. ☐ Project is not covered by a NEPA document and Buy America requirements do not apply. EXHIBIT RIGHT OF WAY CERTIFICATION (Cont.) 17-EX-18 (REV 5/2023) EA# ________________ Page 6 of 12 (AND WHEN APPLICABLE) The following utilities are located within the project’s right of way, but require no relocations: Company Facility Type The following utilities are in conflict with the project and require relocations as follows: R/W Notice No. and Date Company Type of Facility Liability % (Owner = O) (Local Public Agency = LPA) Agreement Date16 Federal Participation (Yes17/No) schedule Start & End dates and bid items. (Also list bid item info to be listed directly 18 List each (applicable) bid item here or state no bid items:19 Bid Item No. Owner & Facility Type (Owner = O) Participation 5. RIGHT OF WAY CLEARANCE: (Select the appropriate statement; remove those that do not apply.) There are no improvements or obstructions located within the limits of this project. (OR) All right of way clearance work has been completed and there are no improvements or obstructions remaining within the right of way area required for construction. EXHIBIT RIGHT OF WAY CERTIFICATION (Cont.) 17-EX-18 (REV 5/2023) EA# ________________ Page 7 of 12 (OR) All necessary arrangements have been made for remaining right of way clearance work to be undertaken and completed as required for proper coordination with the construction schedule as follows: Parcel No. Location (P.M.) Description Non of 20 Construction 6. AIRSPACE AGREEMENTS: (Select the appropriate statement; remove those that do not apply.) There are no airspace lease properties within the limits of this project. (OR) All necessary arrangements have been made with the airspace lessee/s and/or special provisions in the contract to minimize conflicts between lessee/s activities and contractor’s operation. (OR) Airspace lease (describe) has been cancelled effective (date). (OR) (Provide explanation of other disposition of airspace lease area). 7. COMPLIANCE WITH RELOCATION ASSISTANCE PROGRAM REQUIREMENTS Compliance is not required as there are no displacements on this project. (OR) The project has no occupied parcels (except as explained below). The (Local Public Agency) has complied with the Federal Uniform Relocation Assistance and Real Property Acquisition Act, as amended. The (Local Public Agency) has also complied with all the steps relative to relocation advisory assistance and payments as required by applicable policies and procedures, and no person has been required to relocate without at least 90 days written notice. If residential relocation was involved, all individuals and/or families have been relocated to EXHIBIT RIGHT OF WAY CERTIFICATION (Cont.) 17-EX-18 (REV 5/2023) EA# ________________ Page 8 of 12 decent, safe and sanitary housing, or the (Local Public Agency) has made replacement housing available to the displacees. Types of relocation involved on this project: (Mark all that apply with an “X”) Personal Property Relocation Residential Relocation Exceptions: Occupants of residences, businesses, farms and nonprofit organizations who have not yet moved from the right of way will be protected against unnecessary inconvenience and disproportionate injury or any action coercive in nature. Parcel No. (P.M.) Owner or Name of Occupant Notice to Vacate Issue Date Date to Vacate Type of Occupancy21 Explanation: Describe the exceptions and the reason/s the R/W is not clear. 8. COOPERATIVE AGREEMENTS: None required. (OR) Agency Agreement No. or Document No. Date MM-DD-YY 9. ENVIRONMENTAL MITIGATION No environmental mitigation parcels are required for this project. (OR) All environmental mitigation parcels on the project have been acquired. EXHIBIT RIGHT OF WAY CERTIFICATION (Cont.) 17-EX-18 (REV 5/2023) EA# ________________ Page 9 of 12 (OR) Acquisition of environmental parcels is ongoing (include explanation below). 10. INDEMNIFICATION The (Local Public Agency) agrees to indemnify, defend, and hold harmless the Department of Transportation (Caltrans) from any and all liability which may result in the event the right of way for this project is not clear as certified. The (Local Public Agency) shall pay, from additional funds secured outside of funding programmed for this project, any costs which arise out of delays to the construction of the project because utility facilities have not been removed or relocated, or because rights of way have not been made available to (Local Public Agency) for the orderly performance of the project work. EXHIBIT RIGHT OF WAY CERTIFICATION (Cont.) 17-EX-18 (REV 5/2023) EA# ________________ Page 10 of 12 11. CERTIFICATION “I hereby certify the right of way on this project as conforming to 23 CFR 635.309 (c)(1) or (c)(2)22 and 49 CFR Part 24. The project may be advertised with contract award being made at any time.” (OR) “I hereby certify the right of way on this project as conforming to 23 CFR 635.309(c)(3)(i), (iii), and (iv) and 49 CFR Part 24. The project may be advertised at any time. The project will be certified as conforming to Paragraph (c)(1) or (c)(2) by (date)____.” (AND) (Explanation and reasons why a Conditional Certification No. 3 is being used and substantiation that the Cert No. 1 or No. 2 date given above is realistic.) (OR) “I hereby certify the right of way on this project as conforming to 23 CFR 635.309(c)(3)(ii), (iii), and (iv) and 49 CFR Part 24. The project may be advertised at any time. Appropriate notification has been included in the Bid Documents. An updated Special Certification No. 3 with Work-Around will be provided by (date) .”23 (OR) “I hereby certify the right of way on this project as conforming to 23 CFR 635.309(c)(3)(ii), (iii), and (iv) and 49 CFR Part 24. The project has been advertised and the contract may be awarded. I have confirmed that all appropriate notifications have been included in the Bid Documents concerning said work-around.”24 EXHIBIT RIGHT OF WAY CERTIFICATION (Cont.) 17-EX-18 (REV 5/2023) EA# ________________ Page 11 of 12 LOCAL PUBLIC AGENCY AUTHORIZED SIGNATURE “I do hereby attest I have authority via resolution to sign this document on behalf of my agency” NOTE Certification must be signed by person authorized by current resolution of City or County Board of Supervisors. By: Type name of authorized representative here Title: Date: Accepted by: CALTRANS AUTHORIZED SIGNATURE By: Print name of Caltrans Authorized Right of Way Representative Type title of authorized representative here EXHIBIT RIGHT OF WAY CERTIFICATION (Cont.) 17-EX-18 (REV 5/2023) EA# ________________ Page 12 of 12 AND (if required per delegation matrix in R/W manual) Division Chief Headquarters Division of Right of Way and Land Surveys Date: (AND) Add FHWA signature block if FHWA approval is required. Projects requiring FHWA approval include Projects of Division Interest depending on delegations identified in the Project Oversight Agreement, and Certification No. 3 & 3W (only if project is Realty Officer Federal Highway Administration Date: EXHIBIT RIGHT OF WAY CERTIFICATION (Cont.) 17-EX-18 (REV 5/2023) EA# ________________ ENDNOTE INSTRUCTIONS Right of Way Certifications Instructions 1. Insert the word “None” or input the Federal Construction and/or Federal Right of Way Aid Number. If there’s Federal Aid for Construction, but the Federal Aid Number has not been assigned, insert the word “Pending”. 2. Parcels listed in items A1-A7 on pages 1 and 2 should total the number shown on line A above. 3. List as full acquisition, partial acquisition, fee, permanent easement (including type), temporary construction easement, etc., per appraisal map. Do not use acronyms. Detail should be added showing expiration dates of documents with fixed termination dates, i.e., temporary easements. 4. Date must be day of/ or be post funds deposited date. 5. Funds must be deposited into an escrow account and made available, as legally permissible, to the grantor/s, as a condition of use of a possession clause in a right of way contract. If funds are not deposited into escrow, the certification will be a 3W. 6. Funds must be deposited into an escrow account and be made available, as legally permissible, to the grantor/s, as a condition of use. If funds are not deposited into escrow, the certification will be a 3W. 7. Rights of Entry (Exhibits 8-EX-24 and 8-EX-25) must only be used in emergencies, or extremely unusual/extraordinary circumstances. Rights of Entry requested for unusual/extraordinary circumstances must be preapproved by the Division of HQ RW&LS. 8. When applicable, funds must be deposited into an escrow account and be made available, as legally permissible, to the grantor/s, as a condition of using a right of entry. Non-Caltrans Rights of Entry documents issued by Federal, State or Local governmental agencies typically do not fall into this same category and must be carefully reviewed for Uniform Act compliance. 9. To be used only rarely and will only allow for a Conditional Certification No. 3 or Special Certification No. 3 with Work-Around. The Resolution(s) of Necessity must already be adopted. All certifications that include RON adoptions as the minimum basis for certification, must be preapproved by the Division of HQ RW&LS. Upon filing of court action for OP, funds must be deposited as appropriate and be made available, as legally permissible, to the grantor/s. EXHIBIT RIGHT OF WAY CERTIFICATION (Cont.) 17-EX-18 (REV 5/2023) EA# ________________ ENDNOTE INSTRUCTIONS 10. Identify work around parcels with an asterisk. 11. There will be 2 dates in this column. 12. There will be 2 dates in this column. 13. Brief explanation of the parcel history and when it is anticipated the contractor can work on the parcel. 14. This section covers acquisitions where the document is a license, permit, etc., not otherwise covered by A1-A6 above. When applicable, funds must be deposited into an escrow account and made available, as legally permissible, to the grantor/s. If funds, when applicable, have not been deposited into escrow, the certification will be a 3W. If there are no funds associated with an acquisition in this section, input NA in the “Date Funds Deposited into Escrow” column. Add foot note explaining why compensation is not required, Gov’t Code, Transfer of Jurisdiction, etc. 15. Detail should be added showing expiration dates of documents with fixed termination dates. 16. Date of the agreement in which the Utility Company agrees to move. Use Utility Agreement Date if there is one. If there is no Utility Agreement, use the original encroachment permit date. If the original encroachment permit can not be obtained, the date from the new encroachment permit can be used. 17. If there is Federal Participation, a copy of Specific Authorization to Relocate Facility Utilities Memorandum (RW 13-15) must be attached for each facility relocation item. 18. Must include actual dates. If relocation is concurrent with construction use the construction contract start and end dates. 19. A copy of the FHWA Specific Authorization to Relocate Utilities Memorandum (RW 13-15) must be included for all Bid Items. 20. Demolition Contract, Construction Contractor, or Owner. 21. Residential, Business, Farm, Nonprofit Organization, or Personal Property only. 22. The statement should reflect (C)(1) or (C)(2), delete non-applicable reference from statement. EXHIBIT RIGHT OF WAY CERTIFICATION (Cont.) 17-EX-18 (REV 5/2023) EA# ________________ ENDNOTE INSTRUCTIONS 23. Certification statement to be used on the initial submittal of Special Certification No. 3 with Work-Around. 24. Certification statement to be used on the updated Special Certification No. 3 with Work-Around required no later than 15 days prior to bid opening. (If able to upgrade to a Certification No. 1 or No. 2, use appropriate CFR certification statement.) 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:125-1986 Name: Status:Type:Consent Item Passed File created:In control:5/5/2025 BOARD OF SUPERVISORS On agenda:Final action:5/20/2025 5/20/2025 Title:ACCEPT the Annual Road Report for Calendar Year 2024, as recommended by the Transportation, Water and Infrastructure Committee, Countywide. (No fiscal impact) Attachments:1. ANNUAL REPORT -2024 Action ByDate Action ResultVer.Tally approvedBOARD OF SUPERVISORS5/20/2025 1 Pass To:Board of Supervisors From:Warren Lai, Public Works Director/Chief Engineer Report Title:ACCEPT the Annual Road Report for Calendar Year 2024, Countywide. ☒Recommendation of the County Administrator ☐ Recommendation of Board Committee RECOMMENDATIONS: ACCEPT the Annual Road Report for Calendar Year 2024,as recommended by the Transportation,Water and Infrastructure Committee. FISCAL IMPACT: No fiscal impact. BACKGROUND: This Annual Road Report contains metrics that measure the success of the department in reaching its goals of safety,reliability,efficiency,multi-modal mobility,equity,and sustainability.The report also highlights the internal processes and finances of the Public Works Department. On April 30,2025,Public Works staff took the Annual Road Report for Calendar Year 2024,dated March 2025, to the Transportation,Water and Infrastructure Committee.At this time,Public Works is requesting that the Board accept the Annual Road Report for Calendar Year 2024 as recommended by the Transportation,Water and Infrastructure Committee. CONSEQUENCE OF NEGATIVE ACTION: Failure to accept the Annual Road Report will mean that the final version of the report will not be published. CONTRA COSTA COUNTY Printed on 8/20/2025Page 1 of 2 powered by Legistar™ File #:25-1986,Version:1 CONTRA COSTA COUNTY Printed on 8/20/2025Page 2 of 2 powered by Legistar™ Annual Road Report 2024 March 2025 Contra Costa County Public Works Department 255 Glacier Drive, Martinez, CA 94553 www.contracosta.ca.gov/227/Public-Works Phone 925-313-2000 Email admin@pw.cccounty.us 2024 ANNUAL ROAD REPORT 1 Table of Contents EXECUTIVE SUMMARY ___________________________________________________________ 2 PROGRAM GOALS ________________________________________________________________ 5 Safety __________________________________________________________________________ 8 Reliability _____________________________________________________________________ 12 Efficiency ______________________________________________________________________ 18 Multi-Modal Mobility ____________________________________________________________ 19 Equity/Environmental Justice ______________________________________________________ 20 Sustainability ___________________________________________________________________ 22 ROAD PROGRAM HIGHLIGHTS ___________________________________________________ 23 Financial ______________________________________________________________________ 23 Internal Processes _______________________________________________________________ 24 Technology ____________________________________________________________________ 26 LOOKING AHEAD _______________________________________________________________ 27 CONCLUSION ___________________________________________________________________ 27 List of Figures Figure 1 Unincorporated County Road Network Map ______________________________________ 4 Figure 2 Map of Project Constructed Between 2022 and 2024 _______________________________ 7 Figure 3 Collisions on County Roads ___________________________________________________ 9 Figure 4 County Bridge Condition ____________________________________________________ 13 Figure 5 Pavement Condition Index (PCI) in the County __________________________________ 14 Figure 6 Types of Calls for Maintenance _______________________________________________ 15 List of Tables Table 1 Projects Sorted by Construction Year ____________________________________________ 5 Table 2 Goals and Funding ___________________________________________________________ 8 Table 3 Measure of Work Performed by Maintenance Division ______________________________ 16 2024 ANNUAL ROAD REPORT 2 EXECUTIVE SUMMARY The Contra Costa County Public Works Department (PWD) is pleased to present this Annual Road Report, which showcases its commitment to safety, reliability, efficiency, multi- modal mobility, equity/environmental justice, and sustainability. Over the past year, PWD staff have worked towards achieving the goals and objectives in these critical areas, recognizing the impact they have on the well-being of our communities and the environment. Through innovative strategies, collaborative partnerships, and diligent planning, PWD has made progress to enhance and improve the road infrastructure, foster equitable access, and promote sustainable practices. In this report, the accomplishments, challenges, and upcoming initiatives are discussed to demonstrate that PWD will continue pursuing for a safer, more efficient, and sustainable transportation network for all. County Road Network Asset Inventory PWD currently maintains hundreds of facilities necessary for the safe and efficient transportation of its residents, businesses, and visitors from outside the County. The following list is a summary of the infrastructure that the PWD maintains as of the end of 2024: • 657 miles of roads • 86 vehicle bridges with a greater than 20-foot span • 13 vehicle bridges with a less than 20-foot span • 9 pedestrian bridges • 105 traffic signalized intersections • 1,075 crosswalks • 25.1 miles of Class I Bike Paths • 54.0 miles of Class II Bike Lanes (per side of street) • 2.4 miles of Class III Bike Routes (per roadway lane) • 0 miles of Class IV Bikeways, (3.0 miles in the planning stage) • 441 miles of Sidewalks (per side of street) 2024 ANNUAL ROAD REPORT 3 The unincorporated county is all the territory within the County boundary that is not within an incorporated city. The County maintains all roads in unincorporated areas that are have been accepted into the County Road Network. Many of the roads, such as San Pablo Dam Road and Marsh Creek Road, link major population centers of the County as shown in Figure 1. In addition, there are a large number of local roads within named communities such as Bay Point, Alamo, and North Richmond. In order to demonstrate continuity of this road network within the County, the map also shows connecting roads located within cities as well as the highway system that is maintained by the California Department of Transportation (Caltrans). A major function of the road program is to procure funding for capital expenditures. PWD has applied for funding from multiple grant programs, including the following: • Federal programs: o The Infrastructure Investment and Jobs Act (IIJA) is federal funding authorized by congress that added additional funds for transportation projects such as the two below:  Safe Streets for All (SS4A)  Rebuilding American Infrastructure with Sustainability and Equity (RAISE) o Community Project Funding / Congressionally Directed Spending. (CPFCDS), formerly known as “earmarks.” o Rural and Tribal Assistance Pilot Program • State programs: o Active Transportation Program (ATP) grant. o Highway Safety Improvement Program (HSIP) grant. • Local programs: o Transportation Development Act (TDA), Article 3 grant. o Local Partnership Program o Subregional Transportation Mitigation Program (STMP) 2024 ANNUAL ROAD REPORT 4 Fi g u r e 1 Un i n c o r p o r a t e d C o u n t y R o a d N e t w o r k M a p 2024 ANNUAL ROAD REPORT 5 PROGRAM GOALS PWD achieved many successes last year with its Road Program and has made progress in all six of its customer- focused goals. These goals include safety, reliability, efficiency, multi-modal mobility, equity/environmental justice, and sustainability. To achieve these goals, PWD reviews its internal processes, manages its finances, and ensures that its workforce is prepared to deliver on these goals. PWD’s accomplishments and initiatives are discussed on the following pages. To achieve its goals, PWD invested in 30 construction projects from 2022 and 2024 that are shown on the map in Figure 2. PWD is currently investing in 21 projects that will be prepared for construction in years 2025 through 2028. The total project cost includes all phases of each construction project including its initial scoping, the detailed design to develop contract plans, right of way acquisition, and the construction contract value. Table 1 lists the 30 project grouped by year of construction. The table also summarizes the how the six goals were achieved in these projects. Table 1 Projects Sorted by Construction Year Const- ruction Project Name Total Project Cost Safe- ty Relia- bility Effi- ciency Mobi- Environ- mental Sust- ain- ability 2022 2021 Countywide Surface Treatment $7,295,155 X X 2022 2021 Curb Ramp Project $1,503,052 X X 2022 Guardrail Upgrade Project $1,055,682 X X 2022 X 2022 X X X X 2022 X X 2022 X X X 2024 ANNUAL ROAD REPORT 6 Table 1 Projects Sorted by Construction Year Const- ruction Project Name Total Project Cost Safe- ty Relia- bility Effi- ciency Mobi- Environ- mental Sust- ain- ability 2022 X X 2023 X X 2023 X 2023 $7,983,670 X X X 2023 X 2024 X X TOTAL (30 Projects) $94,087,444 21 12 1 14 7 8 2024 ANNUAL ROAD REPORT 7 Fi g u r e 2 Ma p o f P r o j e c t C o n s t r u c t e d B e t w e e n 2 0 2 2 a n d 2 0 2 4 2024 ANNUAL ROAD REPORT 8 Table 2 presents a summary of the investment that PWD has made into each of the projects grouped by construction year and by goal: Table 2 Goals and Funding Year Goal: Safety Multi- Modal Goal: Reliability Goal: Efficiency Goal: Sustainability Goal: Equity Total 2022 $7,462,254 $12,541,025 $13,938,653 $5,918,382 $66,722,402 2023 $3,480,964 $5,591,854 $0 $8,253,077 $22,104,957 2024 $1,218,355 $1,305,688 $0 $0 $5,260,085 Total $12,161,573 $19,438,567 $13,938,653 $14,171,459 $94,087,444 Safety Vision Zero is the basis of the County’s safety program. Vision Zero requires jurisdictions to adopt a safe systems approach to roads. The safe systems approach is a combination of multi-disciplinary efforts that includes safe roads, safe speeds, safe vehicles, safe users, and post crash care. Vision Zero is the mindset that vehicle collisions that cause fatalities and severe injuries are unacceptable and are preventable by adopting the safe systems approach. It is the realization that humans make errors and that their errors should not lead to life changing outcomes. PWD implements safe streets by developing projects with appropriate countermeasures such as the safety projects discussed later in this report. PWD facilitates safe speeds by designing road improvements in such a way as to discourage speeding by analyzing collisions and by working with law enforcement to target enforcement efforts. In October, PWD held an annual Technical Advisory Committee (TAC) meeting of experts in the fields of transportation, law enforcement, and public health to prioritize commitments that can be made to improve education and to improve the built environment. PWD’s engineers have been working on improving the roadway cross section to improve safety for all road users. This includes improvements that visibly narrow the traveled lane to slow down vehicles and that provide a separation between motorists, bicyclists and pedestrians. PWD has also installed rumble strips that warn motorists if they are departing their travel lane. Every year, PWD analyzes collision data to monitor trends, determine what sorts of countermeasures would be appropriate to mitigate for them, and to analyze whether or not installed countermeasures have been effective at reducing severe vehicle collisions. The charts in Figure 3 highlight key facts about collisions that have occurred from July of 2021 through the end of our data collection in June of 2024. 2024 ANNUAL ROAD REPORT 9 Figure 3 Collisions on County Roads There are a few conclusions that can be drawn from this data. First is that the number of collisions has increased substantially over time, and most concerning is the number of fatal and severe injury collisions that have occurred. It appears the greatest increase in collisions has been related to speeding. Collisions that involve bicycles and pedestrians have held steady over the last three years; however, it must be noted that collisions with these vulnerable road users are nearly always more severe with a much higher proportion of fatalities and severe injuries than those that involve only motor vehicles. 2024 ANNUAL ROAD REPORT 10 Accomplishments In November 2024, PWD held its first TAC meeting since adoption of Vision Zero in 2022. Meeting attendees offered suggestions for what to focus on in 2025. The TAC is expected to meet again in April 2025 and each year after in April. PWD constructed 20 safety projects between 2022 and 2024. In 2024, PWD’s Traffic Section implemented the following activities that support road safety: • Conducted and updated traffic surveys to set enforceable speed limits. • Deployed the radar speed feedback mobile trailer around the County for traffic calming purposes. • Deployed mobile speed feedback signs on permanent posts. This initiative rotates speed feedback signs in different areas of the County to encourage driver awareness of speeds. Speed reduction is a critical countermeasure in the Vision Zero Program. • Conducted measurements in the field to set curve warning speeds for rural roads. • Worked with CHP on a potential project to add pull-out areas to several shoulder areas of Marsh Creek Road so that traffic enforcement could be made possible on that narrow, winding road. • Reviewed and adjusted signal timing at intersections. Signal timing was adjusted for the following reasons: to allow adequate time for vehicle movements such as left turn and through movements, to adjust the amount of time the light is allowed to be green in order for the signal to clear the volume of traffic, and to adjust the timing for pedestrians during the walk cycle. • Installed high visibility flashing LED stop signs as a safety enhancement at the intersection of Byron Highway and Balfour Road due to an increased frequency of collisions that occur during hours of darkness. • Conducted investigations at fatal and severe injury collision sites to identify systemic causes of collisions and to identify countermeasures that may be appropriate at that location or at similar locations. • Reviewed traffic control plans and road closure permits. • Evaluated condition and placement of signs, striping, and traffic control devices. • Performed routine inspections on road conditions and safety issues. • Conducted testing of traffic sign reflectivity to ensure signs are visible and in good condition. • Attended various meetings, such as the County’s Block Party held in Concord, and various Municipal Advisory Council (MAC) meetings, to connect with the communities over road safety concerns. • Responded to residents’ concerns about traffic safety, speeding, and evaluated requests for stop signs. • Highlighted safety campaigns through social media channels such as Facebook, X, Instagram, and Nextdoor. 2024 ANNUAL ROAD REPORT 11 Initiatives In the next three years PWD will be implementing the following safety initiatives: • Plan, design, and construct Vision Zero identified projects. • Continue on-going traffic operations efforts to collect data to aid in making informed decisions regarding safety. • Update policies to proactively address collision factors and systemic issues so as to be more in alignment with Vision Zero. • Continue reactive collision investigations and make every attempt to perform proactive investigations of the conditions that lead to fatal and serious injury collisions in order to determine common causes and elements of collisions in order to propose appropriate mitigations. • Review traffic surveys as needed in order to lawfully set enforceable speed limits on County roads. • Continue to use the StreetLight data service to analyze the road network for issues related to speed, turning movements, travel time, vehicle miles traveled, origin-destination, vehicle counts, bike counts, and pedestrian counts. StreetLight allows PWD to analyze more streets and intersections within the County than have been previously possible with traditional data collection tools. • Study and possibly construct pullouts on the narrow Marsh Creek Road to help with traffic enforcement. • Monitor and track speeding using remote sensing equipment on various high-volume roads throughout the County to determine where possible countermeasures could be located or where enforcement activities could be suggested to the CHP. 2024 ANNUAL ROAD REPORT 12 Reliability Road facilities must be maintained consistently in order to be reliable. Often the funding for road maintenance competes with funding for capital projects that improve roads to meet other goals. This section identifies accomplishments and initiatives in the way of road preservation and preventative maintenance that are expected to maintain and improve the reliability of the existing road network. Accomplishments Reliability was incorporated into capital improvements and routine operations by PWD in 2024. Specifically, PWD implemented the following: • Constructed 11 reliability projects between 2022 and 2024. PWD currently has 10 projects in the design phase slated for construction years 2025 through 2028 that specifically addresses reliability. • PWD’s Maintenance Division performed routine maintenance throughout the year to keep roads in serviceable condition for travel. Work last year included the following: o Responding to issues on the roadways as they were called in by the public. These issues were entered into the MaintStar database, which is a work planning asset management software program. o Further developing MaintStar to utilize its features of asset management for improving maintenance activity efficiency and effectiveness. o Integrating the asset management database with geographical information system (GIS) technology to better track asset conditions, inventory, repair status, and work done. This integration is expected to ease the planning of capital replacement work. o Performed surface treatments on roads in the communities of Pacheco, Contra Costa Centre, Bay Point, and on Kirker Pass Road 2024 ANNUAL ROAD REPORT 13 • Reviewed bridge inspection reports from Caltrans and the current status of the County’s bridges. The status of the bridges over time is shown in the table below: Figure 4 County Bridge Condition • Inspected the pavement condition of all roads in the county. Figure 5 contains a summary of the pavement condition index (PCI) for arterial roads, collector roads, and residential streets. The PCI is a measurement of how degraded the pavement is based on a standardized assessment where 100 would be perfect condition, 90 would be showing some wear, 80 is still fairly good, 70 is fair and should become a priority for surface treatment, and roads that are less than 60 are beginning to be in poor condition where a major pavement reconstruction project may become necessary. 2024 ANNUAL ROAD REPORT 14 Figure 5 Pavement Condition Index (PCI) in the County • PWD prioritizes its arterials as shown in Figure 5 because arterials are most commonly driven on and seen by the public. Also, these are also the roads that tend to have the most wear and tear because of the heavy trucks that use them. • Responded to citizen inquiries. The pie chart below in Figure 6 shows the percentage of citizen road related inquiries there have been from October 2019 through 2024. Table 3 shows that the number one call is for illegal dumping with other types of inquiries fairly well distributed. The Maintenance division responds to an average of 170 inquiries per month, which is roughly five or six calls per day. In a future annual report, there will be a summary for the past year and a list of the average time the inquiry remains open until it is resolved. 2024 ANNUAL ROAD REPORT 15 • Figure 6 Types of Calls for Maintenance • County maintenance forces responded to various issues throughout the county. Table 3 below tabulates the amount of work that the Maintenance division did throughout the course of each year: 2024 ANNUAL ROAD REPORT 16 Table 3 Measure of Work Performed by Maintenance Division Maintenance Item Measure- ment unit 2022 2023 2024 Tracking 2022 2023 2024 Chip Seal square yards 320,000 450,000 265,200 Signs Replaced signs 756 510 432 Sign Posts Replaced posts 188 1,995 1,157 Road Restriping lane miles 325 472 149 Culverts Cleaned/Flushed culverts 711 490 314 Culverts Replaced linear feet 1,812 1,392 2,379 Catch Basins Inspected catch basins 2,699 1,777 2,323 Catch Basins Cleaned/Flushed catch basins 229 350 209 Ditch Cleaning linear feet 12,858 28,523 48,142 Shoulder Repair tons of gravel and HMA 1,407 1,105 811 0 500,000 0 1,000 0 5,000 0 500 0 1,000 0 5,000 0 5,000 0 500 0 100,000 0 2,000 2024 ANNUAL ROAD REPORT 17 Table 3 Measure of Work Performed by Maintenance Division (continued) Initiatives • In the next three years, the PWD will be implementing the following work and projects related to operational reliability: o Complete the design and construct the 2022/23 storm damage projects started previously. o Design and implement a rehabilitation project for the Pleasant Hill Road Bridge #154 and replacement of two bridges on Morgan Territory Road and one on Freeman Road. Maintenance Item Measure- ment unit 2022 2023 2024 Tracking 2022 2023 2024 Pavement Patching square feet 6,322 6,693 13,302 Potholes Filled potholes 2,149 2,825 3,066 Crack Sealing linear feet 541,900 516,200 471,700 Guardrails Replaced sections 191 144 2,965 Hydraugers Maintained hydraugers 103 122 89 Graffiti Removal square feet 23,935 7,002 23,600 Debris Pickup cubic yards 3,271 1,641 4,041 0 20,000 0 5,000 400,000 600,000 0 5,000 0 200 0 50,000 0 5,000 2024 ANNUAL ROAD REPORT 18 Efficiency Traffic congestion is a measurement of the delay a motorist experiences while a roadway operates with a number of vehicles greater than its capacity to smoothly transport them. This is a concern primarily for commuters. Efficiency projects are based on the mindset to make improvements that directly reduce travel times and vehicle congestion along corridors by adding lanes or making certain intersection improvements such as adding or increasing the length of turn lanes. Efficiency projects are often in conflict with other goals of boosting safety and multi-modal access and with the desire to reduce the total Vehicles Miles Traveled (VMT) on the transportation network. Accomplishments • Continued to use StreetLight software to gather data that previously required field measurements. • Adjusted signal timing on a select number of traffic signals to improve efficiency of turning and through traffic and for pedestrians. Initiatives • In the next three years, PWD will continue to monitor and improve the efficiency of signalized intersections throughout the County. • Continue to conduct travel time surveys along major corridors throughout the County. 2024 ANNUAL ROAD REPORT 19 Multi-Modal Mobility PWD’s goal regarding multi-modal mobility is to improve the road network so that the needs of all modes of transportation are balanced. Modes include bicyclists, pedestrians, transit, and motor vehicles. Most of the County’s road system was historically designed with solely the automobile in mind. Sidewalks and crosswalks were not universal and bike lanes were not added until more recently. The current paradigm in transportation engineering is that investment in multi-modalility of facilities will give people alternatives to the motor vehicle. If people choose another alternative like walking or rolling, then the total number of cars using that corridor can be reduced. Because these improvements often take road space away from the automobile (i.e. lanes and parking), increased congestion is always a possibility. Some people will discover a time and convenience savings in using other modes of transportation when compared to sitting in a car in congested traffic and searching for parking among fewer available parking spaces. This then reduces the number of cars using the corridor, which may reduce the induced congestion, reduce the amount of greenhouse gases emitted, and keep the more vulnerable roadway users safer. Accomplishments To increase mobility in a variety of transportation modes, PWD implemented the following: • Coordinated with Department of Conservation and Development (DCD) and Contra Costa Health Services (CC Health) to promote livability and health goals associated with active transportation facilities. • Reviewed the Surface Treatment Project for 2024 to find opportunities to restripe the roads to add bike facilities and other safety improvements. This includes restriping Arlington Boulevard and Arlington Avenue with a Class III bike lane by painting sharrows on the pavement. • PWD constructed 16 multi-modal mobility projects from 2022 through 2024. PWD has five projects in the design phase slated for construction years 2025 through 2027. Initiatives In the next three years, the following initiatives will be implemented related to multi-modal mobility: • PWD will develop Local Access Scores and/or Latent Demand for all County roads to provide data that could be used to prioritize projects for multi-modal accessibility. • In 2026 PWD will construct a two-way bicycle track and improve intersections on Bailey Road between Highway 4 and Willow Pass Road using ATP funding awarded in 2021. • In 2026 PWD will construct Class IV bike lanes and intersection improvements along Treat Boulevard between North Main Street and Jones Road using State Transportation Improvement Program (STIP) funding that was awarded in 2020. • In 2027 PWD will construct a two-way bicycle track and intersection improvements on Pacifica Avenue between Port Chicago Highway and Inlet Drive in Bay Point to serve Riverview Middle School, Shore Acres Elementary School, and Rio Vista Elementary School. 2024 ANNUAL ROAD REPORT 20 • In 2027, PWD will construct a Class I bike path and implement a road diet on San Pablo Avenue between Rodeo and Crockett that will be inviting to commuting and recreational bicyclists who would otherwise use a car to navigate the corridor. The corridor is currently very unsafe for bicycles because of limited sight distance around curves, high vehicle speeds, and drivers operating over the posted speed limit and pass bicyclists when it is hazardous to do so. Equity/Environmental Justice PWD’s goal is to strengthen and expand equity, access, and inclusion for all county residents and communities, especially those most impacted by racial and socioeconomic disparities. Many of the grant funding sources pursued by PWD, like ATP, now require that investments be prioritized for impacted communities0F 1 that have historically been neglected and/or adversely affected by past practices. The County’s General Plan that was adopted by the Board of Supervisors in 2024 contains goals to reduce fossil fuel use by reducing VMT. The corresponding reduction in pollution and greenhouse gas emissions would benefit the population as a whole, but it especially benefits impacted communities that have historically had large transportation infrastructure projects built through their neighborhoods. Accomplishments In an effort to improve equity and environmental justice, PWD completed or had significantly underway the following: • Constructed seven projects in equity priority communities1F 2 in 2022 through 2024. • Conducted Title VI Civil Rights Act training for PWD staff. • Evaluated the distribution of past construction projects in impacted and non-impacted communities within the unincorporated areas to help measure where future infrastructure investment should go. • Evaluated road condition assessment values in impacted and non-impacted communities. • Evaluated Environmental Justice impacts during the environmental impact analysis for County road projects. • Prioritized road restoration projects within Equity Priority Communities as the County looks to improve its overall PCI. Initiatives In the next three years, PWD will implement the following initiatives related to equity and environmental justice: • Develop GIS mapping to analyze and evaluate the asset conditions and prioritize projects in impacted and non-impacted communities. 1 An impacted community is a community that has been affected by a project, policy, or initiative. This can include social, economic, or environmental changes. 2 An Equity Priority Community (EPC) is a census tract with a high concentration of underserved populations. These areas are also known as "Communities of Concern". 2024 ANNUAL ROAD REPORT 21 • Perform community outreach activities as projects are scoped and during the grant application process. • Develop staff training on how to obtain meaningful public involvement in transportation decision making. • Evaluate census information within County unincorporated areas to determine where higher rates of limited English proficiency occur. Use this information on language when developing community outreach programs. 2024 ANNUAL ROAD REPORT 22 Sustainability Today there is a greater focus on the longevity of projects than was previously considered. This is especially true in the face of climate change and the resulting issues it has caused. An example of a sustainability project is one that may address sea level rise by increasing the elevation of a facility or otherwise protecting a facility from inundation during tidal events and storm flooding events that are exacerbated by higher water levels than experienced today. Another example of a sustainability project is one that reduces greenhouse gas (GHG) emissions. GHGs are atmospheric gases that are released by industrial sites and cars that are linked to climate change. The active transportation program projects discussed with the multi-modal mobility goal are envisioned to replace vehicle use with pedestrian and bicycle use, which will reduce the quantity of GHGs generated on county roads. Accomplishments In an effort to improve sustainability, PWD did the following: • Utilized the GIS mapping tool to locate green infrastructure facilities in the unincorporated County for asset management and performance evaluation. • Constructed eight sustainability projects in 2022 to 2024. Initiatives In the next three years, PWD will implement the following initiatives related to sustainability: • Continue to implement the Municipal Regional Permit (MRP) 3.0 and analyze the impact to project budgets. The MRP is the comprehensive permit from the State Regional Water Quality Control Board (RWQCB) that regulates stormwater discharges from municipalities and local agencies in certain Bay Area counties, including Contra Costa County and most of its cities. The MRP primarily focuses on managing pollution in stormwater runoff from development projects and construction sites. One challenge PWD faces is that the MRP does not include additional funding for maintenance of newly installed facilities, which further strains the budget and limits the level of maintenance service that PWD is able to provide overall. • Continue the street sweeping program for curbed streets to help in the removal of trash and heavy metals discharged by vehicles. • Participate in an evaluation/pilot project on the use of low-carbon concrete for County projects. 2024 ANNUAL ROAD REPORT 23 ROAD PROGRAM HIGHLIGHTS In addition to the six goals discussed in the previous sections, PWD has worked to improve its financial and internal processes. The following sections highlight what PWD has accomplished in the last two years and what it plans to accomplish in the coming years with respect to the Road Program. Financial In order to accomplish all of the transportation goals mentioned above, revenue and expenditures must be carefully accounted for by PWD. Budget management, revenue generation, and financial compliance are important components of managing PWD’s finances. Budget Management The Road Program budgets are managed in a variety of ways. PWD accomplished the following: • Continued to develop the financial database tool known as the “Planning Analytics (PA) database budget tool” that is being used to plan and track expenditures. • Used the PA budget tool to evaluate various funding level scenarios that analyzed the potential reduction in revenues, increased project costs due to inflation, and an increased number of projects from grant funding opportunities. • Released the biennially published Capital Road Improvement and Preservation Program document (2024 to 2031 edition). Revenue Generation PWD revenue for roads is generated from a variety of sources. A short list of accomplishments follows: • Secured grant funding to address safety and multi-modal mobility goals. For example, the ATP funding has a socioeconomic lens. • Continued to collect impact fees from developers to pay for the traffic impacts caused by development. The majority of the impact fees come from the Area of Benefit (AOB) program. The County has fourteen AOBs, each of which are in a finite geographical area and have a certain number of transportation projects such as traffic signals or road improvements. These projects are intended to mitigate for the traffic impact (efficiency projects) caused by development. The projects are often installed by a developer in lieu of paying their fees or by a capital road project that uses the pooled developer impact fees. This program has historically generated more than one million dollars per year that is earmarked toward future AOB projecs. • Solicited federal representatives for Congressionally Directed Spending Requests, formerly known as “earmarks.” 2024 ANNUAL ROAD REPORT 24 Financial Compliance PWD accomplished the following related to financial compliance: • Board adopted the County budget that included the Road Program Budget during the annual County budget process. • Prepared and submitted the Road Maintenance and Rehabilitation Account (RMRA) Project Delivery Plan and actual expenditures to the State as required by Senate Bill 1 (SB1). • Submitted the Road Report to the State Controller’s office and received a response that there were no issues. Financial Initiatives In the next three years, PWD will engage in the following activities: • Manage the federal reimbursement for projects that repair damage from the storms in the winter of 2022/23. • Continue to update the AOB Development Impact Fee programs to secure funding to address development traffic impacts on the existing transportation network. • Continue seeking funding such as grants for the portion beyond the development’s fair share contribution. Internal Processes PWD has worked on standardizing procedures as well as on collaborating and coordinating with various partner entities. Standardizing Procedures • PWD has been accredited by the American Public Works Association (APWA) since 2003 and completed the reaccreditation project in 2024. Reaccreditation is a process that occurs every four years that facilitates PWD’s continuous improvement of APWA standards and procedures based on the concerns and policies of the present day. The fact that PWD has been accredited since the inception of the accreditation program demonstrates that PWD is a leader in the industry and holds itself to a high standard with regard to its practices. Collaboration/Coordination PWD has collaborated and coordinated with local and regional entities in the following activities: • Individual County Supervisors during monthly Supervisor Meetings. • DCD and CC Health in a bimonthly coordination meeting to discuss transportation issues as they relate to public health and safety. • The advocacy group, Bike East Bay, in quarterly meetings. 2024 ANNUAL ROAD REPORT 25 • The Countywide Bicycle Advisory Committee (CBAC) during its annual meeting. • Various Municipal Advisory Council (MAC) meetings in the many communities throughout the County. • Active Transportation Outreach Campaign with the cities and various agencies. • CHP outreach related to traffic safety and Vision Zero on an as-needed basis. • The Vision Zero TAC during an annual meeting. • The Sheriff’s office on an as-needed basis to deal with issues such as illegal dumping and homelessness. • The City County Engineers Advisory Committee (CCEAC). • The Technical Coordinating Committee of the Contra Costa Transportation Authority (CCTA). • County Engineers Association of California (CEAC). • The Local Streets and Roads Committee of the Metropolitan Transportation Committee (MTC). • The various utility companies during a design coordination meeting. Employee Learning And Growth PWD has been investing in employee learning and growth through training and development, recognition and awards, and employee engagement. This pays dividends toward generating the quality and timely work that is necessary to accomplish its goals and employee retention. Training and Development PWD implemented technical training for Microsoft Teams products that will make it easier for employees to coordinate with each other. Recognition and Awards In order to boost morale and to maximize employee achievement, PWD seeks to ensure that qualified managers and staff are eligible for the following recognitions and awards: • The Walford Award for individuals, teams, and projects. • The APWA awards such as project and staff person of the year management and non-management. Initiatives The PWD will do the following: • Continue and expand training opportunities. • Continue training on Title VI Civil Rights compliance. 2024 ANNUAL ROAD REPORT 26 Technology Accomplishments PWD has accomplished the following: • Used the PA Database as a dashboard to highlight real-time expenditures for various phases of projects and to determine budget variances. • Used location based data collection and analysis in combination with GIS software. • Used the PA database tool for multi-year and multi-fund planning for various phases of project delivery. Used scenarios to analyze multi-revenue estimations. Initiatives The PWD will develop technical training curriculum for staff, including staff development guidelines. 2024 ANNUAL ROAD REPORT 27 LOOKING AHEAD At this time, PWD has a favorable outlook for the future of capital improvements and maintenance funding of its road program. Inflation rates have stabilized, as shown by the 2024 annual inflation rate of 2.9% as compared to approximately 8% in 2022. The result of reduced inflation means it is somewhat less expensive to plan projects and it is possible that more work can be done than PWD had been expecting. As noted throughout this report, PWD has been successful at obtaining grant funds and will be administering these projects for the next several years. However, grant funds come with a challenge because they must include a local match, and historically the main source for these local match funds has been the gas tax. The good news is that the road program received a welcome boost in 2023 when the BOS voted to provide local match funds out of the general fund revenue to help fund large infrastructure projects that could not have been built if these were not provided. Another significant challenge for the next several years is the repair of infrastructure from damage caused by the winter storms that occurred during the winter of 2022/23. Many projects have been generated by requesting Federal Emergency Relief Funds. However, federal funds do not cover the entire cost of these projects, which causes yet another significant challenge for deciding how to allocate gas tax and other local funds. A major goal over the next seven years is to continue to increase the amount of available funding for the pavement surface treatment program and the routine maintenance of the County’s roadways. Investing in maintenance of roads (reliability) is wise because if a road deteriorates further than a surface treatment can fix, it will require a much more expensive pavement replacement. A major challenge for maintenance is that the funding source per year is fixed and grants are not available to fund maintenance. A new challenge for PWD is funding multi-modal and green street2F 3 maintenance. These facilities require specialized equipment and training, which substantially increases the cost per mile of roadway when compared with similar roadways that were designed primarily for the efficient throughput of automobiles. This means that unless new funding sources are found, it is likely that the overall level of maintenance will decrease, which will lead to an even greater share of the funds needing to go to maintenance that repairs deteriorated infrastructure such as pothole filling and base failure repairs rather than more proactive maintenance such as surface treatments. This may ultimately cut into the capital improvement budget, which would make highly needed projects unfundable. CONCLUSION This annual road report highlights PWD's commitment to the community-focused goals of safety, reliability, efficiency, multi-modal mobility, equity and environmental justice, and sustainability. Through the employees’ efforts and collaborative partnerships, PWD has strived to enhance the lives of our residents by prioritizing their well-being, accessibility, and environmental stewardship. CS:cp G:\transeng\Annual Road Report\2024\Report\ANNUAL REPORT -2024.docx 3 Green streets are facilities like infiltration basins and grassy swales that remove sediments and certain pollutants from storm water before it is discharged into the storm drain system. 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:125-1987 Name: Status:Type:Consent Item Passed File created:In control:4/28/2025 BOARD OF SUPERVISORS On agenda:Final action:5/20/2025 5/20/2025 Title:APPROVE and AUTHORIZE the Public Works Director, or designee, to execute the first amendment to a license agreement with the State of California Highway Patrol (CHP), to allow the CHP to modify equipment at the County’s Nadeen Peak telecommunications facility and increase the fee payable to the County from $219 to $353 per month, Crockett area. (100% General Fund) Attachments:1. 3953-001 Nadeen Peak - CHP - First Amendment - Final Action ByDate Action ResultVer.Tally approvedBOARD OF SUPERVISORS5/20/2025 1 Pass To:Board of Supervisors From:Warren Lai, Public Works Director/Chief Engineer Report Title:First Amendment to Agreement with the State for CHP Equipment on Communications Tower ☒Recommendation of the County Administrator ☐ Recommendation of Board Committee RECOMMENDATIONS: APPROVE and AUTHORIZE the Public Works Director, or designee, to execute the first amendment to a license agreement with the State of California Highway Patrol (CHP), to allow the CHP to modify the equipment it has at the County’s Nadeen Peak telecommunications facility and increase the fee payable to the County from $219 to $353 per month, Crockett area. (100% General Fund) FISCAL IMPACT: The monthly fee received by the Department of Information Technology will increase. The increase in 2025 will be $134 per month BACKGROUND: The County has a long-term lease with a private landowner for this site off Cummings Skyway in Crockett, known as APN 354-300-007, that expires July 31, 2081, that permits the County to use the property as the site of its communications tower. The County, as sub-licensor, and California Highway Patrol (CHP) through the State of California, sub-licensee, were parties to a month-to-month license agreement that began in 1992 that permitted the State to house telecommunications equipment on the County-owned tower. On July 1, 2021, the County and the State entered into a long-term license that permits the State to use the tower. With this first amendment, the State and the County are modifying the existing license to allow the CHP to add more rack space and a new antenna to the tower in exchange for an increase in the monthly fee. CONTRA COSTA COUNTY Printed on 8/20/2025Page 1 of 2 powered by Legistar™ File #:25-1987,Version:1 For the six-month period beginning on January 1, 2025, when installation of the new equipment began, the monthly fee will increase from $219 to $353. On July 1, 2025, and annually thereafter, the monthly fee will increase by 3%. This first amendment allows the State to add and maintain existing critical telecommunications equipment used by the CHP, and it adequately compensates the County for the use of its facility. CONSEQUENCE OF NEGATIVE ACTION: If this first amendment is not approved, the County would not receive the additional revenue, and CHP would not be allowed to modify their equipment. CONTRA COSTA COUNTY Printed on 8/20/2025Page 2 of 2 powered by Legistar™ 3953-001 Nadeen Peak Contra Costa County FIRST AMENDMENT TO TELECOMMUNICATIONS VAULT LICENSE AGREEMENT THIS FIRST AMENDMENT TO LICENSE AGREEMENT, dated January 1, 2025, (“License”) by and between, Contra Costa County, hereinafter referred to as “County”, and the State of California, at the direction of the California Highway Patrol (CHP), acting by and through the Director of the Department of General Services (DGS), hereinafter collectively referred to as “State”. WHEREAS, County and State are parties to a license agreement dated July 1, 2021 (the “License”). Under the License, State is licensed to utilize space in the County’s telecommunications facilities off Cummings Skyway and McEwen Road, in Crockett, Contra Costa County, State of California, commonly known as Nadeen Peak; and WHEREAS, State would like to amend the License to add additional equipment to the Licensed Premises (as defined below), modify the license fee schedule, with an increase for the additional equipment beginning January 1, 2025, and add emergency contact telephone numbers. NOW THEREFORE, the parties agree to the provisions that follow and are incorporated herein as: 1. All defined terms used but not defined in this first amendment having the meaning ascribed to them elsewhere in the License. 2. Section 1. Property Description is deleted in its entirety and replaced with the following: PROPERTY DESCRIPTION 1. Under the terms of this License, County does hereby license to State, and State hereby licenses from County, those certain premises described as one half (1/2) of Rack 2 and sixteen (16) square feet of ceiling mounted storage space for two (2) low band cavities in County’s vault, as well as space for one (1) dipole antenna and one (1) dual panel antenna on County’s 120-foot towers (together the equivalent of twelve (12) rack units, and the foregoing herein and defined as the “Licensed Premises”). The Licensed Premises is located at Nadeen Peak, an approximately 40,075 square-foot parcel, located at Latitude 38-01-43.92N; Longitude 122-11-51.25W (the “Property”). The equipment State will maintain withing the Licensed Location of Licensed Premises: Nadeen Peak Contra Costa County 122-11-51.25W 38-01-43.92N License No: 3953-001 Project No: 14418 Agency: California Highway Patrol County: Contra Costa County 3953-001 Nadeen Peak Contra Costa County Premises is further described in “Equipment Information,” revised 1-13-2025, as referenced in Exhibit B. Applicable drawings concerning the Licensed Premises and equipment that will be maintained on the Licensed Premises include Exhibit C-1 “Plot Plan & Site Access”; Exhibit C-2 “Rack Elevation Diagram – updated 12-20-24”; Exhibit C-3 “Antenna Space Assignment – Tower #1 (3-Leg Tower)”, and Exhibit C-4 “ Site Antenna Layout and Space Assignment – Tower #2 (4-Leg Tower),” all attached hereto and incorporated herein. 3. Section 6. Fee is deleted in its entirety and replaced with the following: FEE 6. In consideration for the License, for each year during the Term of this License, State agrees to pay County a non-refundable fee (“Monthly Fee”), paid monthly in arrears from legally available funds by State to County, on or before the last day of each month as set forth in the fee schedule below. Fee Schedule Term Monthly Payment Initial Term July 1, 2021 to June 30, 2022 $200.00 July 1, 2022 to June 30, 2023 $206.00 July 1, 2023 to June 30, 2024 $212.18 July 1, 2024 to December 31, 2024 $218.55 January 1, 2025 to June 30, 2025 $353.33 July 1, 2025 to June 30, 2026 $363.93 July 1, 2026 to June 30, 2027 $374.85 July 1, 2027 to June 30, 2028 $386.09 July 1, 2028 to June 30, 2029 $397.68 July 1, 2029 to June 30, 2030 $409.61 July 1, 2030 to June 30, 2031 $421.89 Extension Option #1 July 1, 2031 to June 30, 2032 $434.55 July 1, 2032 to June 30, 2033 $447.59 July 1, 2033 to June 30, 2034 $461.02 July 1, 2034 to June 30, 2035 $474.85 July 1, 2035 to June 30, 2036 $489.09 3953-001 Nadeen Peak Contra Costa County Payments: State shall make Monthly Fee payments to payable to Contra Costa County and sent to the following address: Contra Costa County Department of Information Technology Attn: Accounting 30 Douglas Drive Martinez, CA 94553 4. Section 12. Notices is deleted in its entirety and replaced with the following: NOTICES 12. All notices and correspondence exchanged between the parties shall reference CHP (Licensee Agency), the Licensed Premises address Nadeen Peak, and the State’s File No. 3953-001. Notice of change of address or telephone number shall be given by written notice in the manner described in this paragraph. All notices or other communications required or permitted hereunder shall be in writing, and sent by overnight courier, registered mail, certified mail or postage prepaid mail to the addresses set forth below. All such notices shall be deemed received on the date of delivery receipt or rejection to the address of the person to receive such notice if received Monday through Friday during business hours, so long as such day is not a State or Federal holiday. If Saturday or Sunday, then such notice shall be effective on the following business day. Extension Option #2 July 1, 2036 to June 30, 2037 $503.76 July 1, 2037 to June 30, 2038 $518.88 July 1, 2038 to June 30, 2039 $534.44 July 1, 2039 to June 30, 2040 $550.48 July 1, 2040 to June 30, 2041 $566.99 Extension Option #3 July 1, 2041 to June 30, 2042 $584.00 July 1, 2042 to June 30, 2043 $601.52 July 1, 2043 to June 30, 2044 $619.57 July 1, 2044 to June 30, 2045 $638.15 July 1, 2045 to June 30, 2046 $657.30 3953-001 Nadeen Peak Contra Costa County COUNTY: Contra Costa County Public Works Department Attention: Real Estate Division 255 Glacier Drive Martinez, CA 94533 Emergency: 925-383-6228 (Department of Information Technology) Email: Margaret.Eychner@pw.cccounty.us STATE Department of General Services Real Estate Lease Management A (3953-001) 707 3rd Street, Fifth Floor West Sacramento, CA 95605 Phone: (916) 375-4172 Email: Leasemanagement@dgs.ca.gov With Copies to California Highway Patrol Telecommunications Section - Leasing 601 North 7th Street – Building C Sacramento, CA 95811 Phone: (916) 843-4200 Email: CHPTelecomLeasing@chp.ca.gov Notice of change of address or telephone number shall be given by written notice. County is obligated to notice all State offices listed above and the failure to provide notice to all State offices will be deemed to constitute a lack of notice. [Remainder of Page Intentionally Left Blank] 3953-001 Nadeen Peak Contra Costa County 5. All other terms of the License remain unchanged. State and County are causing this first amendment to be executed as of the date set forth in the introductory paragraph. STATE OF CALIFORNIA COUNTY Director of Department of CONTRA COSTA COUNTY, General Services a political subdivision of the State of California By: _______________________ By: _________________________ Trevor Johnson Assistant Chief Warren Lai State Owned Leasing & Development Public Works Director Consent: Approval Recommended: CALIFORNIA HIGHWAY PATROL By: __________________________ By: __________________________ J. D. Saccani, Assistant Chief Jessica L. Dillingham Administrative Services Division Principal Real Property Agent Approval Recommended: By: __________________________ Margaret J. Eychner Department of General Services Senior Real Property Agent State Owned Leasing and Development Approved as to Form: By: __________________________ Kimberley Tsumura Thomas L. Geiger, County Counsel Senior Real Estate Officer By: __________________________ Kathleen M. Andrus Deputy County Counsel G:\Realprop\COMMUNICATION SITES\Nadeen Peak Cummings Skyway, Crockett\CHP\First Amendment - 2024\3953-001 Nadeen Peak - CHP - First Amendment - Final.Docx Exhibit B - Page 1 of 1 3953-001 Nadeen Peak Contra Costa County EXHIBIT B Project Site: Nadeen Peak (aka Cummings Peak) License number: 3953-001 County: Contra Costa CHP EQUIPMENT INFORMATION COUNTY’S VAULT AND TOWERS – LICENSE • Rack: ½ of a rack Rack Number: 2 • Storage Space: Two (2) each Telewave lowband cavities, model TWPC-0408-1, installed on the vault ceiling * *Storage Space (square footage): 4’ x 8’ ceiling space. • Antennas: Two (2) each antennas installed on different County towers. 1) Kreco Exposed Dipole, lowband unity gain antenna, model CO-41AN), mounted at 80ft level on the 120ft 3-leg County tower. RX frequencies: 42.74 MHz (MAROON) and 42.64 MHz (VIOLET). 2) Mimomax 700MHz panel antenna, model ANT-757-788-015-PD02, mounted at 100ft level on the other 120ft 3-led County tower. Frequency: TX: 757.51250 MHz RX: 787.51250 MHz • Tower and Vault CHP owned (Y/N): No, Contra Costa County is the owner. • Latitude and Longitude: 38-01-44.56; 122-11-51.05 (TOWER #1) 38-01-44.70; 122-11-50.90 (TOWER #2) • Comments: Drawings: 1) Tower drawings 407056-001 and -006. 2) Rack Elevation diagram, 407056-005. 3) Plot Plan and Site Access, 407056-004. Revised 1-13-2025 Exhibit C-1 - Page 1 of 1 3953-001 Nadeen Peak Contra Costa County Exhibit C-1 Plot Plan & Site Access Exhibit C-2 - Page 1 of 1 3953-001 Nadeen Peak Contra Costa County Exhibit C-2 Rack Elevation Diagram Exhibit C-3 - Page 1 of 1 3953-001 Nadeen Peak Contra Costa County Exhibit C-3 Antenna Space Assignment – Tower #1 (3-Leg Tower) Exhibit C-4 - Page 1 of 1 3953-001 Nadeen Peak Contra Costa County Exhibit C-4 Site Antenna Layout and Space Assignment – Tower #2 (4-Leg Tower) 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:125-1988 Name: Status:Type:Consent Item Passed File created:In control:4/30/2025 BOARD OF SUPERVISORS On agenda:Final action:5/20/2025 5/20/2025 Title:APPROVE and AUTHORIZE the Sheriff-Coroner, or designee, to execute a license agreement with the Navy, to use an approximately 80-acre portion of the former Concord Naval Weapons Station for public safety training purposes during the period from June 1, 2025 through May 31, 2026, Concord area. (No fiscal impact) Attachments:1. Concord License Agreement 2025-2026, 2. US Navy - Sublicenses Action ByDate Action ResultVer.Tally approvedBOARD OF SUPERVISORS5/20/2025 1 Pass To:Board of Supervisors From:Warren Lai, Public Works Director/Chief Engineer Report Title: License between County and Navy for Sheriff-Coroner’s Use of a Portion of the former Concord Naval Weapons Station ☒Recommendation of the County Administrator ☐ Recommendation of Board Committee RECOMMENDATIONS: APPROVE and AUTHORIZE the Sheriff-Coroner, or designee, to execute a license agreement with the Navy, permitting the Sheriff-Coroner to use an approximately 80-acre portion of the former Concord Naval Weapon Station (Premises) for public safety training purposes during the period from June 1, 2025, through May 31, 2026. (Project Number 2505-WLP220) FISCAL IMPACT: No fiscal impact. There is no cost associated with this license agreement. BACKGROUND: The Sheriff-Coroner and other organizations have used the Premises for public safety training purposes since December 2016. The Navy has agreed to allow the Sheriff-Coroner to manage training scheduling under a yearly license agreement for the Premises. The license with the Navy allows the Sheriff-Coroner to grant sublicenses to other organizations that participate in public safety training. From time to time, the Sheriff-Coroner may sublicense CONTRA COSTA COUNTY Printed on 8/20/2025Page 1 of 2 powered by Legistar™ File #:25-1988,Version:1 the Premises to another public agency for the other agency’s use for public safety training. In addition, the Sheriff-Coroner may elect to sublicense the Premises to one or more private companies that conduct safety training for public agencies, thereby reducing the burden on the Sheriff-Coroner of scheduling training for numerous public agencies at this unique facility. The license agreement requires the County to indemnify and hold the Navy harmless for the County’s activities under the license. Sublicenses granted by the County will require the sublicensee to hold the County harmless from liabilities arising from the sublicensee’s activities under the sublicense. Office of the Sheriff-Coroner staff recommends that the Board approve the execution of the license agreement with the United States in order to continue public safety training at this location. CONSEQUENCE OF NEGATIVE ACTION: The Sheriff-Coroner will not be able to enter into an agreement with the Navy for use of the Premises at the former Concord Naval Weapon Station’s facilities for public safety training. CONTRA COSTA COUNTY Printed on 8/20/2025Page 2 of 2 powered by Legistar™ Version: 26 Nov 2013 LICENSE FOR NONFEDERAL USE OF DEPARTMENT OF THE NAVY REAL PROPERTY THIS LICENSE TO USE THE U.S. GOVERNMENT PROPERTY HEREIN DESCRIBED IS ISSUED BY THE DEPARTMENT OF THE NAVY TO THE LICENSEE NAMED BELOW FOR THE PURPOSE HEREIN SPECIFIED UPON THE TERMS AND CONDITIONS SET FORTH BELOW AND IN THE ATTACHED GENERAL PROVISIONS. BY ITS EXECUTION, THE LICENSEE AGREES TO COMPLY WITH REFERENCE: 1a. WORK ORDER NO: N/A 1b. FILE NO: N/A 1c. LICENSE (CONTRACT) NO: N4769225RP52P15 2. PROPERTY LOCATION (Installation Name and Address) Former Concord Naval Weapons Station 3. DATES COVERED FROM: 1 Jun 2025 THROUGH: 31 May 2026 Provided Licensee has delivered the required insurance certificates to the Licensor. 4. DESCRIPTION OF PREMISES (Room and building numbers where appropriate) The Licensed Premises, as shown on Exhibit “A” and “A-1” attached hereto and made a part hereof. 5. PURPOSE AND USE AUTHORIZED (Specific use, times and recurring/part-time basis, and land use controls) To authorize the Licensee and its Sub-licensees use of the streets, buildings and structures within the Administration Area to conduct public safety training. 6. LICENSOR UNITED STATES OF AMERICA BY THE SECRETARY OF THE NAVY 6a. NAVY/USMC LOCAL REPRESENTATIVE (Name, Title, Address, Telephone, Email) BRAC Program Management Office West 33000 Nixie Way, Bldg 50 Attn: Tim Yonce San Diego, CA 92147 Email: timothy.t.yonce.civ@us.navy.mil/ (843) 963-8795 7. LICENSEE (Name, Address, Telephone Email) Contra Costa County - Office of the Sheriff 1980 Muir Drive Martinez, CA 94553 7a. LOCAL REPRESENTATIVE OF LICENSEE (Name, Title, Address, Telephone, Email) Tasha Thaxton (925) 957-2457/ tasha.thaxton@pw.cccounty.us 8. CASH PAYMENT BY LICENSEE - DUE IN ADVANCE a. AMOUNT (Each payment) NONE b. FREQUENCY PAYMENTS DUE N/A N/A (Name and Mailing Address) N/A 9. EXHIBITS: The following are attached and incorporated into this License – A and A-1. MAP OF LICENSED PREMISES B. GENERAL PROVISIONS C. SPECIAL PROVISIONS D. PROHIBITED ACCESS AREA E. BICYCLE STORAGE AREA F. SIMUNITION MSDS 10. EXECUTION OF LICENSE FOR THE SECRETARY OF THE NAVY ELIZABETH A. LARSON Real Estate Contracting Officer SIGNATURE: DATE: NAME, ADDRESS AND EMAIL OF NAVFAC REAL ESTATE POINT OF CONTACT: Elizabeth A. Larson, BRAC, 33000 Nixie Way, Bldg 50, San Diego, CA 92147, LICENSEE I represent that I am authorized to bind JAD KEILEH Chief of Management Services SIGNATURE: DATE: -Li censed Premises Exhibit A N4769225RP52P15 - s--�----r--- ,, -:;. :::. ::: .:: .:::: .::: -=-= ::-:---:-4 -.. ' ,;_ -�- --' /. -=-- -' � •. .c ----__ Q_- ------- Exhibit A-1 N4769225RP52P15 Buildings available for training FILE NO: N/A LICENSE (CONTRACT) NO: N4769225RP52P15 EXHIBIT B GENERAL PROVISIONS TO LICENSE FOR NON-FEDERAL USE OF REAL PROPERTY (BRAC) Version: 7 Oct 2015 Page 1 of 4 1. USE OF AND ACCESS BY LICENSEE. The Licensor grants to the Licensee the right to use the premises or facilities described in block 4 and Exhibit “A” (“Premises”), together with the necessary rights of ingress and egress authorized by the Installation Commanding Officer. The Licensee and its invitees and contractors agree to absorb all costs, including time and expense, associated with gaining access to the Installation under the RAPIDGATE or similar program. Any parking that accompanies the use of, and any routes of access to and from, the Premises are subject to change at the sole discretion of the Installation Commanding Officer. 2. TERM. This License shall be effective for the period stated in block 3 and is revocable at any time without notice at the option and discretion of the Licensor or its authorized representative. 3. USE OF PREMISES. The use of the Premises shall be limited to the purposes specified in block 5, and no other. 4. ASSIGNMENT/TRANSFER OF RIGHTS. This License is neither assignable nor transferable by the Licensee. This license does not grant exclusive use or control of the licensed premises and grants no interest in the real property of the Licensor. 5. UTILITIES AND SERVICES. If utilities and services are furnished to the Premises, the Licensee agrees to reimburse the Licensor for the cost as determined by the Licensor in accordance with applicable statutes and regulations. (Each Payment) N/A Due N/A N/A (Mailing Address) N/A   Electricity  Gas/Oil  Water/Sewer  Garbage/Refuse/Recycling  Telephone  Internet  Other: 6. PROTECTION AND MAINTENANCE OF PREMISES. The Licensee, at its own cost and expense, shall protect, maintain, and keep the Premises under its control in good order. Licensee is responsible for repairing any damage to the Premises caused by Licensee, or its agents, employees, contractors, guests or invitees. 7. IMPROVEMENTS AND RESTORATION. No additions to, or alterations of, the Premises shall be made without the prior consent of the Licensor. Upon revocation or surrender of this License, to the extent directed by the Licensor, the Licensee shall remove all alterations, additions, betterments and improvements made, or installed, and restore the Premises to the same or as good condition as existed on the date of entry under this License, reasonable wear and tear excepted. 8. INDEMNIFICATION. a. The Licensee releases the Licensor and its employees from liability for death or injury to persons at the Premises. b. The Licensee, to the extent allowed by law, agrees to release and hold the Licensor and its employees harmless from, and to indemnify and defend them against, loss or damage to property caused by or arising from its use of the Premises, regardless of any contributory fault of the Licensor. c. The Licensee shall indemnify and save harmless the Licensor, its officers, agents, servants and employees from, and defend it and them against, all liability under the Federal Tort Claims Act (28 U.S.C. §§ 2671 and 2680) or otherwise, for death or injury to all persons, or loss or damage to the property of all persons resulting from its use of the Premises. FILE NO: N/A LICENSE (CONTRACT) NO: N4769225RP52P15 EXHIBIT B GENERAL PROVISIONS TO LICENSE FOR NON-FEDERAL USE OF REAL PROPERTY (BRAC) Version: 7 Oct 2015 Page 2 of 4 d. The Licensee agrees that the Licensor, its officers, agents and employees shall be released from all liability on all suits, claims, actions or demands in any way related to or arising under the Licensee’s use of the property. This release includes, but is not limited to, all environmental suits, claims, and enforcement actions, whether arising during the Licensee’s construction on or use of the property, or after such use has ended. 9. INSURANCE. The Licensee shall procure and keep continuously in effect during the term of this License the insurance required as follows on terms and conditions satisfactory to the Licensor, with an insurer whose rating is acceptable to the Licensor. (Occurrence Policy Only) Bodily Injury (Single Limit) Property Damage Fire/Legal Liability $2,000,000 $3,000,000 $2,000,000 $2,000,000 • Licensor shall be named as additional insured. • The insurer must be authorized to write insurance in the state where the Premises is located. • Proceeds of policies shall be made payable to “Treasurer of the United States”. • Each policy of insurance covering bodily injuries and third party property damage shall contain an endorsement waiving the insurer’s right of subrogation against the United States of America. • No cancellation, reduction in amount, or material change in coverage shall be effective until at least sixty (60) days after receipt by the Licensor of written notice. • Notwithstanding the foregoing, any cancellation of insurance coverage based on nonpayment of the premium shall be effective only upon thirty (30) days’ written notice to the Licensor. • The Licensee shall provide proof of insurance to the Licensor throughout the term of this License. The Licensee will not be allowed entry on the Premises until it first delivers a certificate or certificates of required insurance to the Licensor. 10. DAMAGE TO THE PREMISES. a. In the event of damage, including damage by contamination, to any Government property by the Licensee, its officers, agents, servants, employees, or invitees, the Licensee, at the election of the Licensor, shall promptly repair, replace, or make monetary compensation for the repair or replacement of that property to the satisfaction of the Licensor. That obligation includes any damage discovered from the physical condition and environmental condition inspections notwithstanding the expiration or earlier termination or revocation of this License. b. In the event that any item or part of the Premises shall require repair, rebuilding or replacement (collectively, “repair”) resulting from loss or damage, the risk of which is assumed under this License, the Licensee shall promptly give notice to the Licensor and, to the extent of its liability as provided in this paragraph, shall either compensate the Licensor for any loss or damage within thirty (30) days of receipt of a statement, or repair the lost or damaged item or items of the Premises, as the Licensor may elect. If the cost of repair exceeds the liability of the Licensee for any loss or damage, the Licensee shall effect the repair if required to do so by the Licensor, and the excess of cost shall be reimbursed to the Licensee by the Licensor within thirty (30) days of receipt of a statement provided that appropriations are available for that purpose. In the event the Licensee shall have effected any repair that the Licensee is required to effect, the Licensor shall direct payment to the Licensee of so much of the proceeds of any FILE NO: N/A LICENSE (CONTRACT) NO: N4769225RP52P15 EXHIBIT B GENERAL PROVISIONS TO LICENSE FOR NON-FEDERAL USE OF REAL PROPERTY (BRAC) Version: 7 Oct 2015 Page 3 of 4 insurance carried by the Licensee and made available to the Licensor on account of loss of or damage to any item or part of the Premises that may be necessary to enable the Licensee to effect the repair. In the event the Licensee shall not have been required to effect the repair, and the insurance proceeds allocable to the loss or damage that has created the need for the repair have been paid to the Licensee, the Licensee shall promptly refund to the Licensor the amount of the proceeds. 11. OFFICIALS NOT TO BENEFIT. No member of, or Delegate to Congress, or Resident Commissioner shall be admitted to any share or part of this License or to any benefit that may arise from it; but this provision shall not be construed to extend to this License if made with a corporation for its general benefit. 12. COVENANT AGAINST CONTINGENT FEES. The Licensee warrants that it has not employed any person to solicit or obtain this License upon any agreement for a commission, percentage, brokerage or contingent fee. Breach of this warranty shall give the Licensor the right to annul this License or in its discretion to recover from the Licensee the amount of that commission, percentage, brokerage or contingent fee in addition to the consideration for this license. This warranty shall not apply to commissions payable by the Licensee upon contracts or sales obtained or made through bona fide established commercial or selling agencies maintained by the Licensee for the purpose of acquiring business. 13. NON-DISCRIMINATION. In connection with the performance of work under this License, the Licensee agrees not to discriminate against any employee or applicant for employment because of race, religion, color, sex, sexual orientation, gender identity, or national origin. Non-discrimination shall include, but not be limited to, the following: employment, upgrading, demotion, or transfer; recruitment or recruitment advertising; layoff or termination; rates of pay or other forms of compensation; and selection for training, including apprenticeship. The Licensee agrees to post in conspicuous places available for employees and applicants for employment, notices to be provided by the Licensor setting forth the provisions of the nondiscrimination clause. The Licensee further agrees to insert the foregoing provision in all subcontracts for work under this License, except subcontracts for standard commercial supplies or raw materials. 14. APPLICABLE RULES AND REGULATIONS. a. All activities authorized under this License shall be subject to rules and regulations regarding supervision or otherwise, that may, from time to time, be prescribed by the local representative of the Licensor. b. Upon request, the Licensee shall submit to the Licensor evidence of compliance with local, state, and Federal environmental laws and regulations. 15. FEDERAL FUNDS. This License does not obligate the Licensor to expend any appropriated funds. Nothing in this License is intended or should be interpreted to require any obligation or expenditure of funds in violation of the Anti- Deficiency Act (31 U.S.C. § 1341). 16. STORAGE OF TOXIC OR HAZARDOUS CHEMICALS. Storage, treatment, or disposal of toxic or hazardous materials on the Premises is prohibited except as authorized by the Licensor in accordance with 10 U.S.C. § 2692. Any hazardous materials that the Licensor authorizes the storage, treatment, or disposal of in connection with the use of the Premises shall be identified on a Hazardous Materials List and made a part of this License. Any such approved storage, treatment, or disposal of toxic or hazardous material by Licensee on the Premises shall be strictly limited to that material required or generated in connection with the authorized and compatible use of the Premises and shall be conducted in a manner consistent with the best interest of national defense as determined by the Secretary of the Navy and applicable law and regulations. As and to the extent caused by or attributable to the Licensee, Licensee shall have continued financial and environmental responsibility or liability for any and all direct or indirect consequences of the storage, treatment, or disposal of toxic or hazardous material within the Premises. Licensee will manage, control and dispose of its hazardous waste and hazardous materials in accordance with Federal, state, and local laws. In addition, Licensee shall implement the environmental requirements of applicable facility plans including but not limited to Spill Plans, Emergency Response Plans, and Hazardous Waste Management Plans. In the event the FILE NO: N/A LICENSE (CONTRACT) NO: N4769225RP52P15 EXHIBIT B GENERAL PROVISIONS TO LICENSE FOR NON-FEDERAL USE OF REAL PROPERTY (BRAC) Version: 7 Oct 2015 Page 4 of 4 Licensor approves the storage, treatment, or disposal of toxic or hazardous materials, the Licensee shall obtain insurance or post a bond in an amount sufficient to cover possible cleanup costs. 17. ENVIRONMENTAL CONDITION OF PREMISES. Exhibit “C”, Environmental Condition of Property, sets forth the existing environmental condition of the Premises as represented by a baseline survey conducted by the Licensor. Licensee is hereby made aware of the notifications contained in Exhibit “C” and shall comply with all restrictions set forth therein. 18. JOINT INSPECTION AND INVENTORY REPORT (NON-ENVIRONMENTAL). A Joint Inspection and Inventory Report (JIIR) has been conducted by representatives of the Licensor and the Licensee documenting the condition of the Premises. The report is attached to this License and made a part hereof as Exhibit “D”. The Premises shall be delivered to the Licensee on an "As Is, Where Is" basis, and, as such, Licensor makes no warranty relative to the Premises as to its usability generally or as to its fitness for any particular purpose. Any safety and/or health hazards identified and listed as such in the JIIR shall be corrected at the Licensee’s expense prior to use and occupancy of the relevant portion of the Premises. Such safety and/or health hazards shall be limited to those identified in the JIIR. In the event this License is terminated and the parties have not agreed to enter into a new License, or another agreement, Licensee shall return the Premises to the Licensor in the same condition in which it was received, reasonable wear and tear and Acts of God excepted. Licensee may, at its expense and with prior written approval of the Licensor: (a) replace any personal property with personal property of like kind and utility, (b) replace any personal property in a good and workmanlike manner, and (c) dispose of any worn out, obsolete or non- functioning personal property, in accordance with applicable laws and regulations. Licensor shall not unreasonably withhold or delay granting its approval to Licensee’s request for such actions. 19. ADMINISTRATIVE COSTS. At the termination or expiration of this License, at the Licensor’s discretion, Licensee shall be responsible for administrative costs associated with completing a final inspection of the premises and updating the Environmental Condition of Property. 20. NOTICES. Correspondence concerning this License shall be provided to both the Local Representative identified in Block 6a. and the Real Estate Contracting Officer identified in Block 10. 21. STATEMENT OF COMPLIANCE. Pursuant 10 U.S.C. § 2662: a. This license is not subject to the requirements of this section; or, b. This license is subject to the requirements of this section and said requirements have been met. 22. ADDITIONS, MODIFICATIONS AND DELETIONS. Prior to the execution of this License, the following provisions were added, modified or deleted: Provisions 1, 17, 18, 19 and 21b have been deleted and or modified. LICENSE (CONTRACT) NO: N4769224RP24P13 1 Exhibit C Special Provisions a. Licensee understands they have non-exclusive use of the Licensed Premises and must coordinate usage of the Licensed Premises with all other licensed entities. Licensee shall maintain and communicate a monthly training schedule that identifies dates of intended use and access. This schedule shall indicate the type of training involved and estimate number of personnel that will attend the training event. Licensee is hereby informed that portions of the road infrastructure are subject to a License with the City of Concord and close coordination with the City to deconflict the research development purposes of the City License is required. By the 1st of every month, the Licensee shall notify each of the following entities of the training schedule anticipated for the next 60 days: Navy Notification POCs: Tim Yonce – (843) 963-8795, timothy.t.yonce.civ@us.navy.mil CSO - Glen Nelson– (415) 743-4703, (510) 224-0566, glen.a.nelson10.civ@us.navy.mil Navy Caretaker Site Office (CSO) Notification POCs: Glen Nelson – (415) 743-4703, (510) 224-0566, glen.a.nelson10.civ@us.navy.mil City of Concord Notification POC: Israel Mora - (510) 603-1804, israel.mora@cityofconcord.org Contra Costa County Fire Protection District POC: Lewis T. Broschard III- (925) 941-3501, lewis.broschard@cccfpd.org Contra Costa County Office Sheriff POC Megan Saylor - (925) 655-0101, msayl001@so.cccounty.us b. No overnight occupancy is permitted. c. Licensee shall ensure that the Licensed Premises will be clean of debris and trash upon the completion of training, to the satisfaction of the Government, and will keep the Licensed Premises clean and orderly on a daily basis. Licensee is responsible for removing all trash or debris from premises (i.e. bottles, cans, food wrappers, etc). Simunition rounds (live and spent) require special care and must be removed at all locations upon completion of training. Licensee is responsible for monitoring site cleanup with reoccurring site checks, no less than monthly. Non-compliance with this provision may be the basis for License termination or revocation of future request. d. No fueling will be authorized within the Licensed Premises. e. Sublicensing is authorized. See Special Provision "aa" for Sublicensing requirements. f. Licensee will not block the Licensor, its contractors or other Licensees from the Licensed Premises. g. Unless specifically authorized in Section 5 of Page 1 of the License, all vehicles traversing the property will remain on paved roads on the Licensed Premises. LICENSE (CONTRACT) NO: N4769224RP24P13 2 h. Government shall have no responsibility for the protection and safeguarding of any personal vehicles or any other personal property brought onto Concord Naval Weapons Station, in connection with this License. i. Building keys or locks are to be quickly replaced by county in the event of loss. In the event a key cannot be reproduced, combo locks and hasps or equivalent will be needed for all doors. Buildings available for training under this license are designated in Exhibit “A-1”. j. Signage, other than directional signs, is prohibited. Directional signs must be freestanding or located on existing poles and must be removed after the conclusion of the License term. k. Licensee may not conduct operations that would interfere or otherwise restrict environmental cleanup or restoration actions by the Government, the US EPA, State environmental regulators, or their contractors. In the event of any conflict, environmental cleanup, restoration, or testing activities by these parties shall take priority over Licensee’s use of the Licensed Premises. l. Government’s rights under this License specifically include the right for Government officials to inspect, upon reasonable notice, the Licensed Premises for compliance with environmental, safety, and occupational health laws and regulations, whether or not the Government is responsible for enforcing them. Such inspections shall not interfere with Licensee’s activities unless immediate entry is required for safety or security reasons or in the event of an emergency. Such inspections are without prejudice to the right of duly constituted enforcement officials to make such inspections. Licensee shall have no claim on account of any entries against the United States or any officer, agent, employee, contractor or subcontractor thereof. m. Licensee shall not use groundwater and shall not disturb or cause to be disturbed Government groundwater monitoring wells and equipment. Licensee shall not conduct any subsurface excavation, digging, drilling, or other disturbance of the surface at the Licensed Premises. n. Access to Installation Restoration Program sites, Military Munitions Response Program sites, wetlands, archeological sites, areas with archeological potential, areas that support Federally listed endangered/threatened species, areas utilized by other Federal or DoD entities, and areas utilized by other licensees, lessees, or other agreements are prohibited. A map is provided with existing Government groundwater monitoring well sites Exhibit “G”; these sites, particularly the soil, are not to driven over or disturbed in any manner for safety reasons. o. In the event that archaeological materials (e.g., shell, wood, bone, or stone artifacts) or human remains are found or suspected during operations, the Licensee shall stop training in the area of the discovery, secure the site, and notify the Government as soon as practicable, but no longer than 24 hours after the discovery. The Licensee shall not proceed with training until the Government has the opportunity to evaluate the find, and the Government gives the Licensee LICENSE (CONTRACT) NO: N4769224RP24P13 3 direction to resume training. p. Licensee will at all times during the use of this License promptly observe and comply, at its sole cost and expense, with the provisions of all applicable Federal, State, and local laws, regulations, and standards concerning environmental quality and pollution control and abatement. Licensee covenants that it will not generate, use, or store hazardous substances or hazardous waste on the Licensed Premises. Licensee shall promptly notify the Government and supply copies of any notices, reports, correspondence, and submissions made by Licensee to any Federal, State, or local authority, or received by Licensee from said authority, concerning environmental matters or hazardous substances or hazardous waste on, about, or pertaining to the Licensed Premises. q. No notice, order, direction, determination, requirement, consent or approval under this License shall be of any affect unless it is in writing and signed by the Parties to this License. r. Still photography or filming is prohibited unless otherwise requested in writing by the Licensee no less than 45 calendar days prior to the desired event and permission is authorized in writing by the Government, and only with strict observation of any additional precaution or procedure the Government may specify. s. Licensee is responsible for ensuring that the buildings are properly secured upon leaving the Licensed Premises each day during the term of the License. Licensee shall be required to pay for the repair or replacement of any structural damage (e.g., windows, walls, doors, floors) to the Licensed Premises caused from the training or vandalism. t. LIVE MUNITION TRAINING IS STRICTLY PROHIBITED. No hazardous materials or explosives are authorized within the Licensed Premises. Other than the specific distraction device approved in Special Provision “u”, no other chemicals, pyrotechnics, flame, heat, smoke, paint, etc., will be utilized by the Licensee. No smoking is permitted within the Licensed Premises. u. Licensee is authorized to use “12 GRAM LOW ROLL NON-RELOADABLE DISTRACTION DEVICE,” as described in the MSDS attached hereto as Exhibit “F”. Licensee agrees to collect and dispose of all spent device cartridges once the training event is complete. When training in building interiors, Licensee agrees to properly clean up (wipe down, sweep, etc.) any visible or excess created by the device. v. Notification is hereby given that the buildings authorized for use for training purposes at the former Concord Naval Weapons Station may contain asbestos. Your agency’s Industrial Hygiene Specialist may coordinate access to verify the presence of friable asbestos. All posted signs stating limited or prohibited access due to asbestos must be followed. If you have any questions, please call the CSO (as cited in paragraph a. of these Special Provisions). LICENSE (CONTRACT) NO: N4769224RP24P13 4 w. The Licensed Premises are delivered to the Licensee "AS IS, WHERE IS", and, as such, the Government makes no warranty as to such facilities and property either as to their usability generally or as to their fitness for any particular purpose. At the termination of this License, Licensee shall turn over to the Government the Licensed Premises in the same, or as good a condition in which they were received, reasonable wear and tear excepted. x. Notice is hereby given that the Government is no longer maintaining the property at the level of an operational Navy base and safety hazards may be present. The Navy has not inspected the building and Licensee assumes any and all risk from its use. y. LICENSEE ACKNOWLEDGES THAT LICENSEE, ALONG WITH ITS INVITEES AND SUBLICENSEES, ARE ENTERING THE LICENSED PREMISES AT THEIR OWN RISK AND LICENSEE EXPRESSLY INDEMNIFIES AND HOLDS THE LICENSOR HARMLESS FOR ANY DAMAGE OR HARM TO LICENSEE AND ITS INVITEES AND SUBLICENSEES RESULTING FROM USE OF THE LICENSED PREMISES. LICENSEE ACKNOWLEDGES THAT IT HAS PROVIDED EACH INVITEE AND SUBLICENSEE WITH A COMPLETE COPY OF THIS LICENSE AND HAS PERSONALLY ADVISED EACH INVITEE AND SUBLICENSEE OF THE RISKS ASSOCIATED WITH USE OF THE LICENSED PREMISES, INCLUDING BUT NOT LIMITED TO THOSE RISKS RELATED TO CONTACT WITH UNEXPLODED ORDNANCE. SHOULD THE LICENSEE ENCOUNTER ANY METALLIC OBJECTS, IT SHALL IMMEDIATELY CEASE ALL ACTIVITY AND CONTACT THE CSO POINT OF CONTACT. z. Law enforcement agencies that use canine units during their training must pick up dog waste and dispose in a proper manner upon leaving the Licensed Premises. aa. Licensee may sublicense to entities without Government approval on the basis that all License terms and conditions will be provided to Sublicensee. Licensee shall be responsible for retaining documentation (sublicense, permits, etc.) related to Sublicensee use. Sublicensees shall be provided a copy of the entire License. bb. Licensee acknowledges that planned training events may be cancelled at the request of the Licensor for reasons including but not limited to public events, access requests in support of the Navy environmental program, Navy response actions, etc. cc. Licensee acknowledges that one building (IA-7) is adjacent to the Licensed Premises has been Licensed to the City of Concord for use by its sublicensee for storage of vehicles and is hereby excluded from this License and is not a component of the Licensed Premises. Licensee shall not conduct training activities directly adjacent to IA-7 and shall not block or hinder the City of Concord (and its assigns) from entering IA-7. dd. Licensee is prohibited from accessing building IA-12 as shown in Exhibit "D." ee. Licensee is prohibited from vehicle use within area, depicted in Exhibit "D" due to remediation equipment (SVE) in the ground. LICENSE (CONTRACT) NO: N4769224RP24P13 5 ff. Licensee is authorized to use the North side of IA-15, next to the fire burn box, for bicycle storage as shown in Exhibit “E”. gg. The failure of Licensor to enforce any provision of this License shall not be construed as waiver of that or any other provision herein. hh. Licensee shall have the right to self-insure. In the event that Licensee does self- insure, Licensee shall provide written evidence of such self-insurance to Licensor, and shall include the Licensor as additional insured under such self-insurance coverage as described in General Provision 9. If Licensee does not self-insure, then, during the entire term of this Agreement, Licensee shall provide and maintain, in full force and effect at all times, insurance policies meeting the requirements described in General Provision 9, unless otherwise expressed in writing by the Licensor. ii. In the event of conflict with the General Provisions of the License, the Special Provisions shall prevail and override the General Provisions. jj. Use of drones and aircraft is strictly prohibited unless otherwise requested in writing by the Licensee no less than 45 calendar days prior to the desired event and permission is authorized in writing by the Government, and only with strict observation of any additional precaution or procedure the Government may specify. LICENSEE ACKNOWLEDGMENT: Licensee Date Exhibit D Building IA-12 - Prohibited Access Area N4769225RP52P15 '11111,z r,,, '//l z '/J. -1/1,. Exhibit E Bldg IA-15 - Bicycle Storage N4769225RP52P15 Exhibit F Safety Data Sheet according to 1907/2006/EC (REACH), 1272/2008/EC (CLP), and OSHAGHS Page 1/14 Printing date July 07, 2015 Revision: July 07, 2015 SECTION 1: Identification of the substance/mixture and of the company undertaking · 1.1 Product identifier · Trade name: 12-Gram Low Roll ™ Non-Reloadable Distraction Device® · Article number: 8902NR (1091494)· 1.2 Relevant identified uses of the substance or mixture and uses advised against No further relevant information available. · 1.3 Details of the supplier of the Safety Data Sheet · Manufacturer/Supplier: Safariland, LLC 13386 International Parkway Jacksonville, FL 32218 Customer Care (800) 347 -1200 @. DEFENSE TECHNOLOGY" · Further information obtainable from: Customer Care Department · 1.4 Emergency telephone number: ChemTel Inc. (800)255-3924, +1 (813)248-0585 SECTION 2: Hazards identification · 2.1 Classification of the substance or mixture · Classification according to Regulation (EC) No 1272/2008Classifications listed are applicable to the OSHA GHS Hazard Communication Standard (29CFR1910.1200).0 exploding bomb Expl. 1.4 H204 Fire or projection hazard. · Additional information: There are no other hazards not otherwise classified that have been identified. 0 % of the mixture consists of component(s) of unknown toxicity. ------------- ------------------------------· 2.2 Label elements· Labelling according to Regulation (EC) No 1272/2008 The product is additionally classified and labelled according to the Globally Harmonized System within the United States (GHS). The product is classified and labelled according to the CLP regulation. · Hazard pictograms0GHS01 · Signal word Warning · Hazard statements H204 Fire or projection hazard. (Cont'd. on page 2) Safety Data Sheet according to 1907/2006/EC (REACH), 1272/2008/EC (CLP), and OSHAGHS Page 2/14 Printing date July 07, 2015 Revision: July 07, 2015 Trade name: 12-Gram Low Roll ™ Non-Reloadable Distraction Device® (Cont'd. from page 1) · Precautionary statements P210 Keep away from heat, hot surfaces, sparks, open flames and other ignition sources. No smoking. P250 Do not subject to grinding/shock/friction. P280 Wear protective gloves/protective clothing/eye protection/face protection. P373 DO NOT fight fire when fire reaches explosives. P370+P380 In case of fire: Evacuate area. P372 Explosion risk in case of fire. P401 Store in accordance with local/regional/national/international regulations. P501 Dispose of contents/container in accordance with local/regional/national/international regulations. · Additional information: Contains lead. Should not be used on surfaces liable to be chewed or sucked by children.Can become highly flammable in use. · NFPA ratings (scale O -4) Health = 1 Fire= 0 Reactivity = 3 · HMIS-ratings (scale O -4) Health = 1 Fire = 0 ' - - - - - - = Reactivity = 3 · HMIS Long Term Health Hazard Substances 7778-74-7 potassium perchlorate · 2.3 Other hazards · Results of PBT and vPvB assessment· PBT: Not applicable. · vPvB: Not applicable. · Explosive Product Notice PREVENTION OF ACCIDENTS IN THE USE OF EXPLOSIVES -The prevention of accidents in the use of explosives is a result of careful planning and observance of the best known practices. The explosives user must remember that he is dealing with a powerful force and that various devices and methods have been developed to assist him in directing this force. He should realize that this force, if misdirected, may either kill or injure both him and his fellow workers. WARNING -All explosives are dangerous and must be carefully handled and used following approved safety procedures either by or under the direction of competent, experienced persons in accordance with all applicable federal, state, and local laws, regulations, or ordinances. If you have any questions ordoubts as to how to use any explosive product, DO NOT USE IT before consulting with your supervisor, or the manufacturer, if you do not have a supervisor. If your supervisor has any questions or doubts, he should consult the manufacturer before use. (Cont'd. on page 3) Safety Data Sheet according to 1907/2006/EC (REACH), 1272/2008/EC (CLP), and OSHAGHS Page 3/14 Printing date July 07, 2015 Revision: July 07, 2015 Trade name: 12-Gram Low Roll ™ Non-Reloadable Distraction Device® (Cont'd. from page 2) SECTION 3: Composition/information on ingredients · 3.2 Mixtures· Description: Mixture of substances listed below with nonhazardous additions. · Dangerous components: CAS: 7778-74-7 EINECS: 231-912-9 Index number: 017-008-00-5 CAS: 7429-90-5 EINECS: 231-072-3 Index number: 013-001-00-6 CAS: 7439-95-4 EINECS: 231-104-6 Index number: 012-001-00-3 CAS: 7 440-50-8 EINECS: 231-159-6 CAS: 7 440-66-6 CAS: 3811-04-9 EINECS: 223-289-7 Index number: 017-004-00-3 CAS: 592-87-0 EINECS: 209-774-6 Index number: 082-001-00-6 CAS: 10294-40-3 EINECS: 233-660-5 Index number: 056-002-00-7.. · Add1t1onal information: potassium perchlorate Ox. Sol.· 1 ,-H271 ----------------·--------------- <!> Acute Tax. 4, H302 aluminium powder (pyrophoric) Pyr.-Sol. 1 H250; Water:reac£ 2, i-fi6_f _ ------------ - - - - magnesium powder (pyrophoric) Pyr.-sof 1 H2so; watei--i-eact: -1: r12eo . ···----- copper substance with a Community workplace exposure limit zinc metal Aquatic Ac-ute -1 H400; Aquatic-Chron-ic 1, H41 o - potassium chlorate ·i Cidfoi.-i, H271 --- 1 . Aquatic Chronic 2, H411 , Acute Tax. 4, H302; Acute Tax. 4, H332 lead dithiocyanate·i C:Sic. -1 B, H350; Rei,r. f A, H36iiDf; s t OT RE 2, H373 Aquatic Acute 1, H400; Aquatic Chronic 1, H410 Acute Tax. 4, H302; Acute Tax. 4, H332 barium chromate --- --- - - - --- *i e ! J,5 3 ; ; ;e· --4,- ; ; ; · - - . - - ---------- - 25-50% 25-50% 10-25% 2,5-10% 2.5% 2.5% 2.5% 2.5% For the listed ingredients, the identity and exact percentages are being withheld as a trade secret. SECTION 4: First aid measures · 4.1 Description of first aid measures · General information: Immediately remove any clothing soiled by the product.· After inhalation: Unlikely route of exposure. Supply fresh air; consult doctor in case of complaints. · After skin contact: Generally the product does not irritate the skin. Wash with soap and water.If skin irritation is experienced, consult a doctor. (Cont'd. on page 4) Safety Data Sheet according to 1907/2006/EC (REACH), 1272/2008/EC (CLP), and OSHA GHS Printing date July 07, 2015 Trade name: 12-Gram Low Roll ™ Non-Reloadable Distraction Device® Page 4/14 Revision: July 07, 2015 (Cont'd. from page 3) · After eye contact: Remove contact lenses if worn. Rinse opened eye for several minutes under running water. If symptoms persist, consult a doctor. · After swallowing: Unlikely route of exposure.Do not induce vomiting; call for medical help immediately. · 4.2 Most important symptoms and effects, both acute and delayed Blast injury if mishandled. · Hazards Danger of blast or crush-type injuries. · 4.3 Indication of any immediate medical attention and special treatment needed Product may produce physical injury if mishandled. Treatment of these injuries should be based on the blast and compression effects. SECTION 5: Firefighting measuries · 5.1 Extinguishing media · Suitable extinguishing agents: DO NOT fight fire when fire reaches explosives. Use fire extinguishing methods suitable to surrounding conditions. · For safety reasons unsuitable extinguishing agents: None. · 5.2 Special hazards arising from the substance or mixture Product may explode if burned in confined space. Individual cartridges may explode. Mass explosion of many cartridges at once is unlikely. · 5.3 Advice for firefighters · Protective equipment: Wear self-contained respiratory protective device. Wear fully protective suit. · Additional informationEliminate all ignition sources if safe to do so. Flammability Classification: (defined by 29 CFR 1910.1200) Explosive. Can explode under fire conditions. Individual devices will randomly explode. Will not mass explode if multiple devices are involved. Burning material may produce toxic and irritating vapors. In unusual cases, shrapnel may be thrown from exploding devices under containment. See 2008 Emergency response Guidebook for further information. SECTION 6: Accidental release measures · 6.1 Personal precautions, protective equipment and emergency procedures FOR ALL TRANSPORTATION ACCIDENTS, CALL CHEMTEL AT 1-800-255-3924. Spills of this material should be handled carefully. Do not subject materials to mechanical shock or extreme heat. A spill of this material will normally not require emergency response team capabilities. Remove persons from danger area. Ensure adequate ventilation Wear protective clothing. Protect from heat. Isolate area and prevent access. · 6.2 Environmental precautions: No special measures required. (Cont'd. on page 5) Safety Data Sheet according to 1907/2006/EC (REACH), 1272/2008/EC (CLP), and OSHA GHS Printing date July 07, 2015 Trade name: 12-Gram Low Roll ™ Non-Reloadable Distraction Device® · 6.3 Methods and material for containment and cleaning up: Pick up mechanically. Send for recovery or disposal in suitable receptacles. · 6.4 Reference to other sections See Section 7 for information on safe handling. See Section 8 for information on personal protection equipment. See Section 13 for disposal information. SECTION 7: Handling and starage · 7.1 Precautions for safe handling Handle with care. Avoid jolting, friction and impact. Use only in well ventilated areas. Do not subject to grinding/shock/friction. · Information about fire -and explosion protection: Protect from heat. Emergency cooling must be available in case of nearby fire. · 7.2 Conditions for safe storage, including any incompatibilities · Storage: ·Requirements to be met by storerooms and receptacles: Store in a cool location. · Information about storage in one common storage facility: Store away from foodstuffs. Store away from flammable substances. · Further information about storage conditions: Store in cool, dry conditions in well sealed receptacles. Keep away from heat. · 7.3 Specific end use(s) No further relevant information available. SECflON 8: Expos1:1re controls1persanal protection Page 5/14 Revision: July 07, 2015 (Cont'd. from page 4) · Additional information about design of technical facilities: No further data; see section 7. · 8.1 Control parameters · Ingredients with limit values that require monitoring at the workplace: 7429-90-5 aluminium powder (pyrophoric) PEL (USA) Long-term value: 15*; 15** mg/m3 *Total dust; ** Respirable fraction REL (USA) Long-term value: 1 0* 5** mg/m 3 as Al*Total dust**Respirable/pyro powd./welding f. TLV (USA) Long-term value: 1 * mg/m3 as Al; *as respirable fraction EL (Canada) Long-term value: 1,0 mg/m 3 respirable, as Al (Cont'd. on page 6) Safety Data Sheet according to 1907/2006/EC (REACH), 1272/2008/EC (CLP), and OSHA GHS Printing date July 07, 2015 Trade name: 12-Gram Low Roll ™ Non-Reloadable Distraction Device® EV (Canada) Long-term value: 5 mg/m 3 aluminium-containing (as aluminium) 7 440-50-8 copper PEL (USA) Long-term value: 1 * 0, 1 ** mg/m 3 as Cu *dusts and mists **fume REL (USA) Long-term value: 1 * 0, 1 ** mg/m 3 as Cu *dusts and mists **fume TLV (USA) Long-term value: 1 * 0,2** mg/m3 *dusts and mists; **fume; as Cu EL (Canada) Long-term value: 1 * 0,2** mg/m 3 *dusts and mists; **fume, as Cu EV (Canada) Long-term value: 0,2* 1** mg/m 3 as copper, *fume;**dust and mists 592-87-0 lead dithiocyanate PEL (USA) Long-term value: 5 mg/m 3 as CN; Skin EV (Canada) Long-term value: 0,05 mg/m 3 as Pb, Skin (organic compounds) 10294-40-3 barium chromate PEL (USA) Long-term value: 0,005* mg/m 3 Ceiling limit: 0, 1 ** mg/m 3 *as Cr(VI) **as Cr03; see 29 CFR 1910, 1026 REL (USA) Long-term value: 0,0002 mg/m 3 as Cr; See Pocket Guide Apps. A and C TLV (USA) Long-term value: 0,01 mg/m 3 as Cr EL (Canada) Long-term value: 0,01 mg/m 3 as Cr; ACGIH A1, IARC 1 · DNELs No further relevant information available. · PNECs No further relevant information available. · Ingredients with biological limit values: 10294-40-3 barium chromate BEi (USA) 25 µg/L Medium: urine Time: end of shift at end of workweek Parameter: Total chromium (fume) 10 µg/L Medium: urine Time: increase during shift Parameter: Total chromium (fume) · Additional information: No further relevant 1nformat1on available. Page 6/14 Revision: July 07, 2015 (Cont'd. from page 5 (Cont'd. on page 7) Safety Data Sheet according to 1907/2006/EC (REACH), 1272/2008/EC (CLP), and OSHAGHS Printing date July 07, 2015 Trade name: 12-Gram Low Roll ™ Non-Reloadable Distraction Device® Page 7/14 Revision: July 07, 2015 (Cont'd. from page 6) ·8.2 Exposure controls·Personal protective equipment:· General protective and hygienic measures: The usual precautionary measures are to be adhered to when handling chemicals. Keep away from foodstuffs, beverages and feed. Immediately remove all soiled and contaminated clothing. Wash hands before breaks and at the end of work. ·Respiratory protection:Not required under normal conditions of use. Wear positive pressure NIOSH or European EN149 vapor respirators when deploying product in large quantities.·Protection of hands: Wear gloves for the protection against mechanical hazards according to NIOSH or EN 388. · Material of glovesThe selection of the suitable gloves does not only depend on the material, but also on further marks of quality and varies from manufacturer to manufacturer. As the product is a preparation of several substances, the resistance of the glove material can not be calculated in advance and has therefore to be checked prior to the application.·Penetration time of glove material The exact break through time has to be found out by the manufacturer of the protective gloves and has to be observed.·Eye protection: - Safety glasses ·Body protection: Protective work clothing·Limitation and supervision of exposure into the environment No further relevant information available.·Risk management measuresOrganizational measures should be in place for all activities involving this product. SECTION 9: Phy,.sical and chemical properties ·9.1 Information on basic physical and chemical properties· General Information · Appearance:Form:Colour:· Odour:· Odour threshold: ·pH-value: · Change in conditionMelting point/Melting range:Boiling point/Boiling range: Solid material According to product specification Odourless Not determined. Not applicable. Not Determined. Undetermined. (Cont'd. on page 8) Safety Data Sheet according to 1907/2006/EC (REACH), 1272/2008/EC (CLP), and OSHAGHS Printing date July 07, 2015 Trade name: 12-Gram Low Roll ™ Non-Reloadable Distraction Device® · Flash point: · Flammability (solid, gaseous): · Auto/Self-ignition temperature: · Decomposition temperature: · Self-igniting: · Danger of explosion: · Explosion limits: Lower: Upper: · Oxidising properties · Vapour pressure: · Density: · Relative density · Vapour density· Evaporation rate Not applicable. Fire or projection hazard. Not determined. Not determined. Product is not self-igniting. Heating may cause an explosion. Not determined. Not determined. Contains oxidizing agent. Not determined. Not determined. Not determined. Not applicable. Not applicable. Page 8/14 Revision: July 07, 2015 (Cont'd. from page 7) · Solubility in / Miscibility with water:Variable, dependent upon product composition and packaging. · Partition coefficient (n-octanol/water): Not determined. · Viscosity: Dynamic: Kinematic: · 9.2 Other information Not applicable. Not applicable. No further relevant information available. SECTION 18: Stability and r:eactivity · 10.1 Reactivity No further relevant information available.· 10.2 Chemical stability · Thermal decomposition / conditions to be avoided: Keep away from heat, hot surfaces, sparks, open flames and other ignition sources. No smoking. · 10.3 Possibility of hazardous reactions Fire or projection hazard. Toxic fumes may be released if heated above the decomposition point. · 10.4 Conditions to avoid No further relevant information available. · 10.5 Incompatible materials: No further relevant information available.· 10.6 Hazardous decomposition products: Leadoxide vapour (Cont'd. on page 9) Safety Data Sheet according to 1907/2006/EC (REACH), 1272/2008/EC (CLP), and OSHAGHS Printing date July 07, 2015 Trade name: 12-Gram Low Roll ™ Non-Reloadable Distraction Device® SEGTION 11: T oxicalogical information ·11.1 Information on toxicological effects Page 9/14 Revision: July 07, 2015 (Cont'd. from page 8) This is a packaged product that will not result in exposure to the contents under normal conditions of use. In the event of exposure, administer first aid appropriate for symptoms present. · Acute toxicity · LD/LCS0 values relevant for classification: 7758-97-6 lead chromate Oral I LOSO 112000 mg/kg (mouse) · Primary irritant effect:· Skin corrosion/irritation Not a skin irritant in unused form. Vapors/particles from used product are possibly irritating to skin. · Serious eye damage/irritation Not an eye irritant in unused form. Vapors/particles from used product are possibly irritating to eyes. ·Respiratory or skin sensitisation Based on available data, the classification criteria are not met. · Additional toxicological information: Normal handling of the undeployed product poses little or no health hazards, One should avoid inhalation by wearing appropriate respiratory protection when exposed to the chemical ingredients of the product above listed TLV's or when exposed to the post ignition by-products. This product is a cansister which contains the various components completely sealed within. Therefore, under normal handling of this product, no exposure to any harmful materials will occur. When the product is used, particles may be generated which may be irritating to the eyes and the respiratory tract.· Acute effects (acute toxicity, irritation and corrosivity): Danger of blast or crush-type injuries. ·Repeated dose toxicity: No further relevant information available.· CMR effects (carcinogenity, mutagenicity and toxicity for reproduction):· Germ cell mutagenicity Based on available data, the classification criteria are not met. · Carcinogenicity Based on available data, the classification criteria are not met. ·Reproductive toxicity Based on available data, the classification criteria are not met. · STOT-single exposure Based on available data, the classification criteria are not met. · STOY-repeated exposure Based on available data, the classification criteria are not met. · Aspiration hazard Based on available data, the classification criteria are not met. s·ecTION 12: Ecological in'formatian ·12.1 Toxicity· Aquatic toxicity: No further relevant information available.·12.2 Persistence and degradability No further relevant information available.·12.3 Bioaccumulative potential May be accumulated in organism · 12.4 Mobility in soil No further relevant information available. · Additional ecological information:· General notes: Do not allow product to reach ground water, water course or sewage system. Danger to drinking water if even small quantities leak into the ground. The product contains heavy metals. Avoid transfer into the environment. Specific preliminary treatments are necessary (Cont'd. on page 10) Safety Data Sheet according to 1907/2006/EC (REACH), 1272/2008/EC (CLP), and OSHA GHS Printing date July 07, 2015 Trade name: 12-Gram Low Roll ™ Non-Reloadable Distraction Device® · 12.5 Results of PBT and vPvB assessment · PBT: Not applicable. · vPvB: Not applicable. · 12.6 Other adverse effects No further relevant information available. SECTION 13: Disposal considerations · 13.1 Waste treatment methods · Recommendation Page 10/14 Revision: July 07, 2015 (Cont'd. from page 9) Must not be disposed together with household garbage. Do not allow product to reach sewage system. The user of this material has the responsibility to dispose of unused material, residues and containers in compliance with all relevant local, state and federal laws and regulations regarding treatment, storage and disposal for hazardous and nonhazardous wastes. Residual materials should be treated as hazardous. · Uncleaned packaging: · Recommendation: Disposal must be made according to local official regulations. · Recommended cleansing agents: Water, if necessary together with cleansing agents. SECTION 14: Transport information · 14.1 UN-Number · DOT, ADR, IMDG, IATA · 14.2 UN proper shipping name ·DOT ·ADR · IMDG, IATA · 14.3 Transport hazard class(es) ·DOT · Class · Label ·ADR ·Class · Label · IMDG, IATA · Class · Label UN0452 Grenades, Practice 0452 GRENADES, PRACTICE GRENADES, PRACTICE 1.4 1.4 1.4(-) 1.4G 1.4 1.4G (Cont'd. on page 11) Safety Data Sheet according to 1907/2006/EC (REACH), 1272/2008/EC (CLP), and OSHAGHS Page 11/14 Printing date July 07, 2015 Revision: July 07, 2015 Trade name: 12-Gram Low Roll ™ Non-Reloadable Distraction Device® (Cont'd. from page 10) · 14.4 Packing group · DOT, ADR, IMDG, IATA II · 14.5 Environmental hazards: · Special marking (IATA):Prohibited from Transport in Passenger Aircraft. Cargo Aircraft Only. · 14.6 Special precautions for user Not applicable. · EMS Number:F-B,S-X · 14.7 Transport in bulk according to Annex II of Marpol and the IBC Code Not applicable. · Transport/Additional information: ·ADR · Limited quantities (LQ) · Excepted quantities (EQ) · Transport category · Tunnel restriction code · UN "Model Regulation": I. �ECTION 15: Regulatory information 0 Code: ED Not permitted as Excepted Quantity 2 E UN0452, Grenades, Practice, 1.4, II · 15.1 Safety, health and environmental regulations/legislation specific for the substance or mixture · United States (USA) ·SARA · Section 355 (extremely hazardous substances): None of the ingredients are listed. · Section 313 (Specific toxic chemical listings): 7429-90-5 aluminium powder (pyrophoric) 7440-50-8 copper 7440-66-6 zinc metal · TSCA (Toxic Substances Control Act): All ingredients are listed . . . · Propos1t1on 65 (California): · Chemicals known to cause cancer: 592-87-0 lead dithiocyanate 10294-40-3 barium chromate 7758-97-6 lead chromate · Chemicals known to cause reproductive toxicity for females: 10294-40-3 barium chromate 7758-97-6 lead chromate (Cont'd. on page 12) Safety Data Sheet according to 1907/2006/EC (REACH), 1272/2008/EC (CLP), and OSHAGHS Printing date July 07, 2015 Trade name: 12-Gram Low Roll ™ Non-Reloadable Distraction Device® · Chemicals known to cause reproductive toxicity for males: 10294-40-3 I barium chromate 7758-97-6 I lead chromate · Chemicals known to cause developmental toxicity: 10294-40-3 I barium chromate 7758-97-6 pead chromate . · Carcinogenic Categories · EPA (Environmental Protection Agency) 7778-74-7 potassium perchlorate NL 7440-50-8 copper D 7440-66-6 zinc metal D, I, II Page 12/14 Revision: July 07, 2015 (Cont'd. from page 11) 10294-40-3 barium chromate A(inh), D(oral), K/L(inh), CBD(oral) · IARC (International Agency for Research on Cancer) 10294-40-3 barium chromate 11 · TLV (Threshold Limit Value established by ACGIH) 7429-90-5 aluminium powder (pyrophoric) IA4 10294-40-3 barium chromate IA1 · NIOSH-Ca (National Institute for Occupational Safety and Health) 10294-40-3 barium chromate · Canada · Canadian Domestic Substances List (DSL) All ingredients are listed. · Canadian Ingredient Disclosure list (limit 0.1%) 10294-40-3 I barium chromate · Canadian Ingredient Disclosure list (limit 1%) 7 429-90-5 I aluminium powder (pyrophoric) 7 440-50-8 I copper · Directive 2012/18/EU· Named dangerous substances -ANNEX I None of the ingredients are listed. · Other regulations, limitations and prohibitive regulations This product has been classified in accordance with hazard criteria of the Controlled Products Regulations and the SOS contains all the information required by the Controlled Products Regulations. · Substances of very high concern (SVHC) according to REACH, Article 57 None of the ingredients are listed. · 15.2 Chemical safety assessment: A Chemical Safety Assessment has not been carried out. (Cont'd. on page 13) Safety Data Sheet according to 1907/2006/EC (REACH), 1272/2008/EC (CLP), and OSHAGHS Page 13/14 Printing date July 07, 2015 Revision: July 07, 2015 Trade name: 12-Gram Low Roll ™ Non-Reloadable Distraction Device® (Cont'd. from page 12) SECTION 16: © ner info ation This information is based on our present knowledge. However, this shall not constitute a guarantee for any specific product features and shall not establish a legally valid contractual relationship. · Relevant phrases H250 Catches fire spontaneously if exposed to air. H260 In contact with water releases flammable gases which may ignite spontaneously. H261 In contact with water releases flammable gases. H271 May cause fire or explosion; strong oxidiser. H302 Harmful if swallowed. H332 Harmful if inhaled. H350 May cause cancer. H360Df May damage the unborn child. Suspected of damaging fertility. H373 May cause damage to organs through prolonged or repeated exposure. H400 Very toxic to aquatic life. H41 O Very toxic to aquatic life with long lasting effects. H411 Toxic to aquatic life with long lasting effects. · Abbreviations and acronyms: ADR: Accord europeen sur le transport des marchandises dangereuses par Route (European Agreement concerning the International Carriage of Dangerous Goods by Road) IMDG: International Maritime Code for Dangerous Goods DOT: US Department of Transportation IATA: International Air Transport Association GHS: Globally Harmonised System of Classification and Labelling of Chemicals ACGIH: American Conference of Governmental Industrial Hygienists EINECS: European Inventory of Existing Commercial Chemical Substances ELINCS: European List of Notified Chemical Substances GAS: Chemical Abstracts Service (division of the American Chemical Society) NFPA: National Fire Protection Association (USA) HMIS: Hazardous Materials Identification System (USA) DNEL: Derived No-Effect Level (REACH) PNEC: Predicted No-Effect Concentration (REACH) LC50: Lethal concentration, 50 percent LD50: Lethal dose, 50 percent PBT: Persistent, Bioaccumulative and Toxic SVHC: Substances of Very High Concern vPvB: very Persistent and very Bioaccumulative Expl. 1.4: Explosives, Division 1.4 Pyr. Sol. 1: Pyorphoric Solids, Hazard Category 1 Water-react. 1: Substances and Mixtures which, in contact with water, emit flammable gases, Hazard Category 1 Water-react. 2: Substances and Mixtures which, in contact with water, emit flammable gases, Hazard Category 2 Ox. Sol. 1: Oxidising Solids, Hazard Category 1 Acute Tox. 4: Acute toxicity, Hazard Category 4 Care. 1A: Carcinogenicity, Hazard Category 1A Care. 1 B: Carcinogenicity, Hazard Category 1 B Repr. 1A: Reproductive toxicity, Hazard Category 1A STOT RE 2: Specific target organ toxicity -Repeated exposure, Hazard Category 2 Aquatic Acute 1: Hazardous to the aquatic environment -Acute Hazard, Category 1 Aquatic Chronic 1: Hazardous to the aquatic environment -Chronic Hazard, Category 1 Aquatic Chronic 2: Hazardous to the aquatic environment -Chronic Hazard, Category 2· Sources SOS Prepared by: ChemTel Inc. (Cont'd. on page 14) Safety Data Sheet according to 1907/2006/EC (REACH), 1272/2008/EC (CLP), and OSHAGHS Printing date July 07, 2015 Trade name: 12-Gram Low Roll ™ Non-Reloadable Distraction Device® 1305 North Florida Avenue Tampa, Florida USA 33602-2902 Toll Free North America 1-888-255-3924 Intl. +01 813-248-0573 Website: www.chemtelinc.com Page 14/14 Revision: July 07, 2015 (Cont'd. from page 13) ¹ FIGUREPROJECT NO.: DATE: DRAWN BY: CHECKED BY:A Admin AreaGroundwater Monitoring Wells 5026-23-5089 KOB LC Detail ¹ Area Location Map Not to Scale ¹0 150 30075Feet 1 Inch = 150 Feet Legend @A Existing Monitoring Well Sampled for PFAS During RI !!Well Monitoring Wells Downloaded from NIRIS March 5, 2025 Mt. Diablo Creek Railroad Buildings Former NWS Concord Boundary Da t e : 3 / 6 / 2 0 2 5 Pa t h : D : \ F i l e s F r o m W o r k \ 5 0 2 6 - 2 3 \ 5 0 8 9 _ C o n c o r d P F A S _ R I \ G I S \ F i g s _ C o n c o r d _ P F A S _ R I _ N o v 2 0 2 3 \ F i g A _ C o n c o r d _ P F A S _ R I _ G W _ L o c a t i o n s . m x d March 2025 Former Naval Weapons Station Seal Beach Detachment Concord, Concord California !! !! !! !!!! !! !! !! !! !!!!!! !!!! !!!! !! !! !! !! !! !! !! !! !! !! !!!!!!!! !! !! !! !! !! !! !! !! !! !! !! !! !! !!!! !! !! !! !! !! @A @A @A @A @A @A @A @A @A @A @A @A @A @A @A @A @A@A @A @A @A @A @A @A @A @A @A @A @A @A@A @A @A @A 416 M A T C H L I N E 25718-MW07 25718-MW11 25718-MW12 25718-MW15 25718-MW1725718-MW18 25718-MW19 25718-MW20 IA17-MW 25718-MW02 25718-MW03 25718-MW06 25718-MW08 25718-MW09 25718-MW10 25718-MW13 25718-MW16 MW178-5 IA17-MW08IA17-MW-08 IA17-MW09IA17-MW-09 IA17-MW10IA17-MW-10 IA15MW07 IA17-MW01 IA17-MW02 IA17-MW03 IA17-MW04 IA17-MW05 IA17-MW06 IA17-MW07 IA6-MW5 IA6-MW6 IA6-SMW1 IA6-SMW2 IA6-SMW3 IA6-SMW4 IA6-SMW5 MW178-1 MW178-2MW178-3 MW178-5 S01-MW-01 S01-MW-02 S01-MW-03 S01-MW-04S01-MW-05 S01-MW-06 S01-MW-07 S01-MW-08 S01-MW-09 S01-MW-10 S01-MW-11 S01-MW-12 S01-MW-13 C S t . Pearl S t . B S t .Kinne B l v d . D St. KinneBlvd. First S t . Mt Diablo Creek AOI1-7-GW-01 AOI1-7-GW-02 AOI1-7-GW-03 AOI1-7-GW-04 AOI1-7-GW-05 AOI1-7-GW-06 AOI1-7-GW-07 AOI1-7-GW-08 AOI1-7-GW-09 AOI1-7-GW-10 AOI1-7-GW-11 AOI1-7-GW-12 AOI1-7-GW-13 AOI1-7-GW-14 AOI1-7-GW-15 AOI1-7-GW-16 AOI1-7-GW-17AOI1-7-GW-18 AOI1-7-GW-19 AOI1-7-GW-20 AOI1-7-GW-21AOI1-7-GW-22 AOI1-7-GW-23 AOI1-7-GW-24 AOI1-7-GW-25 IA-6 IA-4 178 IA-46 IA-5 IA-49 IA-15 IA-17 IA-16 IA-12 IA-38 IA-37 IA-51 IA-52 116 189 IA-48 IA-43 423 IA-8 114 IA-7 IA-11 IA-1 IA-18D IA-18C 115IA-13 269 Notes: IA = Inland Area PFAS = per- and polyfluoroalkyl substances NWS = Naval Weapons Station RI = Remedial Investigation Basemap Source: ESRI Online Streaming Service 2025 !! !! !! !! !! !!!!!!!! !! !! !! !! !! !! !!@A @A M A T C H L I N E Mt DiabloCreek IA17MWS01-MW-14 25718-MW14 Exhibit G N4769225RP52P15 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:125-1989 Name: Status:Type:Consent Item Passed File created:In control:5/1/2025 BOARD OF SUPERVISORS On agenda:Final action:5/20/2025 5/20/2025 Title:APPROVE and AUTHORIZE the Purchasing Agent, or designee, to execute, on behalf of the Public Works Director, a blanket purchase order with AZCO Supply, Inc., in an amount not to exceed $585,000, for the purchase of 400 aluminum decorative street light poles and 15 custom duel street light poles, during the period of May 20, 2025 through May 1, 2026, Walnut Creek and Danville areas. (100% County Service Area L-100 Funds) Attachments: Action ByDate Action ResultVer.Tally approvedBOARD OF SUPERVISORS5/20/2025 1 Pass To:Board of Supervisors From:Warren Lai, Public Works Director/Chief Engineer Report Title:APPROVE and AUTHORIZE the Purchasing Agent or designee, to execute, on behalf of the Public Works Director, a blanket purchase order with AZCO Supply, Inc., for the purchase of street light poles, Walnut Creek and Danville area. ☒Recommendation of the County Administrator ☐ Recommendation of Board Committee RECOMMENDATIONS: APPROVE and AUTHORIZE the Purchasing Agent,or designee,to execute,on behalf of the Public Works Director,a blanket purchase order with AZCO Supply,Inc.,in the amount not to exceed $585,000,for the purchase of 400 aluminum decorative street light poles and 15 custom duel street light poles,during the period of May 20, 2025 through May 1, 2026, Walnut Creek and Danville area. (District III and IV) FISCAL IMPACT: This expense will be 100% funded by County Service Area L-100 (CSA L-100) Street Lighting District. BACKGROUND: The decorative street light poles originally purchased for the Alamo Creek subdivision in Danville were steel, non-galvanized,which can lead to quicker corrosion.The custom dual street light poles on Treat Boulevard median between Buskirk Avenue and the east County boundary with the City of Walnut Creek (approximately 650 feet east of Cherry Lane)are due to be replaced based on their age (over 23 years).The life span of street light poles made of these materials is 20 years.Factors like weather,impact damage,and even vibration can weaken them over time, leading to potential safety hazards for the community. During street light inspections at both areas,rust has been observed on these poles.Staff is taking action to minimize the potential hazard by replacing the Alamo Creek subdivision street light poles with aluminum ones and the Treat Boulevard median street light poles with alike galvanized ones. CONTRA COSTA COUNTY Printed on 8/20/2025Page 1 of 2 powered by Legistar™ File #:25-1989,Version:1 AZCO Supply,Inc.(AZCO)is a commercial utility distributor specializing in commercial lighting.They are the sole local distributors of the selected aluminum decorative street light poles supplied/manufactured by the Hubbard Aluminum Products Company (HAPCO).AZCO Supply,Inc.,is also the specialized distributor for the custom dual galvanized street light poles. CONSEQUENCE OF NEGATIVE ACTION: Without Board approval,the existing steel,non-galvanized street light poles in the Alamo Creek subdivision and the life-cycle ended dual street light poles on Treat Boulevard median will remain and continue to rust posing a potential hazard for the residents in the Danville and Walnut Creek areas. C: Jocelyn LaRocque -Engineering Services, Cindy Shehorn-Purchasing, Rochelle Johnson-Special Districts, Jessi Duffy-Special Districts. CONTRA COSTA COUNTY Printed on 8/20/2025Page 2 of 2 powered by Legistar™ 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:125-1990 Name: Status:Type:Consent Item Passed File created:In control:5/5/2025 BOARD OF SUPERVISORS On agenda:Final action:5/20/2025 5/20/2025 Title:APPROVE and AUTHORIZE the Public Works Director, or designee, to execute a contract with Empower Programs Inc., in an amount not to exceed $433,937 to provide on-call weed abatement services, effective May 20, 2025 through April 30, 2028, Alamo, Concord, Danville, Pleasant Hill, San Ramon, and Walnut Creek areas. (100% Iron Horse Corridor Trust Funds) Attachments:1. Empower Programs Inc Contract 2025 Action ByDate Action ResultVer.Tally approvedBOARD OF SUPERVISORS5/20/2025 1 Pass To:Board of Supervisors From:Warren Lai, Public Works Director/Chief Engineer Report Title:APPROVE and AUTHORIZE the Public Works Director, or designee, to execute a contract with Empower Programs Inc. ☒Recommendation of the County Administrator ☐ Recommendation of Board Committee RECOMMENDATIONS: APPROVE and AUTHORIZE the Public Works Director,or designee,to execute a contract with Empower Programs Inc.,in an amount not to exceed $433,937 to provide on-call weed abatement services,effective May 20,2025 through April 30,2028,Alamo,Concord,Danville,Pleasant Hill,San Ramon,and Walnut Creek areas. (Districts II and IV) FISCAL IMPACT: 100% Iron Horse Corridor Trust Funds BACKGROUND: The County Public Works Department has overall management responsibility of the Iron Horse Corridor (IHC) and performs the majority of its maintenance.The IHC,formerly known as the Southern Pacific Railroad right of way,is 18.5 miles long,traversing north-south in Central Contra Costa County.The northern terminus is at Mayette Avenue in Concord and the southern terminus is at the Alameda County line in San Ramon.The corridor varies in width from 30 to 100 feet and currently has a 10-foot wide,paved multi-use trail located within the pathway that is managed by East Bay Regional Park District (EBRPD). The Department worked with Purchasing Services to post a solicitation online on March 4,2025,and Empower Programs Inc. was selected to provide the services. The contractor shall provide weed abatement services in the IHC in South and Central Contra Costa County in accordance with the Contra Costa County Fire Protection District Weed Abatement Standards.These services will assist the County in meeting the Fire District’s deadline for completion of mowing along the IHC.The CONTRA COSTA COUNTY Printed on 8/20/2025Page 1 of 2 powered by Legistar™ File #:25-1990,Version:1 will assist the County in meeting the Fire District’s deadline for completion of mowing along the IHC.The Public Works Department’s Maintenance Division would continue to mow County properties in unincorporated County.This plan of service allows more resources to be allocated to other County unincorporated areas to meet the mowing deadline. In addition to providing weed abatement services in the IHC,the contractor shall also provide on-call weed abatement services for various locations throughout the County as directed by the County Maintenance Supervisor. CONSEQUENCE OF NEGATIVE ACTION: Without the approval of the Board of Supervisors,there may be delays in weed abatement services along the Iron Horse Corridor and the County Public Works Department may not be able to meet the Fire District’s deadline for completion of mowing. CONTRA COSTA COUNTY Printed on 8/20/2025Page 2 of 2 powered by Legistar™ Form L-1 (Page 1 of 2) Contra Costa County STANDARD CONTRACT Number: Standard Form L-1 (Purchase of Services – Long Form) Fund/Org: 6G5578 Revised 2014 Account: Other: 1. Contract Identification. Department: Contra Costa County Public Works Subject: Weed Abatement 2. Parties. The County of Contra Costa, California (County), for its Department named above, and the following named Contractor mutually agree and promise as follows: Contractor: Empower Programs, Inc. Capacity: California Corporation Address: 3704 Brant Way, Antioch, CA 94509 3. Term. The effective date of this Contract is May 20, 2025. It terminates on April 30, 2028 unless sooner terminated as provided herein. 4. Payment Limit. County’s total payments to Contractor under this Contract shall not exceed $ 433,937. 5. County’s Obligations. County shall make to the Contractor those payments described in the Payment Provisions attached hereto which are incorporated herein by reference, subject to all the terms and conditions contained or incorporated herein. 6. Contractor’s Obligations. Contractor shall provide those services and carry out that work described in the Service Plan attached hereto which is incorporated herein by reference, subject to all the terms and conditions contained or incorporated herein. 7. General and Special Conditions. This Contract is subject to the General Conditions and Special Conditions (if any) attached hereto, which are incorporated herein by reference. 8. Project. This Contract implements in whole or in part the following described Project, the application and approval documents of which are incorporated herein by reference. N/A Form L-1 (Page 2 of 2) Contra Costa County STANDARD CONTRACT Number: Standard Form L-1 (Purchase of Services – Long Form) Fund/Org: 6G5578 Revised 2014 Account: Other: 9. Legal Authority. This Contract is entered into under and subject to the following legal authorities: California Welfare and Institution Code, Sections 19400 – 19404. 10. Signatures. These signatures attest the parties’ agreement hereto: COUNTY OF CONTRA COSTA, CALIFORNIA BOARD OF SUPERVISORS By: ___________________________________________ Chair/Designee By: ___________________________________________ Deputy CONTRACTOR Signature A Name of business entity: By: ___________________________________________ (Signature of individual or officer) ___________________________________________ (Print name and title A, if applicable) Name of business entity: By: ___________________________________________ (Signature of individual or officer) ___________________________________________ (Print name and title B, if applicable. Note to Contractor: For corporations (profit or nonprofit) and limited liability companies, the contract must be signed by two officers. Signature A must be that of the chairman of the board, president, or vice-president; and Signature B must be that of the secretary, any assistant secretary, chief financial officer or any assistant treasurer (Civil Code Section 1190 and Corporations Code Section 313). All signatures must be acknowledged as set forth on Form L-2. Form L-2 (Page 1 of 1) Contra Costa County ACKNOWLEDGMENT/APPROVALS Number: Standard Form L-2 (Purchase of Services – Long Form) Revised 2014.2 ACKNOWLEDGMENT STATE OF CALIFORNIA ) ) COUNTY OF CONTRA COSTA ) On _____________________________ (Date), before me, (Name and Title of the Officer), personally appeared, , who proved to me on the basis of satisfactory evidence to be the person(s) whose name(s) is/are subscribed to the within instrument and acknowledged to me that he/she/they executed the same in his/her/their authorized capacity(ies), and that by his/her/their signature(s) on the instrument the person(s), or the entity upon behalf of which the person(s) acted, executed the instrument. I certify under PENALTY OF PERJURY under the laws of the State of California that the foregoing paragraph is true and correct. WITNESS MY HAND AND OFFICIAL SEAL. Signature of Notary Public Place Seal Above ACKNOWLEDGMENT (by Corporation, Partnership, or Individual) (Civil Code §1189) APPROVALS RECOMMENDED BY DEPARTMENT FORM APPROVED BY COUNTY COUNSEL By: _____________________________ By: _____________________________ Designee Deputy County Counsel APPROVED: COUNTY ADMINISTRATOR By: _____________________________ Designee the document to which this certificate is attached, and not the truthfulness, accuracy, or validity of that document. Initials: Contractor County Dept. Form P-1 (Page 1 of 1) Contra Costa County Number Standard Form P-1 Revised 2008 1. Subject to the Payment Limit of this Contract and subject to the following Payment Provisions, County will pay Contractor the following fee as full compensation for all services, work, expenses or costs provided or incurred by Contractor: [Check one alternative only.] a. $ monthly, or b. $ per unit, as defined in the Service Plan, or c. $ after completion of all obligations and conditions herein. d. Other: As set forth in Section G (Payment Provisions) of the Service Plan. 2. Contractor shall submit written demands for payment on County Demand Form D-15 in the manner and form prescribed by County. Contractor shall submit said demands for payment no later than 30 days from the end of the month in which the contract services upon which such demand is based were actually rendered. Upon approval of payment demands by the head of the County Department for which this Contract is made, or his designee, County will make payments as specified in Paragraph 1. (Payment Amounts) above. 3. If County is unable to obtain reimbursement from the State of California as a result of Contractor’s failure to submit to County a timely demand for payment as specified in Paragraph 2. (Payment Demands) above, County shall not pay Contractor for such services to the extent County's recovery of funding is prejudiced by the delay even though such services were fully provided. 4. . County has the right to withhold payment to Contractor when, in the opinion of County expressed in writing to Contractor, (a) Contractor's performance, in whole or in part, either has not been carried out or is insufficiently documented, (b) Contractor has neglected, failed or refused to furnish information or to cooperate with any inspection, review or audit of its program, work or records, or (c) Contractor has failed to sufficiently itemize or document its demand(s) for payment. 5. Contractor agrees to accept responsibility for receiving, replying to, and/or complying with any audit exceptions by appropriate county, state or federal audit agencies resulting from its performance of this Contract. Within 30 days of demand, Contractor shall pay County the full amount of County's obligation, if any, to the state and/or federal government resulting from any audit exceptions, to the extent such are attributable to Contractor's failure to perform properly any of its obligations under this Contract. Initials: Contractor County Dept. Form L-3 (Page 1 of 3) Contra Costa County SERVICE PLAN OUTLINE Number Standard Form L-3 (Purchase of Services - Long Form) Revised 2008 SERVICE PLAN (Empower Programs Inc.) A. Contractor Program. Contractor provides a community rehabilitation program serving persons with disabilities, and will utilize a Crew (as defined in Section C(1) below) to perform the Services under this Contract. B. Weed Abatement Services – Iron Horse Corridor. 1. Iron Horse Corridor. Contractor shall provide weed abatement services in the Iron Horse Corridor (as defined below) in South and Central Contra Costa County as set forth in this Contract (the “Services”). The Iron Horse Corridor is an 18.5 mile long corridor traversing north-south, with a northern terminus at Mayette Avenue in Concord and a southern terminus at the Alameda County line in San Ramon (the “Iron Horse Corridor” or “IHC”). The IHC varies in width from 30 to 100 feet and currently has one (1) 10-foot wide, paved, multi-use trail managed by the East Bay Regional Park District (the “EBRPD”). The EBRPD is responsible for weed abatement on the trail portion of the IHC and the five feet on both sides of the trail. 2. Iron Horse Corridor Weed Abatement Services. The Services under this Contract consist of mowing the IHC in accordance with the Contra Costa County Fire Protection District Weed Abatement Standards, attached hereto and incorporated herein as Attachment 1. The Services shall be performed under the general supervision of the County Public Works IHC Maintenance Supervisor (the “Supervisor”), who has the authority to approve or reject any components of the Services, and to order the suspension of the work for cause. The Services shall be performed as specified by the Supervisor. The Supervisor will initiate the start of services based on the weather in late spring 2025, 2026, and 2027. Contractor shall complete weed abatement prior to June 1 of each year, or within 45 days of the effective date of this contract, whichever is later. 3. On-Call Weed Abatement. In addition to providing weed abatement services in the IHC, Contractor shall also provide on-call weed abatement services for various locations throughout the County as directed by the Supervisor (the “On-Call Services”). C. Staff and Crew. During the term of this Contract the Contractor shall: 1. Provide a labor force comprised of individuals that are part of Contractor’s community rehabilitation programs serving persons with disabilities capable of performing the weed abatement work described below (the “Crew”). 2. Provide a community support specialist to perform supervision of the Crew (“Staff”) at all times. 3. Pay for all administrative costs including wages, taxes, Workers Compensation insurance, payroll deductions, and any other expenses or liabilities related to Staff and Crew. 4. Comply with all applicable local, state and federal laws and regulations, including but not limited to, Welfare and Institutions Code section 19404. 5. Comply with all California Department of Labor requirements, including, but not limited to, time Initials: Contractor County Dept. Form L-3 (Page 2 of 3) studies, job performance analysis, performing reviews, training, and equal opportunity employment. 6. Provide daily updates to County designated staff of the locations completed. D. Hours of Service. Contractor shall perform the Services up to seven (7) days a week between the hours of 8:00 a.m. and 5:30 p.m. Contractor shall bring a porta-potty to the work site each day and remove it at the end of each day. Trees and shrubs shall not be removed during the weed abatement activities. E. Location Requirements. Contractor shall take note of location requirements for the following specific locations in the IHC: 1. Hookston Station Trees (Pleasant Hill) – north and south of Hookston Road there are approximately 100 trees. Contractor shall provide weed abatement throughout area, but not within three feet of the trees. 2. Caged Trees (Pleasant Hill/Walnut Creek) – There are a number of caged trees between Lisa Lane and Walden Road. Contractor shall not perform weed abatement within two feet of all caged trees. 3. San Ramon Area – Contractor shall not perform weed abatement between Norris Canyon Road and Bollinger Canyon Road. 4. Mayette Avenue to Monument Boulevard (Concord) – The City of Concord is responsible for weed abatement on the trail portion and five feet on either side of all new trail improvements and all fenced-in areas. Contractor shall perform weed abatement in all other areas. F. Environmental Condition of IHC. County is aware that certain areas within the Iron Horse Corridor contain levels of arsenic that exceed environmental screening levels (“ESLs”) established by the California Regional Water Quality Control Board, San Francisco Bay Region. County does not know whether there are other areas within the Iron Horse Corridor where arsenic levels exceed ESLs. Contractor shall ensure that its employees wear proper personal protective equipment and follow appropriate Occupational Safety and Health Administration (OSHA) guidelines that will prevent employees from inhaling dust while performing work in the Iron Horse Corridor. Pursuant to its obligations under Proposition 65, Contractor shall provide the following written notice to each of its employees that will perform work within the Iron Horse Corridor: “WARNING: You will perform work in the Iron Horse Corridor. Some areas within the Iron Horse Corridor are known to contain soils with arsenic levels that exceed environmental screening levels established by the California Regional Water Quality Control Board, San Francisco Bay Region. These areas contain a chemical (arsenic) known to the State of California to cause cancer. (Cal. Code Regs., tit. 27, sec. 25604.2.)” G. Payment Provisions. 1. IHC Weed Abatement Compensation. Contractor shall send an invoice to County on Contractor’s letterhead for $125,000 in year 2025; for $128,750 in year 2026; and $135,187 in year 2027. Invoices shall be submitted to the County within 30 days of completing the IHC weed abatement, and in no event no later than July 1 of each year, or within 75 days of the effective date of this contract, whichever is later.” 2. On-Call Services Compensation. Contractor shall send invoices to County for On-Call Services on Contractor’s letterhead within 30 days of completing the On-Call Services at County’s request and shall submit invoices no more than once per month. Invoices shall include dates of service and description of work completed. County shall pay Contractor an agreed upon price for On-Call Services that is determined Initials: Contractor County Dept. Form L-3 (Page 3 of 3) by how much area may need to be re-mowed. County’s total payments to Contractor for On-Call Services under this Contract shall not exceed $15,000 per year. 3. Compensation Correspondence. All invoices shall be sent to: Contra Costa County Public Works Department Attn: Carl Roner 255 Glacier Drive Martinez, CA 94553 4. County shall pay invoices submitted in conformance with this Contract in the manner specified in the Payment Provisions of this Contract. Contractor shall not be allowed to pick up the payment check. The payment check will be sent via US Mail to the address designated by Contractor. MINIMUM WEED ABATEMENT STANDARDS A.PARCELS FIVE ACRES OR LESS IN SIZE: Maintain ALL weeds at a height of no more than 3 inches. Weeds and grasses must be mowed, with material mulched and scattered or raked and bagged, and removed from the property, or disced (see “Discing Quality” below). All combustible rubbish or debris, including but not limited to: cardboard boxes, pallets, trash, wood rounds/chunks, rubble, etc., shall be removed from the property. Parcels may require additional abatement during the season due to the regrowth of weeds and other flammable vegetation. B.PARCELS GREATER THAN FIVE ACRES IN SIZE: Shall be provided with 30-foot fuelbreaks and 15-foot crossbreaks (see “H” and “I” below). Crossbreaks should divide the parcel into approximately 5-acre sections. Fencelines may require handmowing/weedeating to ensure completion of fuelbreak. When terrain is too steep or rugged for a tractor, a handmowed fuelbreak may be required. All cut material should be mulched and scattered or raked, bagged and removed from parcel. C.Fuelbreaks along roadways are required as part of the property line. Road right-of-ways shall be cleared to a minimum of 10 feet horizontally from the edge of driving surface and 13’6” vertically. D.Active pastureland shall be provided with 15-foot wide fuelbreaks and crossbreaks if a sufficient number of animals are present to steadily reduce height of grasses during the summer months to 3 inches or less by the end of August, irrespective of parcel size. If this requirement cannot be met, 30-foot fuelbreaks and crossbreaks shall be required. E.Active cropland shall be provided with 15-foot fuelbreaks or crossbreaks if the crop is to be harvested by mid-June. If there is to be a later harvest, 30-foot fuelbreaks shall be required. F.Orchards are to be maintained by complete abatement, including grasses under tree branches (see G. Tree litter). This may require pruning of lower branches to allow equipment access. G.Tree litter (eucalyptus leaves and bark, coniferous needles, leaves, fallen branches, etc.) shall be removed from the base of trees, tree stems, and limbs within 10 feet of the ground and maintained throughout the fire season. H.30-foot fuelbreaks, where required, shall be provided around all structures, combustible storage, trees, shrubs and brush, along ridgelines, fencelines, ditches, and along the sides of, but not in, creeks. Fuelbreaks and crossbreaks are a continuous strip of disced or dozed ground following as closely as possible to the property line, and along one side of all fencelines, ditches, and on top of all ridgelines. Remove from the property all debris, rubble, junk, piles of dirt, etc., which would obstruct or impede vehicles and/or equipment used for abatement work or fire suppression operations. I.Mowed fuelbreaks shall be 60 feet wide and mowed crossbreaks 30 feet wide due to ability of the remaining surface material to support a fire growth. DISCING QUALITY: All discing work, including fuelbreaks, shall be completed so that all weeds, grasses, crops and other vegetation or organic material, which could be expected to burn, shall be completely turned under to the point that there is not sufficient exposed fuel to maintain or allow the spread of fire. NOTE: Certain properties may require additional or more stringent abatement due to site-specific issues with terrain, regrowth, location, land use, or fire related history. WA.2abst Rev. 3/8/17 Attachment 1 Contra Costa County GENERAL CONDITIONS Standard Form L-5 (Purchase of Services - Long Form) Revised 2016 Contractor County Dept. Form L-5 (Page 1 of 7) 1. Compliance with Law. Contractor is subject to and must comply with all applicable federal, state, and local laws and regulations with respect to its performance under this Contract, including but not limited to, licensing, employment, and purchasing practices; and wages, hours, and conditions of employment, including nondiscrimination. 2. Inspection. Contractor's performance, place of business, and records pertaining to this Contract are subject to monitoring, inspection, review and audit by authorized representatives of the County, the State of California, and the United States Government. 3. Records. Contractor must keep and make available for inspection and copying by authorized representatives of the County, the State of California, and the United States Government, the Contractor's regular business records and such additional records pertaining to this Contract as may be required by the County. a. Retention of Records. Contractor must retain all documents pertaining to this Contract for five years from the date of submission of Contractor's final payment demand or final Cost Report; for any further period that is required by law; and until all federal/state audits are complete and exceptions resolved for this Contract's funding period. Upon request, Contractor must make these records available to authorized representatives of the County, the State of California, and the United States Government. b. Access to Books and Records of Contractor, Subcontractor. Pursuant to Section 1861(v)(1) of the Social Security Act, and any regulations promulgated thereunder, Contractor must, upon written request and until the expiration of five years after the furnishing of services pursuant to this Contract, make available to the County, the Secretary of Health and Human Services, or the Comptroller General, or any of their duly authorized representatives, this Contract and books, documents, and records of Contractor necessary to certify the nature and extent of all costs and charges hereunder. Further, if Contractor carries out any of the duties of this Contract through a subcontract with a value or cost of $10,000 or more over a twelve-month period, such subcontract must contain a clause to the effect that upon written request and until the expiration of five years after the furnishing of services pursuant to such subcontract, the subcontractor must make available to the County, the Secretary, the Comptroller General, or any of their duly authorized representatives, the subcontract and books, documents, and records of the subcontractor necessary to verify the nature and extent of all costs and charges thereunder. This provision is in addition to any and all other terms regarding the maintenance or retention of records under this Contract and is binding on the heirs, successors, assigns and representatives of Contractor. 4. Reporting Requirements. Pursuant to Government Code Section 7550, Contractor must include in all documents and written reports completed and submitted to County in accordance with this Contract, a separate section listing the numbers and dollar amounts of all contracts and subcontracts relating to the preparation of each such document or written report. This section applies only if the Payment Limit of this Contract exceeds $5,000. Contra Costa County GENERAL CONDITIONS Standard Form L-5 (Purchase of Services - Long Form) Revised 2016 Contractor County Dept. Form L-5 (Page 2 of 7) 5. Termination and Cancellation. a. Written Notice. This Contract may be terminated by either party, in its sole discretion, upon thirty-day advance written notice thereof to the other, and may be cancelled immediately by written mutual consent. b. Failure to Perform. County, upon written notice to Contractor, may immediately terminate this Contract should Contractor fail to perform properly any of its obligations hereunder. In the event of such termination, County may proceed with the work in any reasonable manner it chooses. The cost to County of completing Contractor's performance will be deducted from any sum due Contractor under this Contract, without prejudice to County's rights to recover damages. c. Cessation of Funding. Notwithstanding any contrary language in Paragraphs 5 and 11, in the event that federal, state, or other non-County funding for this Contract ceases, this Contract is terminated without notice. 6. Entire Agreement. This Contract contains all the terms and conditions agreed upon by the parties. Except as expressly provided herein, no other understanding, oral or otherwise, regarding the subject matter of this Contract will be deemed to exist or to bind any of the parties hereto. 7. Further Specifications for Operating Procedures. Detailed specifications of operating procedures and budgets required by this Contract, including but not limited to, monitoring, evaluating, auditing, billing, or regulatory changes, may be clarified in a written letter signed by Contractor and the department head, or designee, of the county department on whose behalf this Contract is made. No written clarification prepared pursuant to this Section will operate as an amendment to, or be considered to be a part of, this Contract. 8. Modifications and Amendments. a. General Amendments. In the event that the total Payment Limit of this Contract is less than $200,000 and this Contract was executed by the County’s Purchasing Agent, this Contract may be modified or amended by a written document executed by Contractor and the County’s Purchasing Agent or the Contra Costa County Board of Supervisors, subject to any required state or federal approval. In the event that the total Payment Limit of this Contract exceeds $200,000 or this Contract was initially approved by the Board of Supervisors, this Contract may be modified or amended only by a written document executed by Contractor and the Contra Costa County Board of Supervisors or, after Board approval, by its designee, subject to any required state or federal approval. b. Minor Amendments. The Payment Provisions and the Service Plan may be amended by a written administrative amendment executed by Contractor and the County Administrator (or designee), subject to any required state or federal approval, provided that such administrative amendment may not increase the Payment Limit of this Contract or reduce the services Contractor is obligated to provide pursuant to this Contract. 9. Disputes. Disagreements between County and Contractor concerning the meaning, requirements, or performance of this Contract shall be subject to final written determination by the head of the county department for which this Contract is made, or his designee, or in accordance with the applicable procedures (if any) required by the state or federal government. Contra Costa County GENERAL CONDITIONS Standard Form L-5 (Purchase of Services - Long Form) Revised 2016 Contractor County Dept. Form L-5 (Page 3 of 7) 10. Choice of Law and Personal Jurisdiction. a. This Contract is made in Contra Costa County and is governed by, and must be construed in accordance with, the laws of the State of California. b. Any action relating to this Contract must be instituted and prosecuted in the courts of Contra Costa County, State of California. 11. Conformance with Federal and State Regulations and Laws. Should federal or state regulations or laws touching upon the subject of this Contract be adopted or revised during the term hereof, this Contract will be deemed amended to assure conformance with such federal or state requirements. 12. No Waiver by County. Subject to Paragraph 9. (Disputes) of these General Conditions, inspections or approvals, or statements by any officer, agent or employee of County indicating Contractor's performance or any part thereof complies with the requirements of this Contract, or acceptance of the whole or any part of said performance, or payments therefor, or any combination of these acts, do not relieve Contractor's obligation to fulfill this Contract as prescribed; nor is the County thereby prevented from bringing any action for damages or enforcement arising from any failure to comply with any of the terms and conditions of this Contract. 13. Subcontract and Assignment. This Contract binds the heirs, successors, assigns and representatives of Contractor. Prior written consent of the County Administrator or his designee, subject to any required state or federal approval, is required before the Contractor may enter into subcontracts for any work contemplated under this Contract, or before the Contractor may assign this Contract or monies due or to become due, by operation of law or otherwise. 14. Independent Contractor Status. The parties intend that Contractor, in performing the services specified herein, is acting as an independent contractor and that Contractor will control the work and the manner in which it is performed. This Contract is not to be construed to create the relationship between the parties, or between County and any Contractor employee, of agent, servant, employee, partnership, joint venture, or association. Neither Contractor, nor any of its employees, is a County employee. This Contract does not give Contractor, or any of its employees, any right to participate in any pension plan, workers’ compensation plan, insurance, bonus, or similar benefits County provides to its employees. In the event that County exercises its right to terminate this Contract, Contractor expressly agrees that it will have no recourse or right of appeal under any rules, regulations, ordinances, or laws applicable to employees. 15. Conflicts of Interest. Contractor covenants that it presently has no interest and that it will not acquire any interest, direct or indirect, that represents a financial conflict of interest under state law or that would otherwise conflict in any manner or degree with the performance of its services hereunder. Contractor further covenants that in the performance of this Contract, no person having any such interests will be employed by Contractor. If requested to do so by County, Contractor will complete a “Statement of Economic Interest” form and file it with County and will require any other person doing work under this Contract to complete a “Statement of Economic Interest” form and file it with County. Contractor covenants that Contractor, its employees and officials, are not now employed by County and have not been so employed by County within twelve months immediately preceding this Contract; or, if so employed, did not then and do not now occupy a position that would create a conflict of interest under Government Code section 1090. In Contra Costa County GENERAL CONDITIONS Standard Form L-5 (Purchase of Services - Long Form) Revised 2016 Contractor County Dept. Form L-5 (Page 4 of 7) addition to any indemnity provided by Contractor in this Contract, Contractor will indemnify, defend, and hold the County harmless from any and all claims, investigations, liabilities, or damages resulting from or related to any and all alleged conflicts of interest. Contractor warrants that it has not provided, attempted to provide, or offered to provide any money, gift, gratuity, thing of value, or compensation of any kind to obtain this Contract. 16. Confidentiality. To the extent allowed under the California Public Records Act, Contractor agrees to comply and to require its officers, partners, associates, agents and employees to comply with all applicable state or federal statutes or regulations respecting confidentiality, including but not limited to, the identity of persons served under this Contract, their records, or services provided them, and assures that no person will publish or disclose or permit or cause to be published or disclosed, any list of persons receiving services, except as may be required in the administration of such service. Contractor agrees to inform all employees, agents and partners of the above provisions, and that any person knowingly and intentionally disclosing such information other than as authorized by law may be guilty of a misdemeanor. 17. Nondiscriminatory Services. Contractor agrees that all goods and services under this Contract will be available to all qualified persons regardless of age, gender, race, religion, color, national origin, ethnic background, disability, or sexual orientation, and that none will be used, in whole or in part, for religious worship. 18. Indemnification. Contractor will defend, indemnify, save, and hold harmless County and its officers and employees from any and all claims, demands, losses, costs, expenses, and liabilities for any damages, fines, sickness, death, or injury to person(s) or property, including any and all administrative fines, penalties or costs imposed as a result of an administrative or quasi-judicial proceeding, arising directly or indirectly from or connected with the services provided hereunder that are caused, or claimed or alleged to be caused, in whole or in part, by the negligence or willful misconduct of Contractor, its officers, employees, agents, contractors, subcontractors, or any persons under its direction or control. If requested by County, Contractor will defend any such suits at its sole cost and expense. If County elects to provide its own defense, Contractor will reimburse County for any expenditures, including reasonable attorney’s fees and costs. Contractor’s obligations under this section exist regardless of concurrent negligence or willful misconduct on the part of the County or any other person; provided, however, that Contractor is not required to indemnify County for the proportion of liability a court determines is attributable to the sole negligence or willful misconduct of the County, its officers and employees. This provision will survive the expiration or termination of this Contract. 19. Insurance. During the entire term of this Contract and any extension or modification thereof, Contractor shall keep in effect insurance policies meeting the following insurance requirements unless otherwise expressed in the Special Conditions: a. Commercial General Liability Insurance. For all contracts where the total payment limit of the contract is $500,000 or less, Contractor will provide commercial general liability insurance, including coverage for business losses and for owned and non-owned automobiles, with a minimum combined single limit coverage of $500,000 for all damages, including consequential damages, due to bodily injury, sickness or disease, or death to any person or damage to or destruction of property, including the loss of use thereof, arising from each occurrence. Such insurance must be endorsed to include County and its officers and employees as additional insureds as to all services performed by Contractor under this Contract. Said policies must constitute primary insurance as to County, the state and federal governments, and their officers, agents, and employees, so that other insurance policies held by Contra Costa County GENERAL CONDITIONS Standard Form L-5 (Purchase of Services - Long Form) Revised 2016 Contractor County Dept. Form L-5 (Page 5 of 7) them or their self-insurance program(s) will not be required to contribute to any loss covered under Contractor’s insurance policy or policies. Contractor must provide County with a copy of the endorsement making the County an additional insured on all commercial general liability policies as required herein no later than the effective date of this Contract. For all contracts where the total payment limit is greater than $500,000, the aforementioned insurance coverage to be provided by Contractor must have a minimum combined single limit coverage of $1,000,000. b. Workers' Compensation. Contractor must provide workers' compensation insurance coverage for its employees. c. Certificate of Insurance. The Contractor must provide County with (a) certificate(s) of insurance evidencing liability and worker's compensation insurance as required herein no later than the effective date of this Contract. If Contractor should renew the insurance policy(ies) or acquire either a new insurance policy(ies) or amend the coverage afforded through an endorsement to the policy at any time during the term of this Contract, then Contractor must provide (a) current certificate(s) of insurance. d. Additional Insurance Provisions. No later than five days after Contractor’s receipt of: (i) a notice of cancellation, a notice of an intention to cancel, or a notice of a lapse in any of Contractor’s insurance coverage required by this Contract; or (ii) a notice of a material change to Contractor’s insurance coverage required by this Contract, Contractor will provide Department a copy of such notice of cancellation, notice of intention to cancel, notice of lapse of coverage, or notice of material change. Contractor’s failure to provide Department the notice as required by the preceding sentence is a default under this Contract 20. Notices. All notices provided for by this Contract must be in writing and may be delivered by deposit in the United States mail, postage prepaid. Notices to County must be addressed to the head of the county department for which this Contract is made. Notices to Contractor must be addressed to the Contractor's address designated herein. The effective date of notice is the date of deposit in the mails or of other delivery, except that the effective date of notice to County is the date of receipt by the head of the county department for which this Contract is made. 21. Primacy of General Conditions. In the event of a conflict between the General Conditions and the Special Conditions, the General Conditions govern unless the Special Conditions or Service Plan expressly provide otherwise. 22. Nonrenewal. Contractor understands and agrees that there is no representation, implication, or understanding that the services provided by Contractor under this Contract will be purchased by County under a new contract following expiration or termination of this Contract, and Contractor waives all rights or claims to notice or hearing respecting any failure to continue purchasing all or any such services from Contractor. 23. Possessory Interest. If this Contract results in Contractor having possession of, claim or right to the possession of land or improvements, but does not vest ownership of the land or improvements in the same person, or if this Contract results in the placement of taxable improvements on tax exempt land (Revenue & Taxation Code Section 107), such interest or improvements may represent a possessory interest subject to property tax, and Contractor may be subject to the payment of property taxes levied on such interest. Contractor agrees that this provision complies with the notice requirements of Revenue & Taxation Code Section 107.6, and waives all rights to further notice or to damages under that or any comparable statute. Contra Costa County GENERAL CONDITIONS Standard Form L-5 (Purchase of Services - Long Form) Revised 2016 Contractor County Dept. Form L-5 (Page 6 of 7) 24. No Third-Party Beneficiaries. Nothing in this Contract may be construed to create, and the parties do not intend to create, any rights in third parties. 25. Copyrights, Rights in Data, and Works Made for Hire. Contractor will not publish or transfer any materials produced or resulting from activities supported by this Contract without the express written consent of the County Administrator. All reports, original drawings, graphics, plans, studies and other data and documents, in whatever form or format, assembled or prepared by Contactor or Contractor’s subcontractors, consultants, and other agents in connection with this Contract are “works made for hire” (as defined in the Copyright Act, 17 U.S.C. Section 101 et seq., as amended) for County, and Contractor unconditionally and irrevocably transfers and assigns to Agency all right, title, and interest, including all copyrights and other intellectual property rights, in or to the works made for hire. Unless required by law, Contractor shall not publish, transfer, discuss, or disclose any of the above-described works made for hire or any information gathered, discovered, or generated in any way through this Agreement, without County’s prior express written consent. If any of the works made for hire is subject to copyright protection, County reserves the right to copyright such works and Contractor agrees not to copyright such works. If any works made for hire are copyrighted, County reserves a royalty-free, irrevocable license to reproduce, publish, and use the works made for hire, in whole or in part, without restriction or limitation, and to authorize others to do so. 26. Endorsements. In its capacity as a contractor with Contra Costa County, Contractor will not publicly endorse or oppose the use of any particular brand name or commercial product without the prior written approval of the Board of Supervisors. In its County-contractor capacity, Contractor will not publicly attribute qualities or lack of qualities to a particular brand name or commercial product in the absence of a well-established and widely accepted scientific basis for such claims or without the prior written approval of the Board of Supervisors. In its County-contractor capacity, Contractor will not participate or appear in any commercially produced advertisements designed to promote a particular brand name or commercial product, even if Contractor is not publicly endorsing a product, as long as the Contractor's presence in the advertisement can reasonably be interpreted as an endorsement of the product by or on behalf of Contra Costa County. Notwithstanding the foregoing, Contractor may express its views on products to other contractors, the Board of Supervisors, County officers, or others who may be authorized by the Board of Supervisors or by law to receive such views. 27. Required Audit. a. If Contractor expends $750,000 or more in federal grant funds in any fiscal year from any source, Contractor must provide to County, at Contractor's expense, an audit conforming to the requirements set forth in the most current version of Code of Federal Regulations, Title 2, Part 200, Subpart F. b. If Contractor expends less than $750,000 in federal grant funds in any fiscal year from any source, but the grant imposes specific audit requirements, Contractor must provide County with an audit conforming to those requirements. c. If Contractor expends less than $750,000 in federal grant funds in any fiscal year from any source, Contractor is exempt from federal audit requirements for that year except as required by Code of Federal Regulations, Title 2, Part 200, Subpart F. Contractor shall make its records available for, and an audit may be required by, appropriate officials of the federal awarding agency, the General Accounting Office , the pass-through entity and/or the County. If an audit is required, Contractor must provide County with the audit. Contra Costa County GENERAL CONDITIONS Standard Form L-5 (Purchase of Services - Long Form) Revised 2016 Contractor County Dept. Form L-5 (Page 7 of 7) d. With respect to the audits specified in sections (a), (b) and (c) above, Contractor is solely responsible for arranging for the conduct of the audit, and for its cost. County may withhold the estimated cost of the audit or 10 percent of the contract amount, whichever is greater, or the final payment, from Contractor until County receives the audit from Contractor. 28. Authorization. Contractor, or the representative(s) signing this Contract on behalf of Contractor, represents and warrants that it has full power and authority to enter into this Contract and to perform the obligations set forth herein. 29. No Implied Waiver. The waiver by County of any breach of any term or provision of this Contract will not be deemed to be a waiver of such term or provision or of any subsequent breach of the same or any other term or provision contained herein. 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:125-1991 Name: Status:Type:Consent Item Passed File created:In control:5/5/2025 BOARD OF SUPERVISORS On agenda:Final action:5/20/2025 5/20/2025 Title:APPROVE and AUTHORIZE the Chief Engineer, Contra Costa County Flood Control and Water Conservation district, or designee, to execute, on behalf of the Contra Costa Clean Water Program, a contract with Larry Walker Associates, Inc., in an amount not to exceed $3,600,000, for the period July 1, 2025 through June 30, 2028 to provide technical support services in order to maintain compliance with the Municipal Regional Stormwater Permit, Countywide. (100% Stormwater Utility Assessment Funds) Attachments: Action ByDate Action ResultVer.Tally approvedBOARD OF SUPERVISORS5/20/2025 1 Pass To:Board of Supervisors From:Warren Lai, Public Works Director/Chief Engineer Report Title:APPROVE a Contract with Larry Walker Associates Inc. for Stormwater Quality Technical Services ☒Recommendation of the County Administrator ☐ Recommendation of Board Committee RECOMMENDATIONS: APPROVE and AUTHORIZE the Chief Engineer,Contra Costa County Flood Control and Water Conservation district,or designee,to execute,on behalf of the Contra Costa Clean Water Program,a contract with Larry Walker Associates,Inc.,in an amount not to exceed $3,600,000,for the period July 1,2025 through June 30, 2028 to provide technical support services in order to maintain compliance with the Municipal Regional Stormwater Permit (MRP), Countywide. (100% Stormwater Utility Assessment Funds) FISCAL IMPACT: The cost is estimated to be $3,600,000 and shall be funded by stormwater utility fee assessments collected by the Cities/Towns and County, proportional to their respective populations. BACKGROUND: The Contra Costa Clean Water Program (the "CCCWP")consists of Contra Costa County,its 19 incorporated cities/towns and the Contra Costa County Flood Control and Water Conservation District (hereinafter referred to collectively as "Permittees").The CCCWP was established in 1991 through a Program Agreement in response to the 1987 amendments to the federal Clean Water Act (the "CWA"),which established a framework for regulating municipal stormwater discharges under the National Pollutant Discharge Elimination System ("NPDES")Permit Program.The United States Environmental Protection Agency (the "USEPA")published final rules implementing the 1987 CWA amendments in November 1990.The rules mandate that Permittees obtain and implement stormwater permits designed to reduce and eliminate the discharge of pollutants into and CONTRA COSTA COUNTY Printed on 8/20/2025Page 1 of 2 powered by Legistar™ File #:25-1991,Version:1 obtain and implement stormwater permits designed to reduce and eliminate the discharge of pollutants into and from Municipal Separate Storm Sewer Systems (the "MS4s")they own and operate.Through the CCCWP, Permittees conduct many of the mandated activities collectively (referred to as "Group Activities"),such as water quality monitoring,special studies,and public education.The roles and responsibilities of the CCCWP and Permittees are outlined in the Contra Costa Clean Water Program Agreement,which was last updated and adopted by all Permittees in June 2010.The current San Francisco Bay Region Municipal Regional Stormwater NPDES Permit No. CAS612008, Order R2-2015-0049 ("Permit"), was issued in November of 2015. The CCCWP's stormwater program implements activities that cover a variety of areas including water quality management,new development,green stormwater infrastructure and low impact development planning.The technical services required in this Contract will assist the CCCWP to discern,strategize for,implement and comply with the provisions of the NPDES permit. CCCWP staff,on behalf of the Permittees,respectfully requests approval of this Contract with Larry Walker Associates, Inc., for the period of July 1, 2025 through June 30, 2028. CONSEQUENCE OF NEGATIVE ACTION: Without the approval of the Board of Supervisors,the CCCWP,19 Cities and Towns,Contra Costa County,and the Flood Control District will be unable to meet the NPDES Permit requirements set forth by the San Francisco Bay Region Municipal Regional Stormwater. NPDES Permit No. CAS612008, Order R2-2015-0049. CONTRA COSTA COUNTY Printed on 8/20/2025Page 2 of 2 powered by Legistar™ 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:125-1992 Name: Status:Type:Consent Item Passed File created:In control:5/5/2025 BOARD OF SUPERVISORS On agenda:Final action:5/20/2025 5/20/2025 Title:APPROVE and AUTHORIZE the Chief Engineer, Contra Costa County Flood Control and Water Conservation District, or designee, to execute, on behalf of the Contra Costa Clean Water Program, a contract with Geosyntec Consultants, Inc., in an amount not to exceed $3,600,000, for the period July 1, 2025 through June 30, 2028 to provide technical support services in order to maintain compliance with the Municipal Regional Stormwater Permit, Countywide. (100% Stormwater Utility Assessment Funds) Attachments: Action ByDate Action ResultVer.Tally approvedBOARD OF SUPERVISORS5/20/2025 1 Pass To:Board of Supervisors From:Warren Lai, Public Works Director/Chief Engineer Report Title:APPROVE a Contract with Geosyntec Consultants,Inc.for Stormwater Quality Technical Services ☒Recommendation of the County Administrator ☐ Recommendation of Board Committee RECOMMENDATIONS: APPROVE and AUTHORIZE the Chief Engineer,Contra Costa County Flood Control and Water Conservation district,or designee,to execute,on behalf of the Contra Costa Clean Water Program,a contract with Geosyntec Consultants,Inc.,in an amount not to exceed $3,600,000,for the period July 1,2025 through June 30,2028 to provide technical support services in order to maintain compliance with the Municipal Regional Stormwater Permit (MRP), Countywide. (100% Stormwater Utility Assessment Funds) FISCAL IMPACT: The cost is estimated to be $3,600,000 and shall be funded by stormwater utility fee assessments collected by the Cities/Towns and County, proportional to their respective populations. BACKGROUND: The Contra Costa Clean Water Program (the "CCCWP")consists of Contra Costa County,its 19 incorporated cities/towns and the Contra Costa County Flood Control and Water Conservation District (hereinafter referred to collectively as "Permittees").The CCCWP was established in 1991 through a Program Agreement in response to the 1987 amendments to the federal Clean Water Act (the "CWA"),which established a framework for regulating municipal stormwater discharges under the National Pollutant Discharge Elimination System ("NPDES")Permit Program.The United States Environmental Protection Agency (the "USEPA")published final rules implementing the 1987 CWA amendments in November 1990.The rules mandate that Permittees obtain and implement stormwater permits designed to reduce and eliminate the discharge of pollutants into and CONTRA COSTA COUNTY Printed on 8/20/2025Page 1 of 2 powered by Legistar™ File #:25-1992,Version:1 obtain and implement stormwater permits designed to reduce and eliminate the discharge of pollutants into and from Municipal Separate Storm Sewer Systems (the "MS4s")they own and operate.Through the CCCWP, Permittees conduct many of the mandated activities collectively (referred to as "Group Activities"),such as water quality monitoring,special studies,and public education.The roles and responsibilities of the CCCWP and Permittees are outlined in the Contra Costa Clean Water Program Agreement,which was last updated and adopted by all Permittees in June 2010.The current San Francisco Bay Region Municipal Regional Stormwater NPDES Permit No. CAS612008, Order R2-2015-0049 ("Permit"), was issued in November of 2015. The CCCWP's stormwater program implements activities that cover a variety of areas including water quality management,new development,green stormwater infrastructure and low impact development planning.The technical services required in this Contract will assist the CCCWP to discern,strategize for,implement and comply with the provisions of the NPDES permit. CCCWP staff,on behalf of the Permittees,respectfully requests approval of this Contract with Geosyntec Consultants, Inc., for the period of July 1, 2025 through June 30, 2028. CONSEQUENCE OF NEGATIVE ACTION: Without the approval of the Board of Supervisors,the CCCWP,19 Cities and Towns,Contra Costa County,and the Flood Control District will be unable to meet the NPDES Permit requirements set forth by the San Francisco Bay Region Municipal Regional Stormwater. NPDES Permit No. CAS612008, Order R2-2015-0049. CONTRA COSTA COUNTY Printed on 8/20/2025Page 2 of 2 powered by Legistar™ 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:125-1993 Name: Status:Type:Consent Item Passed File created:In control:5/6/2025 BOARD OF SUPERVISORS On agenda:Final action:5/20/2025 5/20/2025 Title:APPROVE and AUTHORIZE the Public Works Director, or designee, to execute a contract with Dynamic Dzyne Associates, Inc. in an amount not to exceed $350,000 for construction management services for the Wildcat Canyon Road Slope Failure Repair Project, for the period May 20, 2025 through June 30, 2026, Orinda area. (76% Federal Emergency Relief Funds, 24% Local Road Funds) Attachments: Action ByDate Action ResultVer.Tally approvedBOARD OF SUPERVISORS5/20/2025 1 Pass To:Board of Supervisors From:Warren Lai, Public Works Director/Chief Engineer Report Title:Consulting Services Agreement with Dynamic Dzyne Associates, Inc. dba Substrate, Inc., Orinda area. ☒Recommendation of the County Administrator ☐ Recommendation of Board Committee RECOMMENDATIONS: APPROVE and AUTHORIZE the Public Works Director,or designee,to execute a Consulting Services Agreement (contract)with Dynamic Dzyne Associates,Inc.dba Substrate,Inc.,in an amount not to exceed $350,000 for construction management services for the Wildcat Canyon Road Slope Failure Repair (500 ft west of San Pablo Dam Road)Project,for the period May 20,2025 through June 30,2026,Orinda area.(County Project No.: 0672-6U6266) (Federal Project No.: ACSTP 15J9(161)) (District I, II) FISCAL IMPACT: Work performed under this contract will be funded by 76%Federal Emergency Relief Funds,24%Local Road Funds. BACKGROUND: The project consists of repairing an embankment failure by excavating slide debris,constructing a soldier pile retaining wall,rebuilding the embankment with lightweight cellular concrete fill,replacing the cross culvert drainage system,reconstructing roadway surface,completing associated site grading,installing railings,and installing erosion control measures. Substrate, Inc. was selected to provide construction management services for the project after completing a request for proposal solicitation and technical proposal process. Public Works has successfully negotiated with CONTRA COSTA COUNTY Printed on 8/20/2025Page 1 of 2 powered by Legistar™ File #:25-1993,Version:1 Substrate, Inc. to provide the construction management services. CONSEQUENCE OF NEGATIVE ACTION: Without approval from the Board of Supervisors,this Consulting Services Agreement will not be in effect.A delay in construction of the Project will occur,ultimately delaying the completion of the Project.Project delay may also result in substantial additional project costs and jeopardize the funding. CONTRA COSTA COUNTY Printed on 8/20/2025Page 2 of 2 powered by Legistar™ 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:125-1994 Name: Status:Type:Consent Item Passed File created:In control:5/6/2025 BOARD OF SUPERVISORS On agenda:Final action:5/20/2025 5/20/2025 Title:APPROVE and AUTHORIZE the Public Works Director, or designee, to execute a contract amendment with VistAbility, effective April 1, 2025 to increase the payment limit by $50,000 to a new payment limit of $250,000 and increase the rates with no change to the contract term for janitorial services at various County Libraries, Rodeo, Crockett, Kensington, El Sobrante and Pinole areas. (100% General Fund) Attachments: Action ByDate Action ResultVer.Tally approvedBOARD OF SUPERVISORS5/20/2025 1 Pass To:Board of Supervisors From:Warren Lai, Public Works Director/Chief Engineer Report Title:Amendment No.2 with VistAbility d/b/a Commercial Support Services,a California Nonprofit Corporation, Countywide. ☒Recommendation of the County Administrator ☐ Recommendation of Board Committee RECOMMENDATIONS: APPROVE and AUTHORIZE the Public Works Director,or designee,to execute a contract amendment with VistAbility d/b/a Commercial Support Services,effective April 1,2025,to increase the payment limit by $50,000 to a new payment limit of $250,000 and increase the rates,with no change to the contract term for West County Janitorial Services at various County sites and facilities, Countywide. FISCAL IMPACT: Custodial Services Budget. (100% General Fund) BACKGROUND: California Welfare and Institute Code section 19404 (“Section 19404”)gives the County the authority to purchase services from non-profit organizations who operate community rehabilitation programs and meet the criteria of Section 19404 without advertising or calling for bids,provided that the services meet the specification and needs of the County and are purchased at a fair market price, as determined by the County. VistAbility is a California 501(c)(3)non-profit organization,doing business as Commercial Support Services. VistAbility meets the requirements of Section 19404 in that:(1)the work performed under the contract will primarily (at least 75%of it)be performed by a labor force comprised of persons with disabilities;(2) VistAbility makes elections under the Federal Insurance Contributions Act to provide social security and unemployment benefits to its employees;(3)maintains Articles of Incorporation requiring that at least two directors on its Board of Directors are persons with disabilities or the parents,guardians,or conservators of persons with disabilities;and (4)provides disabled employees substantially equal benefits that are provided to CONTRA COSTA COUNTY Printed on 8/20/2025Page 1 of 2 powered by Legistar™ File #:25-1994,Version:1 persons with disabilities;and (4)provides disabled employees substantially equal benefits that are provided to VistAbility’s organized employees. VistAbility has a client in training/contractor relationship with its workers and provides sick time and vacation. VistAbility does not commit unfair labor practices and abides by the provisions of the Federal Fair Labor Standards Act,the Walsh-Healy Public Contract Act,the Wagner O’Day Act,and the regulations of the State Division of Industrial Welfare.Work performed by VistAbility under this contract includes custodial work. Facilities Services has several remote building sites which the Board of Supervisors has approved to receive sublet custodial services.Facilities Services has hired Commercial Support Services to provide minor custodial services to these buildings. The Public Works Department originally awarded a three (3)year contract with the term April 1,2021 through March 31,2024.The total contract amount awarded was $150,000.Amendment No.1,effective March 31, 2024,added an additional $50,000 to the payment limit,extended the term an additional two years through March 31,2026,and updated the rate sheet.Custodial Services is requesting Amendment No.2 to be approved, increasing the payment limit by $50,000 to a new payment limit of $250,000 and increasing the rates according to the terms of the contract. CONSEQUENCE OF NEGATIVE ACTION: If this contract amendment is not approved,West County Janitorial Services with VistAbility d/b/a Commercial Support Services will be discontinued, and future custodial services may not be completed timely. CONTRA COSTA COUNTY Printed on 8/20/2025Page 2 of 2 powered by Legistar™ 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:125-1995 Name: Status:Type:Consent Item Passed File created:In control:5/13/2025 BOARD OF SUPERVISORS On agenda:Final action:5/20/2025 5/20/2025 Title:APPROVE and AUTHORIZE the Public Works Director, or designee, to execute a contract amendment with Vanir Construction Management, Inc. to increase the payment limit by $441,072 to a new payment limit of $14,226,022 and change the termination date of the contract to March 31, 2026, for extended construction management services for the West County Reentry, Treatment and Housing project and the Accessible Room Compliance Project, both in Richmond. (100% General Fund) Attachments: Action ByDate Action ResultVer.Tally approvedBOARD OF SUPERVISORS5/20/2025 1 Pass To:Board of Supervisors From:Warren Lai, Public Works Director/Chief Engineer Report Title:Amendment No. 8 to CSA with Vanir Construction Management, Inc., for Construction Management Services ☒Recommendation of the County Administrator ☐ Recommendation of Board Committee RECOMMENDATIONS: APPROVE and AUTHORIZE the Public Works Director, or designee, to execute a contract amendment with Vanir Construction Management, Inc. (Vanir), effective June 1, 2025, to increase the payment limit by $441,072.34 to a new payment limit of $14,226,022.34 and change the termination date of the contract to March 31, 2026, for extended construction management services for the West County Reentry, Treatment and Housing (WRTH) project and the Accessible Room Compliance Project, both at the West County Detention Facility in Richmond. FISCAL IMPACT: The contract amendment amount, not to exceed $441,072.34, will be allocated as follows: $237,510.34 is designated for the West County Reentry, Treatment and Housing (WRTH) project, and $203,562 is designated for the Accessible Room Compliance Project. All expenses will be paid out of the General Fund. BACKGROUND: The County awarded a contract to Vanir Construction Management, Inc., for construction management services for two projects, the New County Administration Building and the New Emergency Operations Center/Public Safety Building, at a total allotted amount of $6,000,000, with a completion date of 3 years from the effective date of May 9, 2017. CONTRA COSTA COUNTY Printed on 8/20/2025Page 1 of 3 powered by Legistar™ File #:25-1995,Version:1 Amendment No. 1, increased the payment limit by $4,004,948 from $6,000,000 to a new payment limit of $10,004,948 and extended the term from May 9, 2020 to May 9, 2022 and was approved by the Board of Supervisors on October 17, 2017. Amendment No. 2 added a subconsultant, Coact Designworks, Inc., with no change to the termination date of May 9, 2022 nor the payment limit of $10,004,948. It was approved by the Board of Supervisors on June 26,2018. Amendment No. 3 increased the payment limit by $400,000 to $10,404,948 and extended the term from May 9, 2022 to May 9, 2023. It was approved by the Board of Supervisors on July 30, 2019. Amendment No. 4 increased the payment limit by $845,052 to $11,250,000 with no change to the termination date. It was approved by the Board of Supervisors on October 20,2020. Amendment No. 5 increased the payment limit by $1,740,788 to $12,990,788 and extended the term from May 9, 2023 to May 31, 2025. It was approved by the Board of Supervisors on November 29, 2022. Amendment No. 6, with an effective date of January 1, 2024, is an administrative amendment for annual increases to billing rates as permitted under the terms of the existing contract. Amendment No. 7 increased the payment limit by $794,162 to $13,784,950 and extended the term from May 31, 2025 to December 31, 2025. It was approved by the Board of Supervisors on May 14, 2024. This Amendment No. 8 increases the payment limit by $441,072.34 to a new payment limit of $14,226,022.34 to cover extended construction management services for the West County Reentry, Treatment and Housing (WRTH) project and the Accessible Room Compliance Project, both at the West County Detention Facility in Richmond. Extended construction management services are needed because the construction duration of both projects is now forecast to be longer than previously anticipated. On the West County Reentry, Treatment and Housing (WRTH) project, it was previously anticipated that construction management services would be needed only through May of 2025. The project has experienced delays due to weather impacts, delayed permit review and approval by the Office of the State Fire Marshall, design and approval time required for sanitary sewer service, and various coordination, procurement and fabrication issues with structural precast panels, missing fireproofing activities and incorrect sequencing of resilient flooring installation. It is now anticipated that construction completion will occur in August 2025 and that construction management services will be needed through December of 2025 to assist with occupant move- in issues, grant funding audit and warranty assistance. On the Accessible Room Compliance Project, it was previously anticipated that construction management services would be needed only through October 2025. Since Amendment No. 7 was executed, the project construction scope has changed considerably, growing from a value of approximately $7 million to a value of approximately $20 million. Extended construction administration services are needed to account for the added time to bring the design-build entity under contract and to implement the added construction scope. It is now anticipated that construction completion will occur at the end of March, 2026, and that construction management services will be needed through that period. CONSEQUENCE OF NEGATIVE ACTION: If the amendment is not approved, the County will be unable to use construction management services for CONTRA COSTA COUNTY Printed on 8/20/2025Page 2 of 3 powered by Legistar™ File #:25-1995,Version:1 completion of these projects and will need to rely on its own internal staffing and resources. Since the County does not have adequate staffing or staffing with the appropriate areas of expertise for projects as complicated as these, the project would have increased vulnerability to avoidable project delays and circumstances leading to increased project costs. It is also possible that, along with a reduction is oversight services, there could be a resulting negative impact on the quality of construction. CONTRA COSTA COUNTY Printed on 8/20/2025Page 3 of 3 powered by Legistar™ 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:125-1996 Name: Status:Type:Consent Item Passed File created:In control:5/6/2025 BOARD OF SUPERVISORS On agenda:Final action:5/20/2025 5/20/2025 Title:APPROVE and AUTHORIZE the Purchasing Agent, or designee, to execute, on behalf of the Public Works Director, a participating addendum among the County, Rush Truck Centers of Texas, LP, and Rush Medium-Duty Truck Centers of California, Inc. dba Rush Truck Center, Ceres, in an amount not to exceed $2,000,000, for the purchase of Class 4-8 chassis and cabs, with related equipment, accessories and services, for use by Public Works Fleet Services, during the period from May 20, 2025, through July 9, 2028, under the terms of a cooperative purchasing contract awarded by Sourcewell, a State of Minnesota public agency, Countywide. (100% Fleet Internal Service Fund) Attachments:1. Rush Trucks Contract 032824, 2. Rush Truck Centers of Texas - FINAL Participating Addendum 5 6 25 Action ByDate Action ResultVer.Tally approvedBOARD OF SUPERVISORS5/20/2025 1 Pass To:Board of Supervisors From:Warren Lai, Public Works Director/Chief Engineer Report Title:Participating Addendum with Rush Truck Centers of Texas, LP ☒Recommendation of the County Administrator ☐ Recommendation of Board Committee RECOMMENDATIONS: APPROVE and AUTHORIZE the Purchasing Agent, or designee, to execute, on behalf of the Public Works Director, a participating addendum among the County, Rush Truck Centers of Texas, LP, and Rush Medium- Duty Truck Centers of California, Inc. dba Rush Truck Center, Ceres, in an amount not to exceed $2,000,000, for the purchase of Class 4-8 chassis and cabs, with related equipment, accessories and services, for use by Public Works Fleet Services, during the period of May 20, 2025, through July 9, 2028, under the terms of a cooperative purchasing contract awarded by Sourcewell, a State of Minnesota public agency, Countywide. FISCAL IMPACT: Product and service costs paid by the Fleet Internal Service Fund. BACKGROUND: Sourcewell is a State of Minnesota public agency that negotiates cooperative purchasing contracts after completing a competitive solicitation.The terms of those contracts are made available to public agencies participating in the Sourcewell cooperative purchasing program. Contra Costa County Purchasing Services is requesting approval of a participating addendum for the purchase of Class 4-8 Chassis and Cabs,with Related Equipment,Accessories and Services offered through Rush Truck Centers of Texas,LP (“Rush,Texas”).The County’s participating addendum incorporates the terms of a cooperative services contract awarded by Sourcewell,to Rush,Texas (Sourcewell Contract No.032824-RTG). The participating addendum also makes certain amendments to the cooperative purchasing contract to comply CONTRA COSTA COUNTY Printed on 8/20/2025Page 1 of 2 powered by Legistar™ File #:25-1996,Version:1 The participating addendum also makes certain amendments to the cooperative purchasing contract to comply with California law. The County’s purchases will be made through Rush Medium-Duty Truck Centers of California,Inc.dba Rush Truck Center,Ceres (“Rush California”).Rush,Texas,also is a party to the participating addendum to guarantee its dealer, Rush, California, will perform in accordance with the participating addendum. Approval of the participating addendum allows the County to obtain guaranteed pricing available through Sourcewell.The purchase will support Public Works Fleet Services with Class 4-8 chassis and cabs,with related equipment,accessories and services,required by the Department,and provide products and services for discounted prices.This will allow Public Works Fleet Services to purchase Class 4-8 chassis and cabs,with related equipment,accessories and services at more favorable pricing and under more favorable terms than what would be available without the Sourcewell cooperative purchasing contract. CONSEQUENCE OF NEGATIVE ACTION: Without a participating addendum under the Sourcewell cooperative purchasing contract,the County would need to satisfy purchasing policies and solicitation requirements before it could make these purchases from the vendor. CONTRA COSTA COUNTY Printed on 8/20/2025Page 2 of 2 powered by Legistar™ 032824-RTG Rev. 3/2022 1 Solicitation Number: RFP #032824 CONTRACT This Contract is between Sourcewell, 202 12th Street Northeast, P.O. Box 219, Staples, MN 56479 (Sourcewell) and Rush Truck Centers of Texas, L.P., 555 IH-35 South Ste. 500, New Braunfels, TX 78130 (Supplier). Sourcewell is a State of Minnesota local government unit and service cooperative created under the laws of the State of Minnesota (Minnesota Statutes Section 123A.21) that offers cooperative procurement solutions to government entities. Participation is open to eligible federal, state/province, and municipal governmental entities, higher education, K-12 education, nonprofit, tribal government, and other public entities located in the United States and Canada. Sourcewell issued a public solicitation for Class 4-8 Chassis and Cabs with Related Equipment, Accessories, and Services from which Supplier was awarded a contract. Supplier desires to contract with Sourcewell to provide equipment, products, or services to Sourcewell and the entities located in the United States that access Sourcewell’s cooperative purchasing contracts (Participating Entities). 1. TERM OF CONTRACT A. EFFECTIVE DATE. This Contract is effective upon the date of the final signature below. EXPIRATION DATE AND EXTENSION. This Contract expires July 9, 2028, unless it is cancelled sooner pursuant to Article 22. This Contract allows up to three additional one-year extensions upon the request of Sourcewell and written agreement by Supplier. Sourcewell retains the right to consider additional extensions beyond seven years as required under exceptional circumstances. B. SURVIVAL OF TERMS. Notwithstanding any expiration or termination of this Contract, all payment obligations incurred prior to expiration or termination will survive, as will the following: Articles 11 through 14 survive the expiration or cancellation of this Contract. All other rights will cease upon expiration or termination of this Contract. 032824-RTG Rev. 3/2022 2 2. EQUIPMENT, PRODUCTS, OR SERVICES A. EQUIPMENT, PRODUCTS, OR SERVICES. Supplier will provide the Equipment, Products, or Services as stated in its Proposal submitted under the Solicitation Number listed above. Supplier’s Equipment, Products, or Services Proposal (Proposal) is attached and incorporated into this Contract. All Equipment and Products provided under this Contract must be new and the current model. Supplier may offer close-out or refurbished Equipment or Products if they are clearly indicated in Supplier’s product and pricing list. Unless agreed to by the Participating Entities in advance, Equipment or Products must be delivered as operational to the Participating Entity’s site. This Contract offers an indefinite quantity of sales, and while substantial volume is anticipated, sales and sales volume are not guaranteed. B. WARRANTY. Supplier warrants that all Equipment, Products, and Services furnished are free from liens and encumbrances, subject to the Notice of Security Interest attached hereto as Exhibit A for Participating Entities with deferred payment terms. Any warranties on any Equipment and Products sold by Rush are limited only to any printed warranty provided by the applicable manufacturer of the Equipment or Product. Supplier agrees to assist the Participating Entity in reaching a resolution in any dispute over warranty terms with the manufacturer. Supplier warrants that all services performed by Supplier for a Participating Entity, including repair, maintenance, and installation services (“Services”), will be performed in a good and workmanlike manner in accordance with industry standards (“Services Warranty”). The Services Warranty is valid for a period of ninety (90) days from the date the Service is completed. C. DEALERS, DISTRIBUTORS, AND/OR RESELLERS. Equipment, Products and Services will be offered for sale to Participating Entities through Supplier and its affiliates as stated in Supplier’s Proposal. Upon Contract execution and throughout the Contract term, Supplier must provide to Sourcewell a current means to validate or authenticate Supplier’s authorized dealers, distributors, or resellers relative to the Equipment, Products, and Services offered under this Contract, which will be incorporated into this Contract by reference. It is the Supplier’s responsibility to ensure Sourcewell receives the most current information. 3. PRICING All Equipment, Products, or Services under this Contract will be priced at or below the price stated in Supplier’s Proposal. When providing pricing quotes to Participating Entities, all pricing quoted must reflect a Participating Entity’s total cost of acquisition. This means that the quoted cost is for delivered 032824-RTG Rev. 3/2022 3 Equipment, Products, and Services that are operational for their intended purpose, and includes all costs to the Participating Entity’s requested delivery location. Regardless of the payment method chosen by the Participating Entity, the total cost associated with any purchase option of the Equipment, Products, or Services must always be disclosed in the pricing quote to the applicable Participating Entity at the time of purchase. A. SHIPPING AND SHIPPING COSTS. All delivered Equipment and Products must be properly packaged. Damaged Equipment and Products may be rejected. If the damage is not readily apparent at the time of delivery, Supplier must permit the Equipment and Products to be returned within a reasonable time at no cost to Sourcewell or its Participating Entities. Participating Entities reserve the right to inspect the Equipment and Products at a reasonable time after delivery where circumstances or conditions prevent effective inspection of the Equipment and Products at the time of delivery. In the event of the delivery of nonconforming Equipment and Products, the Participating Entity will notify the Supplier as soon as possible and the Supplier will replace nonconforming Equipment and Products with conforming Equipment and Products that are acceptable to the Participating Entity. Supplier must arrange for and pay for the return shipment on Equipment and Products that arrive in a defective or inoperable condition. Sourcewell may declare the Supplier in breach of this Contract if the Supplier intentionally delivers substandard or inferior Equipment or Products. B. SALES TAX. Each Participating Entity is responsible for supplying the Supplier with valid tax- exemption certification(s). When ordering, a Participating Entity must indicate if it is a tax- exempt entity. C. HOT LIST PRICING. At any time during this Contract, Supplier may offer a specific selection of Equipment, Products, or Services at discounts greater than those listed in the Contract. When Supplier determines it will offer Hot List Pricing, it must be submitted electronically to Sourcewell in a line-item format. Equipment, Products, or Services may be added or removed from the Hot List at any time through a Sourcewell Price and Product Change Form as defined in Article 4 below. Hot List program and pricing may also be used to discount and liquidate close-out and discontinued Equipment and Products as long as those close-out and discontinued items are clearly identified as such. Current ordering process and administrative fees apply. Hot List Pricing must be published and made available to all Participating Entities. 032824-RTG Rev. 3/2022 4 4. PRODUCT AND PRICING CHANGE REQUESTS Supplier may request Equipment, Product, or Service changes, additions, or deletions at any time. All requests must be made in writing by submitting a signed Sourcewell Price and Product Change Request Form to the assigned Sourcewell Supplier Development Administrator. This approved form is available from the assigned Sourcewell Supplier Development Administrator. At a minimum, the request must: x Identify the applicable Sourcewell contract number; x Clearly specify the requested change; x Provide sufficient detail to justify the requested change; x Individually list all Equipment, Products, or Services affected by the requested change, along with the requested change (e.g., addition, deletion, price change); and x Include a complete restatement of pricing documentation in Microsoft Excel with the effective date of the modified pricing, or product addition or deletion. The new pricing restatement must include all Equipment, Products, and Services offered, even for those items where pricing remains unchanged. A fully executed Sourcewell Price and Product Change Request Form will become an amendment to this Contract and will be incorporated by reference. 5. PARTICIPATION, CONTRACT ACCESS, AND PARTICIPATING ENTITY REQUIREMENTS A. PARTICIPATION. Sourcewell’s cooperative contracts are available and open to public and nonprofit entities across the United States and Canada; such as federal, state/province, municipal, K-12 and higher education, tribal government, and other public entities. The benefits of this Contract should be available to all Participating Entities located in the United States that can legally access the Equipment, Products, or Services under this Contract. A Participating Entity’s authority to access this Contract is determined through its cooperative purchasing, interlocal, or joint powers laws. Any entity accessing benefits of this Contract will be considered a Service Member of Sourcewell during such time of access. Supplier understands that a Participating Entity’s use of this Contract is at the Participating Entity’s sole convenience and Participating Entities reserve the right to obtain like Equipment, Products, or Services from any other source. Supplier is responsible for familiarizing its sales and service forces with Sourcewell contract use eligibility requirements and documentation and will encourage potential participating entities to join Sourcewell. Sourcewell reserves the right to add and remove Participating Entities to its roster during the term of this Contract. 032824-RTG Rev. 3/2022 5 B. PUBLIC FACILITIES. Supplier’s employees may be required to perform work at government- owned facilities, including schools. Supplier’s employees and agents must conduct themselves in a professional manner while on the premises, and in accordance with Participating Entity policies and procedures, and all applicable laws. 6. PARTICIPATING ENTITY USE AND PURCHASING A. ORDERS AND PAYMENT. To access the contracted Equipment, Products, or Services under this Contract, a Participating Entity must clearly indicate to Supplier that it intends to access this Contract; however, order flow and procedure will be developed jointly between Sourcewell and Supplier. Typically, a Participating Entity will issue an order directly to Supplier or its authorized subsidiary, distributor, dealer, or reseller. If a Participating Entity issues a purchase order, it may use its own forms, but the purchase order should clearly note the applicable Sourcewell contract number. All Participating Entity orders under this Contract must be issued prior to expiration or cancellation of this Contract; however, Supplier performance, Participating Entity payment obligations, and any applicable warranty periods or other Supplier or Participating Entity obligations may extend beyond the term of this Contract. Supplier’s acceptable forms of payment are included in its attached Proposal. Participating Entities will be solely responsible for payment and Sourcewell will have no liability for any unpaid invoice of any Participating Entity. B. ADDITIONAL TERMS AND CONDITIONS/PARTICIPATING ADDENDUM. Additional terms and conditions to a purchase order, or other required transaction documentation, may be negotiated between a Participating Entity and Supplier, such as job or industry-specific requirements, legal requirements (e.g., affirmative action or immigration status requirements), or specific local policy requirements. Some Participating Entities may require the use of a Participating Addendum, the terms of which will be negotiated directly between the Participating Entity and the Supplier or its authorized dealers, distributors, or resellers, as applicable. Any negotiated additional terms and conditions must never be less favorable to the Participating Entity than what is contained in this Contract. C. SPECIALIZED SERVICE REQUIREMENTS. In the event that the Participating Entity requires service or specialized performance requirements not addressed in this Contract (such as e- commerce specifications, specialized delivery requirements, or other specifications and requirements), the Participating Entity and the Supplier may enter into a separate, standalone agreement, apart from this Contract. Sourcewell, including its agents and employees, will not be made a party to a claim for breach of such agreement. D. TERMINATION OF ORDERS. Participating Entities may terminate an order, in whole or in part, immediately upon notice to Supplier in the event of any of the following events: 032824-RTG Rev. 3/2022 6 1. The Participating Entity fails to receive funding or appropriation from its governing body at levels sufficient to pay for the equipment, products, or services to be purchased; or 2. Federal, state, or provincial laws or regulations prohibit the purchase or change the Participating Entity’s requirements. E. GOVERNING LAW AND VENUE. The governing law and venue for any action related to a Participating Entity’s order will be determined by the Participating Entity making the purchase. 7. CUSTOMER SERVICE A. PRIMARY ACCOUNT REPRESENTATIVE. Supplier will assign an Account Representative to Sourcewell for this Contract and must provide prompt notice to Sourcewell if that person is changed. The Account Representative will be responsible for: x Maintenance and management of this Contract; x Timely response to all Sourcewell and Participating Entity inquiries; and x Business reviews to Sourcewell and Participating Entities, if applicable. B. BUSINESS REVIEWS. Supplier must perform a minimum of one business review with Sourcewell per contract year. The business review will cover sales to Participating Entities, pricing and contract terms, administrative fees, sales data reports, performance issues, supply issues, customer issues, and any other necessary information. 8. REPORT ON CONTRACT SALES ACTIVITY AND ADMINISTRATIVE FEE PAYMENT A. CONTRACT SALES ACTIVITY REPORT. Each calendar quarter, Supplier must provide a contract sales activity report (Report) to the Sourcewell Supplier Development Administrator assigned to this Contract. Reports are due no later than 45 days after the end of each calendar quarter. A Report must be provided regardless of the number or amount of sales during that quarter (i.e., if there are no sales, Supplier must submit a report indicating no sales were made). The Report must contain the following fields: x Participating Entity Name (e.g., City of Staples Highway Department); x Participating Entity Physical Street Address; x Participating Entity City; x Participating Entity State/Province; x Participating Entity Zip/Postal Code; x Participating Entity Contact Name; x Participating Entity Contact Email Address; x Participating Entity Contact Telephone Number; 032824-RTG Rev. 3/2022 7 x Sourcewell Assigned Entity/Participating Entity Number; x Item Purchased Description; x Item Purchased Price; x Sourcewell Administrative Fee Applied; and x Date Purchase was invoiced/sale was recognized as revenue by Supplier. B. ADMINISTRATIVE FEE. In consideration for the support and services provided by Sourcewell, the Supplier will pay an administrative fee to Sourcewell on all Equipment, Products, and Services provided to Participating Entities. The Administrative Fee must be included in, and not added to, the pricing. Supplier may not charge Participating Entities more than the contracted price to offset the Administrative Fee. The Supplier will submit payment to Sourcewell for the percentage of administrative fee stated in the Proposal multiplied by the total sales of all Equipment, Products, and Services purchased by Participating Entities under this Contract during each calendar quarter. Payments should note the Supplier’s name and Sourcewell-assigned contract number in the memo; and must be mailed to the address above “Attn: Accounts Receivable” or remitted electronically to Sourcewell’s banking institution per Sourcewell’s Finance department instructions. Payments must be received no later than 45 calendar days after the end of each calendar quarter. Supplier agrees to cooperate with Sourcewell in auditing transactions under this Contract to ensure that the administrative fee is paid on all items purchased under this Contract. In the event the Supplier is delinquent in any undisputed administrative fees, Sourcewell reserves the right to cancel this Contract and reject any proposal submitted by the Supplier in any subsequent solicitation. In the event this Contract is cancelled by either party prior to the Contract’s expiration date, the administrative fee payment will be due no more than 30 days from the cancellation date. 9. AUTHORIZED REPRESENTATIVE Sourcewell's Authorized Representative is its Chief Procurement Officer. Supplier’s Authorized Representative is the person named in the Supplier’s Proposal. If Supplier’s Authorized Representative changes at any time during this Contract, Supplier must promptly notify Sourcewell in writing. 10. AUDIT, ASSIGNMENT, AMENDMENTS, WAIVER, AND CONTRACT COMPLETE A. AUDIT. Pursuant to Minnesota Statutes Section 16C.05, subdivision 5, the books, records, documents, and accounting procedures and practices relevant to this Contract are subject to examination by Sourcewell or the Minnesota State Auditor for a minimum of six years from the 032824-RTG Rev. 3/2022 8 end of this Contract. This clause extends to Participating Entities as it relates to business conducted by that Participating Entity under this Contract. B. ASSIGNMENT. Neither party may assign or otherwise transfer its rights or obligations under this Contract without the prior written consent of the other party and a fully executed assignment agreement. Such consent will not be unreasonably withheld. Any prohibited assignment will be invalid. C. AMENDMENTS. Any amendment to this Contract must be in writing and will not be effective until it has been duly executed by the parties. D. WAIVER. Failure by either party to take action or assert any right under this Contract will not be deemed a waiver of such right in the event of the continuation or repetition of the circumstances giving rise to such right. Any such waiver must be in writing and signed by the parties. E. CONTRACT COMPLETE. This Contract represents the complete agreement between the parties. No other understanding regarding this Contract, whether written or oral, may be used to bind either party. For any conflict between the attached Proposal and the terms set out in Articles 1-22 of this Contract, the terms of Articles 1-22 will govern. F. RELATIONSHIP OF THE PARTIES. The relationship of the parties is one of independent contractors, each free to exercise judgment and discretion with regard to the conduct of their respective businesses. This Contract does not create a partnership, joint venture, or any other relationship such as master-servant, or principal-agent. 11. INDEMNITY AND HOLD HARMLESS Supplier must indemnify, defend, save, and hold Sourcewell and its Participating Entities, including their agents and employees, harmless from any claims or causes of action, including attorneys’ fees incurred by Sourcewell or its Participating Entities, brought or alleged by unaffiliated third parties arising out of any negligent act or omission in the performance of this Contract by the Supplier or its agents or employees; this indemnification includes injury or death to person(s) or property alleged to have been caused by the negligent act or omission of Supplier relating to the Equipment, Products, or Services provided by Supplier under this Contract. Sourcewell’s responsibility will be governed by the State of Minnesota’s Tort Liability Act (Minnesota Statutes Chapter 466) and other applicable law. 12. GOVERNMENT DATA PRACTICES Supplier and Sourcewell must comply with the Minnesota Government Data Practices Act, Minnesota Statutes Chapter 13, as it applies to all data provided by or provided to Sourcewell 032824-RTG Rev. 3/2022 9 under this Contract and as it applies to all data created, collected, received, maintained, or disseminated by the Supplier under this Contract. 13. INTELLECTUAL PROPERTY, PUBLICITY, MARKETING, AND ENDORSEMENT A. INTELLECTUAL PROPERTY 1. Grant of License. During the term of this Contract: a. Sourcewell grants to Supplier a royalty-free, worldwide, non-exclusive right and license to use the trademark(s) provided to Supplier by Sourcewell in advertising and promotional materials for the purpose of marketing Sourcewell’s relationship with Supplier. b. Supplier grants to Sourcewell a royalty-free, worldwide, non-exclusive right and license to use Supplier’s trademarks in advertising and promotional materials for the purpose of marketing Supplier’s relationship with Sourcewell. 2. Limited Right of Sublicense. The right and license granted herein includes a limited right of each party to grant sublicenses to their respective subsidiaries, distributors, dealers, resellers, marketing representatives, and agents (collectively “Permitted Sublicensees”) in advertising and promotional materials for the purpose of marketing the Parties’ relationship to Participating Entities. Any sublicense granted will be subject to the terms and conditions of this Article. Each party will be responsible for any breach of this Article by any of their respective sublicensees. 3. Use; Quality Control. a. Neither party may alter the other party’s trademarks from the form provided and must comply with removal requests as to specific uses of its trademarks or logos. b. Each party agrees to use, and to cause its Permitted Sublicensees to use, the other party’s trademarks only in good faith and in a dignified manner consistent with such party’s use of the trademarks. Upon written notice to the breaching party, the breaching party has 30 days of the date of the written notice to cure the breach or the license will be terminated. 4. Termination. Upon the termination of this Contract for any reason, each party, including Permitted Sublicensees, will have 30 days to remove all Trademarks from signage, websites, and the like bearing the other party’s name or logo (excepting Sourcewell’s pre-printed catalog of suppliers which may be used until the next printing). Supplier must return all marketing and promotional materials, including signage, provided by Sourcewell, or dispose of it according to Sourcewell’s written directions. B. PUBLICITY. Any publicity regarding the subject matter of this Contract must not be released without prior written approval from the Authorized Representatives. Publicity includes notices, informational pamphlets, press releases, research, reports, signs, and similar public notices prepared by or for the Supplier individually or jointly with others, or any subcontractors, with respect to the program, publications, or services provided resulting from this Contract. 032824-RTG Rev. 3/2022 10 C. MARKETING. Any direct advertising, marketing, or offers with Participating Entities must be approved by Sourcewell. Send all approval requests to the Sourcewell Supplier Development Administrator assigned to this Contract. D. ENDORSEMENT. The Supplier must not claim that Sourcewell endorses its Equipment, Products, or Services. 14. GOVERNING LAW, JURISDICTION, AND VENUE The substantive and procedural laws of the State of Minnesota will govern this Contract. Venue for all legal proceedings arising out of this Contract, or its breach, must be in the appropriate state court in Todd County, Minnesota or federal court in Fergus Falls, Minnesota. 15. FORCE MAJEURE Neither party to this Contract will be held responsible for delay or default caused by acts of God or other conditions that are beyond that party’s reasonable control. A party defaulting under this provision must provide the other party prompt written notice of the default. 16. SEVERABILITY If any provision of this Contract is found by a court of competent jurisdiction to be illegal, unenforceable, or void then both parties will be relieved from all obligations arising from that provision. If the remainder of this Contract is capable of being performed, it will not be affected by such determination or finding and must be fully performed. 17. PERFORMANCE, DEFAULT, AND REMEDIES A. PERFORMANCE. During the term of this Contract, the parties will monitor performance and address unresolved contract issues as follows: 1. Notification. The parties must promptly notify each other of any known dispute and work in good faith to resolve such dispute within a reasonable period of time. If necessary, Sourcewell and the Supplier will jointly develop a short briefing document that describes the issue(s), relevant impact, and positions of both parties. 2. Escalation. If parties are unable to resolve the issue in a timely manner, as specified above, either Sourcewell or Supplier may escalate the resolution of the issue to a higher level of management. The Supplier will have 30 calendar days to cure an outstanding issue. 3. Performance while Dispute is Pending. Notwithstanding the existence of a dispute, the Supplier must continue without delay to carry out all of its responsibilities under the Contract that are not affected by the dispute. If the Supplier fails to continue without delay to perform its responsibilities under the Contract, in the accomplishment of all undisputed 032824-RTG Rev. 3/2022 11 work, the Supplier will bear any additional costs incurred by Sourcewell and/or its Participating Entities as a result of such failure to proceed. B. DEFAULT AND REMEDIES. Either of the following constitutes cause to declare this Contract, or any Participating Entity order under this Contract, in default: 1. Nonperformance of contractual requirements, or 2. A material breach of any term or condition of this Contract. The party claiming default must provide written notice of the default, with 30 calendar days to cure the default. Time allowed for cure will not diminish or eliminate any liability for liquidated or other damages. If the default remains after the opportunity for cure, the non-defaulting party may: x Exercise any remedy provided by law or equity, or x Terminate the Contract or any portion thereof, including any orders issued against the Contract. 18. INSURANCE A. REQUIREMENTS. At its own expense, Supplier must maintain insurance policy(ies) in effect at all times during the performance of this Contract with insurance company(ies) licensed or authorized to do business in the State of Minnesota having an “AM BEST” rating of A- or better, with coverage and limits of insurance not less than the following: 1. Workers’ Compensation and Employer’s Liability. Workers’ Compensation: As required by any applicable law or regulation. Employer's Liability Insurance: must be provided in amounts not less than listed below: Minimum limits: $500,000 each accident for bodily injury by accident $500,000 policy limit for bodily injury by disease $500,000 each employee for bodily injury by disease 2. Commercial General Liability Insurance. Supplier will maintain insurance covering its operations, with coverage on an occurrence basis, and must be subject to terms no less broad than the Insurance Services Office (“ISO”) Commercial General Liability Form CG0001 (2001 or newer edition), or equivalent. At a minimum, coverage must include liability arising from premises, operations, bodily injury and property damage, independent contractors, products-completed operations including construction defect, contractual liability, blanket contractual liability, and personal injury and advertising injury. All required limits, terms and conditions of coverage must be maintained during the term of this Contract. Minimum Limits: 032824-RTG Rev. 3/2022 12 $1,000,000 each occurrence Bodily Injury and Property Damage $1,000,000 Personal and Advertising Injury $2,000,000 aggregate for products liability-completed operations $2,000,000 general aggregate 3. Commercial Automobile Liability Insurance. During the term of this Contract, Supplier will maintain insurance covering all owned, hired, and non-owned automobiles in limits of liability not less than indicated below. The coverage must be subject to terms no less broad than ISO Business Auto Coverage Form CA 0001 (2010 edition or newer), or equivalent. Minimum Limits: $1,000,000 each accident, combined single limit 4. Umbrella Insurance. During the term of this Contract, Supplier will maintain umbrella coverage over Employer’s Liability, Commercial General Liability, and Commercial Automobile. Minimum Limits: $2,000,000 Failure of Supplier to maintain the required insurance will constitute a material breach entitling Sourcewell to immediately terminate this Contract for default. B. CERTIFICATES OF INSURANCE. Prior to commencing under this Contract, Supplier must furnish to Sourcewell a certificate of insurance, as evidence of the insurance required under this Contract. Prior to expiration of the policy(ies), renewal certificates must be mailed to Sourcewell, 202 12th Street Northeast, P.O. Box 219, Staples, MN 56479 or sent to the Sourcewell Supplier Development Administrator assigned to this Contract. The certificates must be signed by a person authorized by the insurer(s) to bind coverage on their behalf. Failure to request certificates of insurance by Sourcewell, or failure of Supplier to provide certificates of insurance, in no way limits or relieves Supplier of its duties and responsibilities in this Contract. C. ADDITIONAL INSURED ENDORSEMENT AND PRIMARY AND NON-CONTRIBUTORY INSURANCE CLAUSE. Supplier agrees to list Sourcewell and its Participating Entities, including their officers, agents, and employees, as an additional insured under the Supplier’s commercial general liability insurance policy with respect to liability arising out of activities, “operations,” or “work” performed by or on behalf of Supplier, and products and completed operations of Supplier. The policy provision(s) or endorsement(s) must further provide that coverage is primary and not excess over or contributory with any other valid, applicable, and collectible insurance or self-insurance in force for the additional insureds. 032824-RTG Rev. 3/2022 13 D. WAIVER OF SUBROGATION. Supplier waives and must require (by endorsement or otherwise) all its insurers to waive subrogation rights against Sourcewell and other additional insureds for losses paid under the insurance policies required by this Contract or other insurance applicable to the Supplier or its subcontractors. The waiver must apply to all deductibles and/or self-insured retentions applicable to the required or any other insurance maintained by the Supplier or its subcontractors. Where permitted by law, Supplier must require similar written express waivers of subrogation and insurance clauses from each of its subcontractors. E. UMBRELLA/EXCESS LIABILITY/SELF-INSURED RETENTION. The limits required by this Contract can be met by either providing a primary policy or in combination with umbrella/excess liability policy(ies), or self-insured retention. 19. COMPLIANCE A. LAWS AND REGULATIONS. All Equipment, Products, or Services provided under this Contract must comply fully with applicable federal laws and regulations, and with the laws in the states and provinces in which the Equipment, Products, or Services are sold. B. LICENSES. Supplier must maintain a valid and current status on all required federal, state/provincial, and local licenses, bonds, and permits required for the operation of the business that the Supplier conducts with Sourcewell and Participating Entities. 20. BANKRUPTCY, DEBARMENT, OR SUSPENSION CERTIFICATION Supplier certifies and warrants that it is not in bankruptcy or that it has previously disclosed in writing certain information to Sourcewell related to bankruptcy actions. If at any time during this Contract Supplier declares bankruptcy, Supplier must immediately notify Sourcewell in writing. Supplier certifies and warrants that neither it nor its principals are presently debarred, suspended, proposed for debarment, declared ineligible, or voluntarily excluded from programs operated by the State of Minnesota; the United States federal government or the Canadian government, as applicable; or any Participating Entity. Supplier certifies and warrants that neither it nor its principals have been convicted of a criminal offense related to the subject matter of this Contract. Supplier further warrants that it will provide immediate written notice to Sourcewell if this certification changes at any time. 21. PROVISIONS FOR NON-UNITED STATES FEDERAL ENTITY PROCUREMENTS UNDER UNITED STATES FEDERAL AWARDS OR OTHER AWARDS Participating Entities that use United States federal grant or FEMA funds to purchase goods or services from this Contract may be subject to additional requirements including the 032824-RTG Rev. 3/2022 14 procurement standards of the Uniform Administrative Requirements, Cost Principles and Audit Requirements for Federal Awards, 2 C.F.R. § 200. Participating Entities may have additional requirements based on specific funding source terms or conditions. Within this Article, all references to “federal” should be interpreted to mean the United States federal government. The following list only applies when a Participating Entity accesses Supplier’s Equipment, Products, or Services with United States federal funds. A. EQUAL EMPLOYMENT OPPORTUNITY. Except as otherwise provided under 41 C.F.R. § 60, all contracts that meet the definition of “federally assisted construction contract” in 41 C.F.R. § 60- 1.3 must include the equal opportunity clause provided under 41 C.F.R. §60-1.4(b), in accordance with Executive Order 11246, “Equal Employment Opportunity” (30 FR 12319, 12935, 3 C.F.R. §, 1964-1965 Comp., p. 339), as amended by Executive Order 11375, “Amending Executive Order 11246 Relating to Equal Employment Opportunity,” and implementing regulations at 41 C.F.R. § 60, “Office of Federal Contract Compliance Programs, Equal Employment Opportunity, Department of Labor.” The equal opportunity clause is incorporated herein by reference. B. DAVIS-BACON ACT, AS AMENDED (40 U.S.C. § 3141-3148). When required by federal program legislation, all prime construction contracts in excess of $2,000 awarded by non- federal entities must include a provision for compliance with the Davis-Bacon Act (40 U.S.C. § 3141-3144, and 3146-3148) as supplemented by Department of Labor regulations (29 C.F.R. § 5, “Labor Standards Provisions Applicable to Contracts Covering Federally Financed and Assisted Construction”). In accordance with the statute, contractors must be required to pay wages to laborers and mechanics at a rate not less than the prevailing wages specified in a wage determination made by the Secretary of Labor. In addition, contractors must be required to pay wages not less than once a week. The non-federal entity must place a copy of the current prevailing wage determination issued by the Department of Labor in each solicitation. The decision to award a contract or subcontract must be conditioned upon the acceptance of the wage determination. The non-federal entity must report all suspected or reported violations to the federal awarding agency. The contracts must also include a provision for compliance with the Copeland “Anti-Kickback” Act (40 U.S.C. § 3145), as supplemented by Department of Labor regulations (29 C.F.R. § 3, “Contractors and Subcontractors on Public Building or Public Work Financed in Whole or in Part by Loans or Grants from the United States”). The Act provides that each contractor or subrecipient must be prohibited from inducing, by any means, any person employed in the construction, completion, or repair of public work, to give up any part of the compensation to which he or she is otherwise entitled. The non-federal entity must report all suspected or reported violations to the federal awarding agency. Supplier must be in compliance with all applicable Davis-Bacon Act provisions. C. CONTRACT WORK HOURS AND SAFETY STANDARDS ACT (40 U.S.C. § 3701-3708). Where applicable, all contracts awarded by the non-federal entity in excess of $100,000 that involve the employment of mechanics or laborers must include a provision for compliance with 40 U.S.C. §§ 3702 and 3704, as supplemented by Department of Labor regulations (29 C.F.R. § 5). 032824-RTG Rev. 3/2022 15 Under 40 U.S.C. § 3702 of the Act, each contractor must be required to compute the wages of every mechanic and laborer on the basis of a standard work week of 40 hours. Work in excess of the standard work week is permissible provided that the worker is compensated at a rate of not less than one and a half times the basic rate of pay for all hours worked in excess of 40 hours in the work week. The requirements of 40 U.S.C. § 3704 are applicable to construction work and provide that no laborer or mechanic must be required to work in surroundings or under working conditions which are unsanitary, hazardous or dangerous. These requirements do not apply to the purchases of supplies or materials or articles ordinarily available on the open market, or contracts for transportation or transmission of intelligence. This provision is hereby incorporated by reference into this Contract. Supplier certifies that during the term of an award for all contracts by Sourcewell resulting from this procurement process, Supplier must comply with applicable requirements as referenced above. D. RIGHTS TO INVENTIONS MADE UNDER A CONTRACT OR AGREEMENT. If the federal award meets the definition of “funding agreement” under 37 C.F.R. § 401.2(a) and the recipient or subrecipient wishes to enter into a contract with a small business firm or nonprofit organization regarding the substitution of parties, assignment or performance of experimental, developmental, or research work under that “funding agreement,” the recipient or subrecipient must comply with the requirements of 37 C.F.R. § 401, “Rights to Inventions Made by Nonprofit Organizations and Small Business Firms Under Government Grants, Contracts and Cooperative Agreements,” and any implementing regulations issued by the awarding agency. Supplier certifies that during the term of an award for all contracts by Sourcewell resulting from this procurement process, Supplier must comply with applicable requirements as referenced above. E. CLEAN AIR ACT (42 U.S.C. § 7401-7671Q.) AND THE FEDERAL WATER POLLUTION CONTROL ACT (33 U.S.C. § 1251-1387). Contracts and subgrants of amounts in excess of $150,000 require the non-federal award to agree to comply with all applicable standards, orders or regulations issued pursuant to the Clean Air Act (42 U.S.C. § 7401- 7671q) and the Federal Water Pollution Control Act as amended (33 U.S.C. § 1251- 1387). Violations must be reported to the Federal awarding agency and the Regional Office of the Environmental Protection Agency (EPA). Supplier certifies that during the term of this Contract will comply with applicable requirements as referenced above. F. DEBARMENT AND SUSPENSION (EXECUTIVE ORDERS 12549 AND 12689). A contract award (see 2 C.F.R. § 180.220) must not be made to parties listed on the government wide exclusions in the System for Award Management (SAM), in accordance with the OMB guidelines at 2 C.F.R. §180 that implement Executive Orders 12549 (3 C.F.R. § 1986 Comp., p. 189) and 12689 (3 C.F.R. § 1989 Comp., p. 235), “Debarment and Suspension.” SAM Exclusions contains the names of parties debarred, suspended, or otherwise excluded by agencies, as well as parties declared ineligible under statutory or regulatory authority other than Executive Order 12549. Supplier certifies that neither it nor its principals are presently debarred, suspended, proposed for debarment, declared ineligible, or voluntarily excluded from participation by any federal department or agency. 032824-RTG Rev. 3/2022 16 G. BYRD ANTI-LOBBYING AMENDMENT, AS AMENDED (31 U.S.C. § 1352). Suppliers must file any required certifications. Suppliers must not have used federal appropriated funds to pay any person or organization for influencing or attempting to influence an officer or employee of any agency, a member of Congress, officer or employee of Congress, or an employee of a member of Congress in connection with obtaining any federal contract, grant, or any other award covered by 31 U.S.C. § 1352. Suppliers must disclose any lobbying with non-federal funds that takes place in connection with obtaining any federal award. Such disclosures are forwarded from tier to tier up to the non-federal award. Suppliers must file all certifications and disclosures required by, and otherwise comply with, the Byrd Anti-Lobbying Amendment (31 U.S.C. § 1352). H. RECORD RETENTION REQUIREMENTS. To the extent applicable, Supplier must comply with the record retention requirements detailed in 2 C.F.R. § 200.333. The Supplier further certifies that it will retain all records as required by 2 C.F.R. § 200.333 for a period of 3 years after grantees or subgrantees submit final expenditure reports or quarterly or annual financial reports, as applicable, and all other pending matters are closed. I. ENERGY POLICY AND CONSERVATION ACT COMPLIANCE. To the extent applicable, Supplier must comply with the mandatory standards and policies relating to energy efficiency which are contained in the state energy conservation plan issued in compliance with the Energy Policy and Conservation Act. J. BUY AMERICAN PROVISIONS COMPLIANCE. To the extent applicable, Supplier must comply with all applicable provisions of the Buy American Act. Purchases made in accordance with the Buy American Act must follow the applicable procurement rules calling for free and open competition. K. ACCESS TO RECORDS (2 C.F.R. § 200.336). Supplier agrees that duly authorized representatives of a federal agency must have access to any books, documents, papers and records of Supplier that are directly pertinent to Supplier’s discharge of its obligations under this Contract for the purpose of making audits, examinations, excerpts, and transcriptions. The right also includes timely and reasonable access to Supplier’s personnel for the purpose of interview and discussion relating to such documents. L. PROCUREMENT OF RECOVERED MATERIALS (2 C.F.R. § 200.322). A non-federal entity that is a state agency or agency of a political subdivision of a state and its contractors must comply with Section 6002 of the Solid Waste Disposal Act, as amended by the Resource Conservation and Recovery Act. The requirements of Section 6002 include procuring only items designated in guidelines of the Environmental Protection Agency (EPA) at 40 C.F.R. § 247 that contain the highest percentage of recovered materials practicable, consistent with maintaining a satisfactory level of competition, where the purchase price of the item exceeds $10,000 or the value of the quantity acquired during the preceding fiscal year exceeded $10,000; procuring 032824-RTG Rev. 3/2022 17 solid waste management services in a manner that maximizes energy and resource recovery; and establishing an affirmative procurement program for procurement of recovered materials identified in the EPA guidelines. M. FEDERAL SEAL(S), LOGOS, AND FLAGS. The Supplier cannot use the seal(s), logos, crests, or reproductions of flags or likenesses of Federal agency officials without specific pre-approval. N. NO OBLIGATION BY FEDERAL GOVERNMENT. The U.S. federal government is not a party to this Contract or any purchase by a Participating Entity and is not subject to any obligations or liabilities to the Participating Entity, Supplier, or any other party pertaining to any matter resulting from the Contract or any purchase by an authorized user. O. PROGRAM FRAUD AND FALSE OR FRAUDULENT STATEMENTS OR RELATED ACTS. The Contractor acknowledges that 31 U.S.C. 38 (Administrative Remedies for False Claims and Statements) applies to the Supplier’s actions pertaining to this Contract or any purchase by a Participating Entity. P. FEDERAL DEBT. The Supplier certifies that it is non-delinquent in its repayment of any federal debt. Examples of relevant debt include delinquent payroll and other taxes, audit disallowance, and benefit overpayments. Q. CONFLICTS OF INTEREST. The Supplier must notify the U.S. Office of General Services, Sourcewell, and Participating Entity as soon as possible if this Contract or any aspect related to the anticipated work under this Contract raises an actual or potential conflict of interest (as described in 2 C.F.R. Part 200). The Supplier must explain the actual or potential conflict in writing in sufficient detail so that the U.S. Office of General Services, Sourcewell, and Participating Entity are able to assess the actual or potential conflict; and provide any additional information as necessary or requested. R. U.S. EXECUTIVE ORDER 13224. The Supplier, and its subcontractors, must comply with U.S. Executive Order 13224 and U.S. Laws that prohibit transactions with and provision of resources and support to individuals and organizations associated with terrorism. S. PROHIBITION ON CERTAIN TELECOMMUNICATIONS AND VIDEO SURVEILLANCE SERVICES OR EQUIPMENT. To the extent applicable, Supplier certifies that during the term of this Contract it will comply with applicable requirements of 2 C.F.R. § 200.216. T. DOMESTIC PREFERENCES FOR PROCUREMENTS. To the extent applicable, Supplier certifies that during the term of this Contract will comply with applicable requirements of 2 C.F.R. § 200.322. 032824-RTG Rev. 3/2022 18 22. CANCELLATION Sourcewell or Supplier may cancel this Contract at any time, with or without cause, upon 60 days’ written notice to the other party. However, Sourcewell may cancel this Contract immediately upon discovery of a material defect in any certification made in Supplier’s Proposal. Cancellation of this Contract does not relieve either party of financial, product, or service obligations incurred or accrued prior to cancellation. Sourcewell Rush Truck Centers of Texas, L.P. 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,QWHUQDO&RPEXVWLRQ(QJLQHIXHOW\SHV,&(1RQHௐRIௐWKHௐ2(0Vௐ5XVKௐLVௐRIIHULQJௐRQௐWKLVௐSURSRVDOௐRIIHUௐ%(9ௐ VROXWLRQVௐIRUௐWKHௐFODVVௐௐVSDFH 5HODWHGௐHTXLSPHQWௐDFFHVVRULHVௐ SDUWVௐXSILWWLQJௐVHUYLFHVௐXVHGௐFKDVVLVௐ DQGௐ&ODVVௐௐFKDVVLV <HV 1R %RWK&KDVVLV7\SHV,&(DQG%(9 7KURXJKௐ)RUGௐ5XVKௐLVௐRIIHULQJௐERWKௐ,&(ௐ ௐ%(9ௐRQௐWKHௐ7UDQVLWௐ7ௐ ௐ7ௐLQௐWKHௐFODVVௐௐVSDFHௐௐ7KHௐ6XSHUௐ'XW\ௐOLQHௐPRUHௐ VSHFLILFDOO\ௐ)ௐ ௐ)ௐDUHௐRIIHUHGௐDVௐ,&(ௐRQO\ Bid Number: RFP 032824 Vendor Name: Rush Enterprises Table 16: Category 2 - Depth and Breadth of Offered Equipment Products and Services Indicate below if the listed types or classes of equipment, products, and services are offered within your proposal. Provide additional comments in the text box provided, as necessary. Proposers seeking an award in Category 2, as defined herein, must include at least one solution offered within the scope of Category 2 for electric propulsion systems only. See RFP Section II. B. 1 for details. We will not be submitting for Table 16: Category 2 - Depth and Breadth of Offered Equipment Products and Services Line Item Category or Type Offered *Comments 80 Battery Electric Vehicle (BEV) Class 4 Chassis Yes No Rush Truck Centers is not offering an OEM that has a BEV vehicle for the class 4 space. 81 Battery Electric Vehicle (BEV) Class 5 Chassis Yes No Isuzu is looking to offer a BEV class 5 unit towards the end of 2024/beginning of 2025. Although pricing isn t currently available, once made available to Rush Truck Centers, we intend to work with Sourcwell to have this model added to the contract. 82 Battery Electric Vehicle (BEV) Class 6 Chassis Yes No Rush Truck Centers is not offering an OEM that has a BEV vehicle for the class 6 space on. 83 Battery Electric Vehicle (BEV) Class 7 Chassis Yes No Rush Truck Centers is not offering an OEM that has a BEV vehicle for the class 7 space. 84 Battery Electric Vehicle (BEV) Class 8 Chassis Yes No Rush Truck Centers is not offering an OEM that has a BEV vehicle for the class 8 space. 85 Related equipment, accessories, parts, upfitting, services, used chassis and Class 3 chassis Yes No Rush Truck Centers is offering the Ford E-Transit line which we are offering on this proposal. Exceptions to Terms, Conditions, or Specifications Form Only those Proposer Exceptions to Terms, Conditions, or Specifications that have been accepted by Sourcewell have been incorporated into the contract text. Documents Ensure your submission document(s) conforms to the following: 1. Documents in PDF format are preferred. Documents in Word, Excel, or compatible formats may also be provided. 2. Documents should NOT have a security password, as Sourcewell may not be able to open the file. It is your sole responsibility to ensure that the uploaded document(s) are not either defective, corrupted or blank and that the documents can be opened and viewed by Sourcewell. 3. Sourcewell may reject any response where any document(s) cannot be opened and viewed by Sourcewell. 4. If you need to upload more than one (1) document for a single item, you should combine the documents into one zipped file. If the zipped file contains more than one (1) document, ensure each document is named, in relation to the submission format item responding to. For example, if responding to the Marketing Plan category save the document as "Marketing Plan." Pricing - MSRP Pricing.zip - Thursday March 28, 2024 13:53:27 Financial Strength and Stability - 2023 10-K Final.pdf - Tuesday March 26, 2024 10:49:33 Marketing Plan/Samples (optional) WMBE/MBE/SBE or Related Certificates (optional) Warranty Information - Exhibit C - Rush Limited Warranty.pdf - Thursday March 28, 2024 12:41:37 Standard Transaction Document Samples - Sourcewell Docs Example.pdf - Thursday March 28, 2024 14:24:57 Requested Exceptions - RFP_033824_Class_4-8_Chassis_&_Cabs_Contract_Template_Rush revisions.docx - Tuesday March 26, 2024 11:39:46 Upload Additional Document - Additional Documents.zip - Thursday March 28, 2024 12:40:50 Bid Number: RFP 032824 Vendor Name: Rush Enterprises $GGHQGD7HUPVDQG&RQGLWLRQV 352326(5$)),'$9,7$1'$6685$1&(2)&203/,$1&( ,FHUWLI\WKDW,DPWKHDXWKRUL]HGUHSUHVHQWDWLYHRIWKH3URSRVHUVXEPLWWLQJWKHIRUHJRLQJ3URSRVDOZLWKWKHOHJDODXWKRULW\WRELQGWKH3URSRVHUWRWKLV$IILGDYLWDQG$VVXUDQFHRI&RPSOLDQFH 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7KX)HEUXDU\30 Bid Number: RFP 032824 Vendor Name: Rush Enterprises 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:125-1997 Name: Status:Type:Consent Item Passed File created:In control:5/6/2025 BOARD OF SUPERVISORS On agenda:Final action:5/20/2025 5/20/2025 Title:AWARD and AUTHORIZE the Public Works Director, or designee, to execute a construction contract in the amount of $1,960,000 with MVP Construction LLC for the Contra Costa Regional Medical Center Cart Washer Upgrade Project at 2500 Alhambra Avenue, Martinez area. (100% Health Services Enterprise Fund 1) Attachments: Action ByDate Action ResultVer.Tally approvedBOARD OF SUPERVISORS5/20/2025 1 Pass To:Board of Supervisors From:Warren Lai, Public Works Director/Chief Engineer Report Title:AWARD and AUTHORIZE the Public Works Director, or designee, to execute a construction contract in the amount of $1,960,000 with M V P Construction LLC, for the Contra Costa Regional Medical Center Cart Washer Upgrade at 2500 Alhambra Avenue, Martinez. ☒Recommendation of the County Administrator ☐ Recommendation of Board Committee RECOMMENDATIONS: (1)APPROVE the design and bid documents, including the plans and specifications, for the above project. (2)DETERMINE that the bid submitted by M V P Construction LLC (M V P) complies with all requirements of the Project specifications, including the requirements of the County’s Outreach Program. (3)DIRECT that M V P shall submit two good and sufficient security bonds (performance and payment bonds) in the amount of $1,960,000 each. (4)WAIVE any minor irregularities in M V P’s bid. (5)FURTHER DETERMINE that M V P submitted the lowest responsive and responsible bid for this Project. (6)DIRECT that, as a condition of contract award, M V P and its subcontractors shall execute a Project Labor CONTRA COSTA COUNTY Printed on 8/20/2025Page 1 of 3 powered by Legistar™ File #:25-1997,Version:1 Agreement for this Project, as required by the Project specifications. (7)AWARD the construction contract for the above Project to M V P in the listed amount ($1,960,000) submitted in the bid, and DIRECT the Public Works Director, or designee, to prepare the contract. (8)ORDER that, after M V P has signed the contract and returned it, together with the bonds, evidence of insurance, and other required documents, and the Public Works Director has reviewed and found them to be sufficient, the Public Works Director or designee, is authorized to sign the contract for this Board. (9)ORDER that, in accordance with the Project specification and upon signature of the construction contract by the Public Works Director or designee, any bid bonds posted by the bidders are exonerated and any checks or cash submitted for bid security shall be returned. (10)AUTHORIZE the Public Works Director, or designee, to sign any escrow agreements prepared for this Project to permit the direct payment of retention into escrow for the substitution of securities for monies withheld by the County to ensure performance under the contract, pursuant to Public Contract Code Section 2230. (11)AUTHORIZE the Public Works Director, or designee, to order changes or additions to the work pursuant to the Public Contract Code Section 20142 in a total amount not to exceed $110,500 (i.e. $25,000 plus 5 percent of the contract award amount in excess of $250,000). (12)DELEGATE, pursuant to Public Contract Code Section 4114, to the Public Works Director, or designee, the Board’s functions under Public Code Section 4107 and 4110. (13)DECLARE that, should the award of contract to M V P be invalidated for any reason, the Board would not in any event have awarded the contract to any other bidder, but instead would have exercised its discretion to reject the bids received. Nothing in this Board Order shall prevent the Board from re-awarding the contract to another bidder in cases where the successful bidder establishes a mistake, refuses to sign the contract, or fails to furnish required bonds or insurance (see Public Contract Code Sections 5100-5107). FISCAL IMPACT: 100% Health Services Department Enterprise Fund 1. BACKGROUND: The Contra Costa Regional Medical Center located at 2500 Alhambra Avenue, Martinez has a cart washer that is obsolete and needs to be replaced. A cart washer is a critical piece of equipment that is used to thoroughly clean and sterilize medical and surgical equipment and tools, so they are safe to use on patients. The cart washer is part of the hospital's Sterile Processing Department (SPD). CONTRA COSTA COUNTY Printed on 8/20/2025Page 2 of 3 powered by Legistar™ File #:25-1997,Version:1 The project consists of removing the existing cart washer, modifying the existing room to accommodate the new cart washer, installing a deionized water system, and completing some minor modifications such as adding new counters and cabinets. This project will be under the jurisdiction of the California Department of Health Care Access and Information (HCAI) and will be categorized as an HCAI level 1 project, which has the most stringent requirements for a hospital project. Permits have already been secured from HCAI to do the work. The Construction cost estimate was $2,000,000. General prevailing wage rates will be the minimum rates paid on this project. One bid was received and opened by the Public Works Department on April 17, 2025, and the bid results are as follows: BIDDER BID AMOUNT MVP Construction LLC $1,960,000 CONSEQUENCE OF NEGATIVE ACTION: Without Board of Supervisors approval, the project will not be constructed. The cart washer is an essential part of the delivery of sterile supplies. The carts are utilized throughout the facility and have to be cleaned and sterilized. Without the installation of a new cart washer, Health Services will not be able to keep the carts washed and sterilized efficiently and effectively thereby hampering hospital operations. During failure of the cart washer, the hospital will need to find an alternate way of cleaning and sterilizing the carts, which will call for the installation of a temporary cart washer in order to be in compliance with HCAI regulations. CONTRA COSTA COUNTY Printed on 8/20/2025Page 3 of 3 powered by Legistar™ 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:125-1998 Name: Status:Type:Consent Item Passed File created:In control:4/22/2025 BOARD OF SUPERVISORS On agenda:Final action:5/20/2025 5/20/2025 Title:APPROVE the Iron Horse Corridor New and Emerging Mobility Element of the Iron Horse Corridor Management Program, as recommended by the Transportation, Water and Infrastructure Committee, San Ramon, Danville, Alamo, Walnut Creek, Pleasant Hill, and Concord areas. (100% Iron Horse Corridor Trust Fund) Attachments:1. Mobility Mode Element v2 Action ByDate Action ResultVer.Tally approvedBOARD OF SUPERVISORS5/20/2025 1 Pass To:Board of Supervisors From:Warren Lai, Public Works Director/Chief Engineer Report Title:APPROVE the Iron Horse Corridor New and Emerging Mobility Element of the Iron Horse Corridor Management Program,as recommended by the Transportation,Water and Infrastructure Committee,San Ramon, Danville, Alamo, Walnut Creek, Pleasant Hill, Concord areas. ☒Recommendation of the County Administrator ☐ Recommendation of Board Committee RECOMMENDATIONS: APPROVE the New and Emerging Mobility Element of the Iron Horse Corridor Management Program. FISCAL IMPACT: There is no impact to the County General Fund.All time spent in support of the New and Emerging Mobility Element will be funded by the Iron Horse Corridor Trust Fund. Public Works staff time was needed to prepare the Iron Horse Corridor Public New and Emerging Mobility Element.All funds used to support the creation of this document came from the Iron Horse Corridor Trust Fund. BACKGROUND: The Iron Horse Corridor,formerly known as the Southern Pacific Right-Of-Way,is 18.5 miles long traversing north-south in Central Contra Costa County.The northern terminus is Mayette Avenue in Concord and the southern terminus is the Alameda County line in San Ramon.The corridor varies in width from 30 to 100 feet and currently has a 10-foot wide,paved multi-use trail (the Iron Horse Trail)managed by the East Bay Regional Park District under a license from the County. The County’s policy regarding the use and ownership of the facility indicates the right-of-way shall remain in public ownership along its entire route and be used as a non-motorized transportation route (trail)and underground utility corridor. In July 1997,the County Board of Supervisors approved a resolution to direct the Public Works Department CONTRA COSTA COUNTY Printed on 8/20/2025Page 1 of 2 powered by Legistar™ File #:25-1998,Version:1 In July 1997,the County Board of Supervisors approved a resolution to direct the Public Works Department and the Department of Conservation and Development to jointly develop a Management Program for the Iron Horse Corridor. The Management Program consists of the seven elements listed below: ·Mapping:Preparation and maintenance of right-of-way maps that record the locations of all existing and committed uses and easements. ·Use Conditions:Inventory of existing license agreements,contracts,and conditions for existing and committed uses. ·Joint-Use Criteria and Standards:Establishment of criteria and standards to ensure the coexistence of the existing and committed uses,and to evaluate the ability to accommodate new uses that may be proposed in the future. ·Landscaping:Identification of the location and type of landscaping that can be accommodated in the right-of-way, and the cost for installation and maintenance. ·Public Information:Development of a public information element to inform interested individuals of the management program. ·Funding:Update of existing fees,and establishment of new mechanisms to cover program costs. Specific mechanisms will be established to cover installation and maintenance of landscaping,such as formation of an assessment district,private contributions,grant funding or a combination of new revenue sources. ·Finance:The estimated costs and funding sources for the Iron Horse Corridor Management Program, including the costs of staffing, implementing and maintaining the Management Program. The Public Works Department is coming to the Board at this time to present the final version of the New and Emerging Mobility Element.Under Assembly Bill No.1025 (Grayson),the County of Contra Costa is required to expand the management program elements to include a new,seventh element that considers proposals to study new and emerging mobility modes and technologies in the corridor and provides a framework for acting on the proposals. On February 10,2025,the Iron Horse Corridor Advisory Committee recommended the approval of the New and Emerging Mobility Element.Public Works staff took this document to the Transportation,Water and Infrastructure Committee on April 30,2025,and the Committee recommended the document to the Board as a consent item.At this time,Public Works staff is requesting that the Board approve the New and Emerging Mobility Element of the Iron Horse Corridor Management Program. CONSEQUENCE OF NEGATIVE ACTION: Failure to approve the this element of the Iron Horse Corridor Management Program would delay the adoption of a New and Emerging Mobility Element for the Iron Horse Corridor. CONTRA COSTA COUNTY Printed on 8/20/2025Page 2 of 2 powered by Legistar™ Iron Horse Corridor Management Program New and Emerging Mobility Modes in the Corridor Element Vision The New and Emerging Mobility Modes in the Corridor Element of the Iron Horse Corridor Management Program is intended to comply with Assembly Bill No. 1025 (AB 1025), which states: SEC. 2 (a) The County of Contra Costa shall do both of the following: (1) Revise the bylaws of the Iron Horse Corridor Management Program Advisory Committee to include a seat for a Contra Costa Transportation Authority representative and expand the management program elements to include a new, seventh element that considers proposals to study new and emerging mobility modes and technologies in the corridor. (2) Include a new task in the committee’s work program to recommend a framework for acting on the proposals. This document outlines the scope of this element and how the Iron Horse Corridor Management Program Advisory Committee (IHCMPAC) should address any proposals for new mobility modes in the Iron Horse Corridor (IHC or corridor). In responses to AB 1025, a Contra Costa Transportation Authority (CCTA) representative was appointed to the IHCMPAC effective February 2, 2021. Background In 1978, Southern Pacific Railroad (SPRR) received federal permission to abandon the rail line that once ran along what is now Contra Costa County’s (County) IHC property. The IHC stretches 18.5 miles from the Alameda County line northward to Mayette Avenue in Concord. It passes through the communities of Concord, Pleasant Hill, Walnut Creek, Alamo, Danville, and San Ramon. Adjacent property use is both residential and commercial along the IHC. To facilitate the purchase of the IHC, the County obtained $10.6 million in grant funding from the state to launch a feasibility study and pay for the partial acquisition in fee title of the SPRR’s property. To comply with the terms of the state grants that the County received, the County was required to preserve a 34-foot-wide transit corridor easement for a busway or exclusive mass transit guideway within the corridor. No building or planting projects that would impair the ability to implement a busway or transit guideway were allowed to be implemented in the IHC. New and Emerging Mobility Modes in the Corridor Element Page 2 of 7 In 1986, the County entered into a license agreement with the East Bay Regional Park District (EBRPD) to operate a 10-foot-wide paved multiuse trail in the IHC called the Iron Horse Regional Trail (IHRT). The IHRT has been expanded northward to include Contra Costa County Flood Control and Water Conservation District (Flood Control) property along Walnut Creek terminating at Marsh Drive, near Highway 4. The trail has also been expanded southward into Alameda County, passing through the City of Dublin before terminating in City of Pleasanton. However, the scope of this element is strictly within the County. The IHRT connects to a number of EBRPD trails running east and west but remains the sole regional connector trail in the north-south direction in central County. It connects to two Bay Area Rapid Transit (BART) stations at Pleasant Hill and Dublin, thus providing a vehicle-free commuting route through the central part of the County. The IHC is typically 50 to 100 feet wide. In Walnut Creek, the IHC narrows down to the width of the EBRPD trail from Civic Park to Rudgear Road along Flood Control’s San Ramon Bypass channel and the City of Walnut Creek’s South Broadway roadway (1.8 miles). Similarly, in Danville, the IHC from West Prospect Street south to San Ramon Boulevard is only 30 feet wide. With the implementation of AB 1025 in 2019, the requirement to maintain space for busway or transit guideway in the IHC was removed, with the understanding that proposals for new mobility modes would be considered by the IHCMPAC. Aside from EBRPD’s IHRT, much of the IHC property currently remains relatively undeveloped at the surface. The City of San Ramon and the Town of Danville maintain by agreement with County several small rest areas with shade, benches and drinking water in their respective areas. County Service Area R-7 maintains Hemme Station Park adjacent to the IHC in Alamo with restrooms, drinking water, a children’s playground, and some bicycle facilities. Civic Park in the City of Walnut Creek provides restrooms and drinking water. A number of underground utilities are present in the subsurface of the IHC and include the following: • Kinder Morgan Energy Partners LP (SFPP L.P.) (petroleum products pipeline) • Central Contra Costa Sanitary District (CCCSD) (wastewater pipeline) • East Bay Municipal Utility District (EBMUD) (water pipeline) • Pacific Gas and Electric (PG&E) (gas and electrical service) • Dublin San Ramon Services District (DSRSD) DSRD/EBMUD Recycled Water Authority (DERWA) (recycled water pipeline) • Level 3/Century Link (Formerly Time Warner) (cable and communications) • Contra Costa Water District (CCWD) (water pipeline) New and Emerging Mobility Modes in the Corridor Element Page 3 of 7 • AT&T (Formerly SBC, PacBell) (cable and communications) • Astound Broadband (cable and communications) Underground utilities are a significant constraint in the IHC and frequently have strong easement rights. What are New and Emerging Mobility Modes and Technologies and How are They Impacting the IHC? Originally, the IHRT in the IHC was envisioned and built to serve equestrians, pedestrians, and cyclists. The use of e-bikes and e-scooters, which are new mobility modes, was not anticipated. In 2019, EBRPD approved the use of Class I and II electric bicycles on the IHRT. Subsequently, these new mobility modes, coupled with the increased use of the trail by pedestrians and cyclists during the COVID19 pandemic, have begun to exceed trail capacity in areas. Furthermore, these new mobility modes frequently are in conflict with pedestrian use of the trail. While the authors of AB 1025 had envisioned potentially using the IHC for autonomous vehicles or similar mass transit type modes of transportation, it is clear that the existing trail system needs to be expanded to accommodate all current existing modes of transportation (equestrians, pedestrians, bikes, e-bikes and e-scooters) safely. Consideration of Proposals to Study New and Emerging Mobility Modes and Technologies in the Corridor The IHCMPAC will review any proposals put forth by the County, Contra Costa Transportation Authority (CCTA), or a Joint Exercise of Power of the County or CCTA and any other governmental organization for new and emerging mobility modes in the IHC. If the proposal is acceptable to the IHCMPAC, a recommendation to elevate the proposal to the Contra Costa Transportation, Water, and Infrastructure Committee (TWIC) would be made. If the proposal is approved by TWIC, it would be sent to the Board of Supervisors for approval. As of 2023, the County Supervisor for District II, Candice Andersen, has proposed that the Department of Conservation and Development (DCD) and the Department of Public Works (PW) begin to study the feasibility of adding a second pathway to the IHC to separate pedestrians from bikes, e-bikes and e-scooters. This work has been started, with DCD preparing a study to select a second pathway to separate pedestrians from other transportation modes. Once the study is completed, it will be brought to the IHCMPAC for review. Criteria that the IHCMPAC will consider when reviewing the feasibility of a proposed change to the mobility modes in the IHC, such as the one noted above, generally fall New and Emerging Mobility Modes in the Corridor Element Page 4 of 7 into seven categories. Proposals for new mobility modes shall address the following items: 1. Funding for the IHC to implement construction and ongoing maintenance improvements; 2. Planning and design/engineering considerations and constraints, especially regarding available space, utilities, and potential soil contamination in the IHC; 3. Adjacent housing and development considerations, such as access and trail capacity, for the IHC; 4. Maintaining and enhancing connections to schools while providing a safe environment for children using the IHC; 5. Providing park-related amenities, such as landscape, restrooms and drinking water, in the IHC; 6. Ability to accommodate additional proposed new mobility modes; and 7. Legal/liability issues associated with accommodation of the new mobility modes. For each of the above seven categories, there are several issues that need to be addressed by the proposal. The IHCMPAC will consider each of the above-noted criteria in depth. Proposal submissions to the IHCMPAC will require a detailed set of plans and other documents to address the above-noted issues. Proposals will need to address the following: 1. IHC funding and ongoing maintenance of IHC improvements At present, County operations of the IHC are funded by interest on the IHC trust fund and fees paid by some utilities that have located recently in the corridor, which is very limited. Most (92.1% in 2024) of EBRPD’s funding comes from property taxes, and their budget does not have funding for additional facilities in the IHC. Future accommodation of new mobility modes will need to consider the following financial issues: • The proposal should describe the revenue sources available to fund construction and the ongoing maintenance of the improvements made for new mobility modes. • The proposal shall include a cost-benefit analysis for the proposed mobility mode. 2. Housing and development considerations As cities along the IHC work to increase their housing stock, the zoning near the trail will change from industrial or commercial zoning to high-density residential, with a focus on minimizing automobile use. Increased housing near the IHC will impact trail use and the demand for recreation and commute facilities for bicycles, E-bikes, and New and Emerging Mobility Modes in the Corridor Element Page 5 of 7 pedestrians. Implementation of new mobility modes should consider the following regarding adjacent development projects: • The proposal shall consider and address how the new mobility modes will serve new housing along the IHC. This may include potential cost sharing with developments for trail improvements. • The proposal should discuss how the new mobility modes will be connected to the trail from new developments and should identify any barriers and potential solutions to these connections. • The proposal should help prioritize improvements near transit hubs such as BART stations and Bishop Ranch to promote walking or biking on the IHT. 3. Maintaining and Enhancing Connections to Schools While Providing a Safe Environment for Children There are at least 12 public schools located either on or near the IHC. Every school day, hundreds of children use the trail going to and coming from school. Children often cross streets and spread out on the trail without looking. We need to make the IHC a safe place for children as they go to school. Implementation of new mobility modes should consider the following regarding schools. • Potential conflicts between pedestrian and bicycle traffic to nearby schools. There is extensive use of the trail by children. Are more crossing guards and over/underpasses needed for children to safely cross streets or the trail? • How would children safely cross the trail if a new mobility mode is added to the IHC? • Do we need to create a safety area around schools? Would there need to be a mandatory speed limit for bikes and e-bikes during school commute hours to prevent conflicts between commuters and children? • Is there a need for emergency call boxes near schools for safety and security purposes? 4. Providing Park-Related Amenities in the IHC Increased usage of the IHC may drive the demand for more park and recreational facilities, such as restrooms, tables and chairs, drinking water, and shade. The IHC in Danville and San Ramon has long stretches with little to no shade, which has long been recognized as an issue. Implementation of new mobility modes should consider the following regarding parks and recreation: • Will the mobility mode conflict with the recreational nature of the IHC? New and Emerging Mobility Modes in the Corridor Element Page 6 of 7 • How will the County or other entities provide shade, water, restrooms and other recreational facilities along the IHC to accommodate the increased usage? What funds will be used to pay for these amenities? • How will trees be managed in the IHC? Increasing trail capacity may require tree removal and replanting to provide shade. How will tree planting and replanting be managed, particularly in areas with existing utilities that are in conflict with trees? • How will irrigation be provided to shade trees? Who will manage and operate the irrigation system (County or EBRPD)? • How will conflicts between utilities and the need for shade trees be worked out? 5. Planning, Design/Engineering and Safety Considerations There are a number of engineering constraints within the IHC that will have to be designed for to accommodate new mobility modes. These constraints include: • What is the current capacity of the IHC? How will the new mobility mode change use of the IHC? • What are potential conflicts of the proposed mobility mode with underground and aboveground utilities? • Will the existing pathways in the IHC need to be realigned or relocated to accommodate the new mobility mode? • What will be the impacts to motor vehicle traffic at road crossings? • What is the expected quantity of soil remediation in the IHC that will be needed to accommodate the new mobility mode? Will remediation require excavation and disposal off-site? • What are the potential conflicts between pedestrians and new mobility modes at overcrossings such as San Ramon’s new overcrossing at Bollinger Canyon Road, Walnut Creek’s overcrossing at Ygnacio Valley Road, and the County’s overcrossing at Treat Boulevard? • What are the impacts to creeks and IHC drainage? • How will adding a second lane for bikes change street crossings and the warning signals that been set up at these crossings? • High speed e-bikes are incompatible with slower pedestrians. How will they be kept separate? • Where will the new mobility mode be located in those portions of the IHC that are narrow? Examples are the South Broadway area in Walnut Creek. • There are limited width bridges over a number of creeks along the IHC. Will new bridges need to be built to accommodate the new mobility modes? New and Emerging Mobility Modes in the Corridor Element Page 7 of 7 • The IHC underground is crowded with utilities, and this will impact our ability to put in an additional pathway for potential new mobility modes. There are issues with compacting over utilities that affect the longevity of the existing pathway. • What happens to-at grade improvements when utilities construct new, larger pipes or replace existing facilities. • There are portions of the IHC, such as at the Fostoria Crossing in San Ramon/ Danville, that need realigned to improve pedestrian safety. 6. Ability to Accommodate Proposed New Mobility Modes Given the limited width of the IHC, there is a limited ability to accommodate proposed mobility modes. Ability to accommodate a particular mobility mode will be dependent on the following: • Proposed width of the mobility mode and impacts on other uses of the IHC. • Conflicts with a potential second bicycle pathway and other proposed improvements to the IHC. • Technology appropriateness (age of technology and application). • Speed of the proposed mobility mode. Will the new mode exceed the allowable speeds on the trail or create a threat to trail users? • Where is the most potential benefit to adding a new mobility mode (for example, a second trail)? San Ramon and Pleasant Hill, where development will occur? We need to build where the need is greatest. • 7. Legal/Liability Issues Addition of a new mobility mode will create new risks and liabilities to the County and EBRPD. How will these be addressed? G:\transeng\Iron Horse Corridor\Mobility Mode Element\Mobility Mode Element v2.docx 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:125-1999 Name: Status:Type:Consent Item Passed File created:In control:4/29/2025 BOARD OF SUPERVISORS On agenda:Final action:5/20/2025 5/20/2025 Title:RECOGNIZE the Public Works Department and Flood Control and Water Conservation District for achieving Re-Accreditation from the American Public Works Association (APWA), acknowledging their commitment to continuous improvement in the delivery of Public Works and Flood Control operations and services, Countywide. (No fiscal impact) Attachments: Action ByDate Action ResultVer.Tally approvedBOARD OF SUPERVISORS5/20/2025 1 Pass To:Board of Supervisors From:Warren Lai, Public Works Director/Chief Engineer Report Title:Recognizing the Public Works Department and Flood Control and Water Conservation District for achieving Re-Accreditation from the American Public Works Association ☒Recommendation of the County Administrator ☐ Recommendation of Board Committee RECOMMENDATIONS: RECOGNIZE the Public Works Department and Flood Control and Water Conservation District for achieving Re-Accreditation from the American Public Works Association (APWA), acknowledging their commitment to continuous improvement in the delivery of Public Works and Flood Control operations and services, Countywide. FISCAL IMPACT: No fiscal impact. BACKGROUND: The Contra Costa County Public Works Department recently received full accreditation by the American Public Works Association (APWA) for the 7th time. The Flood Control and Water Conservation District received accreditation for the 3rd time. This accreditation formally verifies and recognizes that the agency is in full compliance with the recommended management practices set forth in APWA’s Public Works Management Practices Manual. Open to all governmental agencies with responsibilities for public works functions, initial accreditation from APWA is for a four-year period, during which time biannual updates are required to demonstrate continuing compliance. After that time, there is a re-accreditation process that builds upon the original accreditation, encouraging continuous improvement and compliance with newly identified practices. The purpose of accreditation is to promote excellence in the operation and management of a public works CONTRA COSTA COUNTY Printed on 8/20/2025Page 1 of 2 powered by Legistar™ File #:25-1999,Version:1 agency, its programs, and its employees. Accreditation is designed to assist agencies in continuous improvement of operations and management, and in providing a valid and objective evaluation of agency programs as a service to the public and the profession. CONSEQUENCE OF NEGATIVE ACTION: The Public Works Department and Flood Control and Water Conservation District will not be recognized for Re -Accreditation by APWA. CONTRA COSTA COUNTY Printed on 8/20/2025Page 2 of 2 powered by Legistar™ 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:125-2000 Name: Status:Type:Consent Item Passed File created:In control:5/6/2025 BOARD OF SUPERVISORS On agenda:Final action:5/20/2025 5/20/2025 Title:DENY claims filed by CSAA Insurance, a subrogee of Syed Yazdan; John Muir Medical Center; Eric X. Murillo; Progressive Select Insurance Co., a subrogee of Tamika Jones; Espiridion Puga; Joe Reeder; Ma Pamela Rosellon; De'Andre T. Sampson and Isaiah N. Madrid; and Leeandre White. DENY amended claim filed by Roger Moscol Montoya (3). Attachments: Action ByDate Action ResultVer.Tally approvedBOARD OF SUPERVISORS5/20/2025 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 CSAA Insurance, a subrogee of Syed Yazdan; John Muir Medical Center; Eric X. Murillo; Progressive Select Insurance Co., a subrogee of Tamika Jones; Espiridion Puga; Joe Reeder; Ma Pamela Rosellon; De'Andre T. Sampson and Isaiah N. Madrid; and Leeandre White. DENY amended claim filed by Roger Moscol Montoya (3). FISCAL IMPACT: No fiscal impact. BACKGROUND: CSAA Insurance a/s/o Syed Yazdan: Property claim for damage to vehicle in the amount of $5,155.98. John Muir Medical Center: Claim for underpayment of bill by Contra Costa Health Plan in the amount of $4,632.52. Eric X. Murillo: Property claim for destroyed personal items in the amount of $2,500. Progressive Select Insurance Company a/s/o Tamika Jones: Property claim for damage to vehicle in the amount of $11,735.61. Espiridion Puga: Personal injury claim for a trip and fall in the amount of $500,000. Joe Reeder: Property claim for lost cell phone in the amount of $125. Ma Pamela Rosellon: Personal injury claim related to vehicle accident in the amount of $1,000,000. De’Andre T. Sampson & Isaiah N. Madrid: Civil rights claim related to violation of parental rights in the CONTRA COSTA COUNTY Printed on 8/20/2025Page 1 of 2 powered by Legistar™ File #:25-2000,Version:1 amount of $5,000,000. Leeandre White: Personal injury claim related to vehicle accident in an amount to exceed $35,000. Roger Moscol Montoya (3): Amended claims for injuries sustained in bicycle accident in an amount to exceed $5,000,000. 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 8/20/2025Page 2 of 2 powered by Legistar™ 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:125-2001 Name: Status:Type:Consent Item Passed File created:In control:5/8/2025 BOARD OF SUPERVISORS On agenda:Final action:5/20/2025 5/20/2025 Title:APPROVE and AUTHORIZE the Purchasing Agent to execute, on behalf of the Sheriff-Coroner, a purchase order with AT&T, Inc., in an amount not to exceed $29,851, and ACCEPT an End User License Agreement for the purchase of Palo Alto Networks Firewall software, for the period January 1, 2025 through December 31, 2027. (100% General Fund) Attachments: Action ByDate Action ResultVer.Tally approvedBOARD OF SUPERVISORS5/20/2025 1 Pass To:Board of Supervisors From:David O. Livingston, Sheriff-Coroner Report Title:Palo Alto Networks, Inc. ☒Recommendation of the County Administrator ☐ Recommendation of Board Committee RECOMMENDATIONS: RESCIND prior Board Action (24-4155) from December 3, 2024, which approved and authorized the Purchasing Agent to execute, on behalf of the Sheriff-Coroner, a purchase order with AT&T, Inc., in an amount not to exceed $18,502, for the purchase of Palo Alto Networks Firewall software for the period January 1, 2025 through December 31, 2027; and APPROVE and AUTHORIZE the Purchasing Agent to execute, on behalf of the Sheriff-Coroner, a purchase order with AT&T, Inc., in an amount not to exceed $29,851, and ACCEPT an End User License Agreement for the purchase of Palo Alto Networks Firewall software, for the period January 1, 2025 through December 31, 2027. FISCAL IMPACT: Approval of this request will result in up to $29,851 in contractual expenditures over a 3-year period and will be funded 100% by the General Fund. BACKGROUND: Palo Alto Networks (PAN) is an industry leader in providing hardware and software firewall solutions. The Office of the Sheriff has PAN hardware and software installed at multiple locations within the department. This purchase will add a PAN virtual firewall, also known as a cloud firewall, or a virtualized next-generation firewall (NGFW). It is a software-based security system and barrier that operates in a virtual environment to protect cloud-based assets and data centers by filtering, inspecting, monitoring, and controlling network traffic CONTRA COSTA COUNTY Printed on 8/20/2025Page 1 of 2 powered by Legistar™ File #:25-2001,Version:1 between the Office of the Sheriff’s on-premise network servers and its tenant in the California State Sheriff’s Association (CSSA) Azure Cloud. PAN virtual firewalls offer features that the Office of the Sheriff needs to secure its CSSA cloud environment. It includes full visibility and control, application security, exfiltration prevention, compliance and risk management, security automation, cloud management, and because the Office of the Sheriff already uses PAN firewalls for its on-premises network, consistent policy enforcement. This purchase will be for a 36-month subscription for a PAN virtualized NGFW, along with accompanying subscription services and management software. Palo Alto Networks, Inc. does not sell directly to customers; therefore, it will be purchased through AT&T, a third-party reseller. The End User License Agreement includes a limitation of liability provision. This Board request is to correct the prior action to reflect the correct payment limit. CONSEQUENCE OF NEGATIVE ACTION: If the Board does not approve, the firewall protection will remain as is, leaving the Sheriff’s Office CSSA cloud environment to the SO network open to potential hacks and intrusions. CONTRA COSTA COUNTY Printed on 8/20/2025Page 2 of 2 powered by Legistar™ 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:125-2002 Name: Status:Type:Consent Item Passed File created:In control:5/8/2025 BOARD OF SUPERVISORS On agenda:Final action:5/20/2025 5/20/2025 Title:APPROVE and AUTHORIZE the Sheriff-Coroner, or designee, to execute a continuous software site license and support agreement with Vigilant Solutions, LLC to increase the payment limit by $150,000 to a new payment limit of $250,000, for license and support of video analytics software, for the term May 1, 2025 through April 30, 2026, and automatic annual renewals until terminated by either party. (100% General Fund) Attachments: Action ByDate Action ResultVer.Tally approvedBOARD OF SUPERVISORS5/20/2025 1 Pass To:Board of Supervisors From:David O. Livingston, Sheriff-Coroner Report Title:Vigilant Solutions, LLC ☒Recommendation of the County Administrator ☐ Recommendation of Board Committee RECOMMENDATIONS: APPROVE and AUTHORIZE the Sheriff-Coroner, or designee, to execute a continuous software site license and support agreement with Vigilant Solutions, LLC to increase the payment limit by $150,000 to a new payment limit of $250,000, for license and support of video analytics software, for the term May 1, 2025 through April 30, 2026, and continuing from year to year thereafter. FISCAL IMPACT: Approval of this request will result in up to $150,000 in additional contractual service expenditures and will be funded 100% by the General Fund. BACKGROUND: Contra Costa County Office of the Sheriff has purchased several vehicle-mounted license plate detection cameras. With the support of the Vigilant Solutions software, these patrol car-mounted cameras have the capability to access vehicle registration expiration data, property records, criminal history and jail booking information. This software uses analytic tools overlaying Automatic License Plate Reader data with other data sets for enhanced investigations. Since LEARN, a Vigilant Solutions intelligence platform, is a hosted solution, data sharing and interoperability with other law enforcement agencies is inherently simplified. Other law enforcement agencies use this software to assist officers out in the field. The software site license and support agreement automatically renews on an annual basis. The software site license and support agreement includes a limitation of liability. CONTRA COSTA COUNTY Printed on 8/20/2025Page 1 of 2 powered by Legistar™ File #:25-2002,Version:1 CONSEQUENCE OF NEGATIVE ACTION: If the Board does not approve, the Office will not be able to outfit additional vehicles with the Starchase GPS technology. This could result in greater risk to public and officer safety during pursuits and limited ability to share location information with additional agencies in the event of a major incident. CONTRA COSTA COUNTY Printed on 8/20/2025Page 2 of 2 powered by Legistar™ 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:125-2003 Name: Status:Type:Consent Item Passed File created:In control:5/8/2025 BOARD OF SUPERVISORS On agenda:Final action:5/20/2025 5/20/2025 Title:APPROVE and AUTHORIZE the Purchasing Agent, or designee, to execute on behalf of the Sheriff- Coroner, a purchase order with Intoximeters, Inc., in an amount not to exceed $75,000, and ACCEPT a Terms of Sale and Terms of Use to provide service and repairs for breath alcohol instruments, for the period August 1, 2024 through July 30, 2028. (100% General Fund) Attachments: Action ByDate Action ResultVer.Tally approvedBOARD OF SUPERVISORS5/20/2025 1 Pass To:Board of Supervisors From:David O. Livingston, Sheriff-Coroner Report Title:Intoximeters, Inc. ☒Recommendation of the County Administrator ☐ Recommendation of Board Committee RECOMMENDATIONS: RESCIND prior Board Action (24-2366) which approved and authorized the Sheriff-Coroner, or designee, to execute a contract with Intoximeters, Inc. in an amount not to exceed $50,000 to provide service and repairs for the Office of the Sheriff Forensic Services Division’s breath alcohol instruments, for the period August 1, 2024 through July 30, 2027; and APPROVE and AUTHORIZE the Purchasing Agent, or designee, to execute on behalf of the Sheriff-Coroner, a purchase order with Intoximeters, Inc., in an amount not to exceed $75,000, and ACCEPT a Terms of Sale and Terms of Use to provide service and repairs for breath alcohol instruments, for the period August 1, 2024 through July 30, 2028. FISCAL IMPACT: Approval of this request will result in up to $75,000 in contractual service expenditures and will be funded 100% by the General Fund. BACKGROUND: The Office of the Sheriff Forensic Services Division Crime Laboratory is responsible for the evidential breath alcohol program for Contra Costa County. This includes the on-going maintenance of the evidential breath instruments used in driving under the influence of alcohol investigations. Intoximeters provides certified technicians that perform maintenance and repairs on the Intoximeter DMT instruments. CONTRA COSTA COUNTY Printed on 8/20/2025Page 1 of 2 powered by Legistar™ File #:25-2003,Version:1 The Terms of Sale and Terms of Use include indemnification and limitation of liability provisions. This Board request is to correct the prior action to approve and authorize the Purchasing Agent to execute a purchase order with Intoximeters, Inc. and to update the term and payment limit. CONSEQUENCE OF NEGATIVE ACTION: If the Board does not approve, the Office of the Sheriff Forensic Services Division Crime Laboratory will be unable to have the breath alcohol instruments repaired, which would result in the suspension of the breath alcohol program. CONTRA COSTA COUNTY Printed on 8/20/2025Page 2 of 2 powered by Legistar™ 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:125-2004 Name: Status:Type:Consent Item Passed File created:In control:5/8/2025 BOARD OF SUPERVISORS On agenda:Final action:5/20/2025 5/20/2025 Title:APPROVE and AUTHORIZE the Sheriff-Coroner, or designee, to execute a contract with National Medical Services, Inc. in an amount not to exceed $850,000 to provide forensic toxicology analysis, for the period January 1, 2025 through December 31, 2027. (100% Agency User Fees) Attachments: Action ByDate Action ResultVer.Tally approvedBOARD OF SUPERVISORS5/20/2025 1 Pass To:Board of Supervisors From:David O. Livingston, Sheriff-Coroner Report Title:National Medical Services, Inc. ☒Recommendation of the County Administrator ☐ Recommendation of Board Committee RECOMMENDATIONS: APPROVE and AUTHORIZE the Sheriff-Coroner, or designee, to execute a contract renewal with National Medical Services, Inc. in an amount not to exceed $850,000 to provide forensic toxicology analysis, for the period January 1, 2025 through December 31, 2027. FISCAL IMPACT: Approval of this request will result in up to $850,000 in contractual service expenditures and will be funded 100% by agency user fees. BACKGROUND: Contra Costa County provides toxicology analysis on blood, urine, and tissue samples submitted as evidence through the Office of the Sheriff Forensic Services Division’s Crime Laboratory. The County’s Crime Laboratory is accredited by the American Society of Crime Laboratory Directors-Laboratory Accreditation Board (ASCLD-LAB) and processes submissions from other agencies. National Medical Services Inc. (NMS) is also accredited by ASCLD-LAB and performs testing and analysis on forensic samples on both ante-mortem and post-mortem cases, providing product assurance and validity of results. The Office of the Sheriff Forensic Services Division’s Crime Laboratory and Coroner's Office utilize services provided by NMS for sample evidence analysis. Several iterations of the terms caused unanticipated delays with the approval of this contract. The contractor has continued to provide crucial forensic toxicology analysis in good faith. CONTRA COSTA COUNTY Printed on 8/20/2025Page 1 of 2 powered by Legistar™ File #:25-2004,Version:1 CONSEQUENCE OF NEGATIVE ACTION: If the Board does not approve, there will be long delays for the Office of the Sheriff in the processing of forensic toxicology analysis submitted as evidence. CONTRA COSTA COUNTY Printed on 8/20/2025Page 2 of 2 powered by Legistar™ 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:125-2005 Name: Status:Type:Consent Item Passed File created:In control:5/12/2025 BOARD OF SUPERVISORS On agenda:Final action:5/20/2025 5/20/2025 Title:APPROVE and AUTHORIZE the Purchasing Agent, or designee, to execute on behalf of the Sheriff- Coroner, a purchase order with MCM Technology, LLC in an amount not to exceed $90,000, and ACCEPT a Support and Maintenance Agreement with annual renewals, to provide annual support and maintenance to the Office of the Sheriff, for the period January 1, 2025 through December 31, 2029. (100% General Fund) Attachments: Action ByDate Action ResultVer.Tally approvedBOARD OF SUPERVISORS5/20/2025 1 Pass To:Board of Supervisors From:David O. Livingston, Sheriff-Coroner Report Title:MCM Technology, 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 Sheriff-Coroner, a purchase order with MCM Technology, LLC in an amount not to exceed $90,000, and ACCEPT a Support and Maintenance Agreement that automatically renews annually to provide support and maintenance to the MCM application for the Office of the Sheriff, for the period January 1, 2025 through December 31, 2029. FISCAL IMPACT: Approval of this request will result in up to $90,000 in contractual expenditures and will be funded 100% by the General Fund. BACKGROUND: The MCM Technology, LLC application is utilized by the Office of the Sheriff to track hardware asset inventories such as PCs, servers and monitors, including capital assets. When new items are purchased, a new asset ID is generated and tagged to the item. The MCM application allows for easy tracking of these assets and helps with future capital asset audits. This Support and Maintenance Agreement includes a limitation of liability and indemnification from the County to MCM Technology, LLC. The department is seeking approval of this retroactive purchase order due to unintentional oversight caused by the substantial number of new contracts the Office of the Sheriff is currently handling. CONTRA COSTA COUNTY Printed on 8/20/2025Page 1 of 2 powered by Legistar™ File #:25-2005,Version:1 CONSEQUENCE OF NEGATIVE ACTION: If the Board does not approve, the Office of the Sheriff will lose the ability to easily track purchased hardware assets and make it difficult to fulfill annual capital asset audits. CONTRA COSTA COUNTY Printed on 8/20/2025Page 2 of 2 powered by Legistar™ 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:125-2006 Name: Status:Type:Consent Item Passed File created:In control:4/29/2025 BOARD OF SUPERVISORS On agenda:Final action:5/20/2025 5/20/2025 Title:APPROVE and AUTHORIZE the County Treasurer-Tax Collector or designee, to execute a contract amendment with Wells Fargo Bank to extend the term through June 30, 2029, for a total payment limit not to exceed $1,400,000, for general banking and lockbox services. (100% Interest Earnings) Attachments: Action ByDate Action ResultVer.Tally approvedBOARD OF SUPERVISORS5/20/2025 1 Pass To:Board of Supervisors From:Dan Mierzwa, Treasurer-Tax Collector Report Title: Wells Fargo Bank General Banking and Lockbox Services ☒Recommendation of the County Administrator ☐ Recommendation of Board Committee RECOMMENDATIONS: APPROVE and AUTHORIZE the County Treasurer-Tax Collector, or designee, to enter into a contract amendment with Wells Fargo Bank, N.A. (“Wells Fargo”), with a payment limit not to exceed $1,400,000, for general banking and lockbox services, and to extend the term through June 30, 2029. FISCAL IMPACT: Service fees and costs will be paid from the earnings allowance made from the compensating balance in the Wells Fargo Bank accounts. BACKGROUND: The Contra Costa County Treasurer manages the funds of Contra Costa County and 18 special districts, 19 school districts and one community college district within Contra Costa County. Upon completion of an extensive Request for Proposal (“RFP”) search in 2014, the County Treasurer selected Wells Fargo to provide general banking and lockbox services for Contra Costa County, and this selection was approved by the Board of Supervisors. As a result, the County Treasurer entered into an initial five-year agreement with Wells Fargo for the period of July 2014 through June 2019. In 2019, the Board of Supervisors extended the agreement with Wells Fargo for an additional five years until June 30, 2024. For the duration of the agreement, Wells Fargo has been providing financial services to the County in CONTRA COSTA COUNTY Printed on 8/20/2025Page 1 of 2 powered by Legistar™ File #:25-2006,Version:1 accordance with the agreement’s terms. Wells Fargo and Contra Costa County initiated negotiations prior to the expiration of the agreement on June 30, 2024. As a result of these extensive negotiations, the County Treasurer was able to obtain the following favorable terms related to fees: 1) continued discounted pricing which equates to a discount of over 50% from standard pricing; 2) three-month fee waiver for client analysis fees for each contract year; 3) premium managed earnings credit rate of 4.00% for the first contract year; and 4) waiver of all set-up and implementation fees for the entire term of the agreement except for some pass-through fees. A few other terms of the existing agreement, such as Wells Fargo service documents and insurance, also have been negotiated and amended due to changes in the banking industry. Notwithstanding, Wells Fargo will continue to provide satisfactory commercial general liability insurance. Additionally, each party is required to indemnify the other for its own errors and omissions. Under the agreement extension, Wells Fargo will continue to provide general banking services, including, but not limited to, deposit services, automated clearing house, positive pay, online banking, sweep account, and information reporting. Wells Fargo will also provide lockbox services, including, but not limited to, lockbox imaging. In addition to the favorable fee terms outlined above, other factors related to the County’s Treasurer-Tax Collector’s Office, e.g., recent implementation of a new finance system and potential implementation of a new tax system, also weigh in favor of entering this extension with Wells Fargo. The cost of these services will be paid by the interest earned on the daily cash balance with Wells Fargo, and the monies deposited with Allspring Global Investments (previously Wells Cap Management,) if necessary. CONSEQUENCE OF NEGATIVE ACTION: If the agreement is not authorized, the County Treasurer will lack an agreement with Wells Fargo to administer the County’s extensive banking operations, and severely jeopardize security and safekeeping of County monies. The County will not be able to benefit from further enhanced fee terms. CONTRA COSTA COUNTY Printed on 8/20/2025Page 2 of 2 powered by Legistar™ 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:125-2007 Name: Status:Type:Consent Item Passed File created:In control:5/1/2025 BOARD OF SUPERVISORS On agenda:Final action:5/20/2025 5/20/2025 Title:AUTHORIZE the Chair of the Board of Supervisors to sign County Subvention Program Certificates of Compliance for the County Subvention and Medi-Cal Cost Avoidance Programs as administered by the California Department of Veterans Affairs (CDVA), and as recommended by the Veterans Service Officer. (No fiscal impact) Attachments:1. Subvention Cert of Compliance FY 25-26, 2. Medi-Cal Cert of Compliance FY 25-26, 3. Signed Subvention Certificate, 4. Signed MediCal Cert Action ByDate Action ResultVer.Tally approvedBOARD OF SUPERVISORS5/20/2025 1 Pass To: Board of Supervisors From:Joshua Zebley, County Veterans Services Officer Report Title:Authorize the Chair of the Board to sign Subvention Program certificates. ☒Recommendation of the County Administrator ☐ Recommendation of Board Committee RECOMMENDATIONS: AUTHORIZE the Chair of the Board of Supervisors to sign the attached County Subvention Program Certificates of Compliance for the County Subvention and Medi-Cal Cost Avoidance Programs as administered by the California Department of Veterans Affairs (CDVA). FISCAL IMPACT: For FY 2022-23, the County received $326,000 in Subvention; $5,000 in Medi-Cal Cost Avoidance; $125,000 in Prop 63 grant revenue and $14,195 in Veterans Service Officer Funds per the Military and Veterans Code of California, sections 972, 972.1 and 972.5. In FY 2023-24 the County received $377,974 in Subvention; $4,829 in Medi-Cal Cost Avoidance; $125,000 in Prop 63 grant revenue and $15,711 in Veterans Service Officer Funds. It is anticipated that in FY 2045-25, the County will receive $400,679 in Subvention funds, $6,923 in Medi-Cal Cost Avoidance and $17,910 in Veterans Service Officer funds. The County will not be receiving Prop 63 monies as the grant funding ended on June 30, 2024. BACKGROUND: The California Department of Veterans Affairs (CDVA) administers the above four revenue programs per California Code of Regulations, Title 12, Subchapter 4. CDVA conducts annual audits of these program operations to determine whether the workload and staffing needs are consistent with the reported workload activity. CONSEQUENCE OF NEGATIVE ACTION: CONTRA COSTA COUNTY Printed on 8/20/2025Page 1 of 2 powered by Legistar™ File #:25-2007,Version:1 The County would not be able to receive Subvention and Medi-Cal Cost Avoidance revenue. CONTRA COSTA COUNTY Printed on 8/20/2025Page 2 of 2 powered by Legistar™